“We will employ new technologies, analytic methods, organizational research, and assessments as part of a state-of-the-art talent management system.”
Modern talent management systems demand: 1) mature people analytics with data infrastructure and reporting; 2) statistical analyses, model-building, and data science techniques; 3) organizational research that employs scientific methods to develop and deploy leading edge approaches to solving Army people challenges, and; 4) diagnostic, developmental, and predictive assessments of our Soldiers and Civilians to gain critical talent management information. Understanding individual KSB-Ps provides leaders with the evidence and cross-functional perspective needed to make better talent management decisions in alignment with the Army’s strategic goals. It also allows them to measure and evaluate the impact of their decisions in terms of program effectiveness and cost efficiency. To deliver these benefits, however, the Army’s talent management system requires ongoing investment in new methods and technologies to innovate at the speed of change, which can outpace current program funding cycles.
We organize our 21st century talent management efforts around five objective areas: Design, Build, Pilot, Scale, and Analyze.
Employ leading-edge research, analysis, studies, and science and technology (RASS&T) across all Army People Strategy Lines of Effort to support the design of innovative people programs, assessments, and policies.
Create systems and instruments that leverage technology and safeguard personal information. Configure the Integrated Pay and Personnel System - Army (IPPS-A) as the Army’s talent management information system of record and employ existing IT systems as a bridging strategy (e.g. the Assignment Interactive Module or “AIM 2.0” for Army officers). Prototype and release the Accessions Information Environment (AIE) to improve Army data management and analytics support of new accessions. Create an assessment infrastructure that meets Army needs.
Test and evaluate new technologies, analytic methods, and assessments that result in improved talent management practices. Conduct phased releases of IPPS-A, AIE and assessment programs with high payoff test populations. Implement lessons learned throughout successive piloting enroute to final operating capability.
Use scientific findings and analyses to deliver innovative, useful products to key stakeholders at scale. Contingent upon piloting results, scale IPPS-A and AIE to their final operating capabilities, ensuring end-to- end (E2E) visibility and data interoperability between the two. Capitalize on the existing strengths of the military and civilian education systems to ensure a career approach to assessing the Total Army workforce.
Extract maximum benefit from the volume, velocity, and variety of talent data captured by IPPS-A, AIE, the future Defense Civilian Human Resource Management System (DCHRMS), and talent assessments by conducting and employing rigorous statistical analyses, data modeling, and data-driven organizational research to continuously improve Army people programs and policies.