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Towards a U.S. Army Officer Corps Strategy for Success: Employing Talent

Authored by Colonel Casey Wardynski, Lieutenant Colonel David S. Lyle, Lieutenant Colonel (Ret) Michael J. Colarusso.


Brief Synopsis

Efficient talent employment is at the core of the Army Officer Human Capital Model. However, the Army’s current employment paradigm is unequal to the needs of a professional, volunteer Army facing the twin challenges of a competitive labor market and an increasingly complex global operating environment. It unduly prioritizes "fairness" when making assignments, has a narrowly defined pathway to senior leadership ranks, cannot see the talent it possesses, and suffers from severe principal-agent problems. Optimal employment theories, information age tools, and well-regulated market mechanisms can help the Army match individual officer talents against specific work requirements, reducing risk and achieving the depth and breadth of talent it needs, both now and in the future.

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Also by the Authors/Editor:

Senior Officer Talent Management: Fostering Institutional Adaptability
A Framework for Restructuring the Military Retirement System
Towards a U.S. Army Officer Corps Strategy for Success: Developing Talent
Accessing Talent: The Foundation of a U.S. Army Officer Corps Strategy
Towards a U.S. Army Officer Corps Strategy for Success: Retaining Talent
Talent: Implications for a U.S. Army Officer Corps Strategy
Towards a U.S. Army Officer Corps Strategy for Success: A Proposed Human Capital Model Focused upon Talent

View other pubs in the following categories:

Military Leadership
Managing Change
Military Culture
Military Professionalism
Retention and Recruitment

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