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Developing leaders through experience, formal training, and education is a long-standing hallmark of the U.S. Army. Maintaining its excellence as a developmental organization requires vigilance, however. Authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse nonoperational development opportunities are serious challenges the Army must address. Doing so requires a talent development strategy firmly rooted in human capital theory. Such a strategy will recognize the value of continuing higher education, genuinely useful evaluations, and the signals associated with professional credentials.
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Edition Notes
"March 2010."
"This monograph is the fifth in a series of six monographs that analyze the development of an officer corps strategy"--P. ii.
Includes bibliographical references (p. 29-31).
Also available online in PDF format from Strategic Studies Institute (SSI) web site. Adobe Acrobat Reader required.
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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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- Created December 25, 2022
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January 3, 2023 | Edited by MARC Bot | import existing book |
December 25, 2022 | Created by MARC Bot | Imported from marc_columbia MARC record |