MARC Record from harvard_bibliographic_metadata

LEADER: 03462cam a2200409Ia 4500
001 012320379-1
005 20100415124744.0
008 091112s2009 paua b f000 0 eng d
020 $a9781584874126
020 $a1584874120
035 0 $aocn465191260
040 $aAWC$cAWC$dGPO$dAWC
090 $aU413.A66$bW273 2009 v.2
100 1 $aWardynski, Casey.
245 10 $aTalent :$bimplications for a U.S. Army officer corps strategy /$cCasey Wardynski, David S. Lyle, Michael J. Colarusso.
246 3 $aImplications for a US Army officer corps strategy
246 3 $aImplications for a United States Army officer corps strategy
260 $aCarlisle, PA. :$bStrategic Studies Institute, U.S. Army War College,$c2009.
300 $avii, 24 p. :$bill. ;$c23 cm.
490 0 $a[Officer corps strategy monograph series] ;$vv. 2
500 $aSeries from web site.
500 $a"November 2009."
500 $a"This monograph is the second in a series of six that analyze the development of an officer corps strategy"--P. ii.
530 $aAvailable also online in PDF format from Strategic Studies Institute (SSI) web site. Adobe Acrobat Reader required.
520 $aTraditionally, the U.S. Army has stressed "competency" in its officer development doctrine. Recent operational experience clearly demonstrates the need for something more than adequate or appropriate individual performance by leaders. In an era of persistent conflict, Army officers must embrace new cultures, serve as ambassadors and diplomats, sow the seeds of economic development and democracy, and in general rapidly conceptualize solutions to complex and unanticipated problems. It requires the Army to access, retain, develop, and employ talented officers, not competent ones. The authors define talent as the intersection of three dimensions-- skills, knowledge, and behaviors-- that create an optimal level of individual performance, provided the individual is employed within his or her talent set. To get optimal performance from its officers, the Army must first acknowledge that each has a unique distribution of skills, knowledge, and behaviors. It must also acknowledge the unique distribution of talent requirements across the force. Doing so will allow the Army to thoughtfully manage the nexus of individual talent supply and organizational talent demand, to create a true talent management system that puts the right officer in the right place at the right time. An officer strategy focused upon talent has but one purpose: to help the Army achieve its overall objectives. It does this by mitigating the greatest risks: the cost of a mismatch between numbers of officers and requirements; and the cost of losing talented officers to the civilian labor market.
504 $aIncludes bibliographical references (p. 21-24).
505 0 $aIntroduction -- Context : human capital theory -- Our definition of talent -- Managing talent -- Revolutionizing the Army officer corps -- Conclusion.
610 10 $aUnited States.$bArmy$xPersonnel management.
610 10 $aUnited States.$bArmy$xOfficers.
650 0 $aHuman capital.
700 1 $aLyle, David S.$q(David Stephen),$d1971-
700 1 $aColarusso, Michael J.
710 2 $aArmy War College (U.S.).$bStrategic Studies Institute.
776 08 $iOnline version:$aWardynski, Casey.$tTalent.$h1 online resource (vii, 24 p.)$z1584874120$w(OCoLC)495786536
988 $a20100415
049 $aKSGG
906 $0OCLC