TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army

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TRADOC Pam 525-3-7-01The Army recruits Soldiers. It retains families.The Army Family White Paper, 1983150
TRADOC Pam 525-3-7-01Chapter 7Manning the Army—Developing a Human Capital Strategy7-1. IntroductionThe Army responds to national and military strategy changes. It has also led the way in manymajor social adjustments throughout history. In recent years, Army transformation effortsresulted in personnel policy changes to stabilize Soldiers in their units. Given the complexity ofthe future operating environment, and its impact upon the triad of moral, physical, and cognitivecomponents of the human dimension, the Army must continue to examine existing policies andpractices for staffing the force.While global trends will shape the environment in which our Soldiers may operate, domestictrends will shape the candidates from which the Army must draw to staff the future force.Immigration, education, physical and moral fitness influence the domestic environment. TheArmy must consider this environment in order to understand the capabilities and limitations offuture recruits while, at the same time, acknowledging their expectations.While current personnel systems have served the Army and its Soldiers well, the potentialstrain of decades of persistent conflict will likely fail to meet future needs. The dual challengesof new force structure and continual deployments to multidimensional battlefields stronglysuggest the need to modify the Army’s personnel systems so that they more effectively embracecreativity, risk-taking, and flexibility. This chapter examines key processes of Army personnelmanagement, which include accessions, assignments, promotions, and education. It then positsconsiderations for improving human capital management.7-2. BackgroundToday’s personnel management system selects, assigns, and educates personnel for initial andthen continued service. The accessions system lays out standards based on systematic andtangible criteria to become an enlisted Soldier, warrant, or commissioned officer. The futurepersonnel management system will be more responsive and better able to match specific skillswith specific position requirements. It will be able to routinely manage, track, and assignpersonnel down to the skill identifier and additional skill identifier level of detail. Criteria forpromotions are explicit, detailed, and common knowledge among members competing forpromotions. In the lower ranks, the use of explicit criteria that depend on objectively measuredelements, such as written and hands-on tests of skill and knowledge, physical fitness,marksmanship, successful completion of training, awards and decorations, and additionaleducation, help to promote openness and fairness.The enlisted personnel assignment system operates centrally and matches available, qualifiedpersonnel to position openings (faces to spaces). Although at times, Soldiers choose the locationof their next assignment as a retention incentive, assignments typically occur independently ofindividual preferences, and, therefore, offer no significant opportunity for the chain of commandto influence decisions. Officer assignments centrally made often take into account senior officerrecommendations. Such recommendations also influence senior NCO assignments.151
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TRADOC Pam 525-3-7-01to Army member
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TRADOC Pam 525-3-7-01 - TRADOC - U.S. Army

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