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U.S. Army War College >> Strategic Studies Institute >> Publications >> Towards a U.S. Army Officer Corps Strategy for Success: Employing Talent
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Authored by Colonel Casey Wardynski, Major David S. Lyle, Lieutenant Colonel (Ret) Michael J. Colarusso.
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.
Beyond the Battlefield: Institutional Army Transformation Following Victory in Iraq
Real Leadership and the U.S. Army: Overcoming a Failure of Imagination to Conduct Adaptive Work
The New Aztecs: Ritual and Restraint in Contemporary Western Military Operations
Defining Command, Leadership, and Management Success Factors within Stability Operations
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
Military Leadership
Managing Change
Military Culture
Military Professionalism
Retention and Recruitment