Creating a Strategic HR Capability: Four Steps to Accelerate the US Army’s People Transformation
Michael Colarusso and Douglas Stitt | 08.06.21
Get the people right, and the rest follows. So says General James McConville, the US Army’s chief of staff (effectively, the Army’s CEO), who also served as its G-1 (essentially it’s chief of human resources) for several years. Given this, perhaps it’s unsurprising that the Army is continuing a push to transform its human resource practices.
The effort began over a decade ago, when Army leaders realized that the service’s HR approach was increasingly misaligned with its organizational strategy and not really delivering the goods. The problem? Process-focused “personnel management,” developed for a conscript army in the Cold War era, simply wasn’t adept at competing for talent in the twenty-first-century job market.
Even more concerning was that Army HR processes often treated people as interchangeable parts rather than as uniquely talented individuals, with negative implications not just for organizational performance but for workforce engagement and retention as well.
https://mwi.usma.edu/creating-a-strategic-hr-capability-four-steps-to-accelerate-the-us-armys-people-transformation/
