Systems Development
Systems Development
Posted on Mar 8, 2020
How does/can the Army (compo 1, 2, &3) retain highly skilled low density MOS with high operational demand?
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This isn't specific to Acquisition but that's what made me ask because i don't have a good answer, or at least a good answer that is likely to be implemented. It takes at least 2 years to make a certified Acquisition NCO or Officer and any one of them can leave the Army to make 6 figures. I have a hard time giving Soldiers reasons to stay in.
Acquisition Officer
51A: Systems Development
51C-Enlisted: Acquisition, Logistics & Technology (AL&T) Contracting NCO
Human Resources (HR)
Force Management
Posted 4 y ago
Responses: 12
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If retention is that bad, and the skillset is that critical, the Army should implement sufficient retention bonuses to make the financial benefits of leaving roughly equal to the benefits of staying. Unfortunately, the Army doesn't have a good track record of recognizing when/where they need to implement financial retention policies in a proactive and effective manner that avoids a critical mission impact. The Army normally only does it in a reactive manner, once a critical loss is adversely impacting the mission. Short of any financial incentives, the Army will have to rely on more intangible (i.e. non-financial) incentives, like giving them assignments of choice, great leadership, great work environments, etc., while also selling them on the healthcare/retirement benefits and appealing to their sense of patriotism.
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LTC (Join to see)
LTC Kevin B. i resigned from active duty at 17 years because they wouldn't delay my PCS a few more months for me to get enough custody to move my kids (best decision I've made) even though my MOS is short. A year later i leave the Guard and I get called up as soon as I joined the Reserves (bad decision) and if they don't work with me on my sanctuary tour (that will not help me financially in the short term) i won't do it. I wish i got out of the Army Years ago and stopped trying to chase the traditional pension.
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CPT (Join to see)
LTC (Join to see) - EXACTLY SIR!!!!! You faced a serious complicated economic analysis against your life situations, and now the pay/benefits are so much more on a very transparent equal footing with civilian pay/benefits that right out of the gate young soldiers don't even need to do the math. You mean for the same pay, 401K and education benefits I can just flip burgers????? DUCES!!!!!!!!!!!!!!!!!!!!!!!!!!
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SFC Casey O'Mally
LTC (Join to see) With all due respect, sir (and yes, I know what starting a statement like that means.... Here it comes....)
You appear to be part of the problem. One of the best ways to keep good Soldiers is good leadership. You are a gosh darned LTC. Flipping LEAD. Instead you are "resigned to the fact that it won't change." Bull spit. YOU flipping change it!!!
You appear to be part of the problem. One of the best ways to keep good Soldiers is good leadership. You are a gosh darned LTC. Flipping LEAD. Instead you are "resigned to the fact that it won't change." Bull spit. YOU flipping change it!!!
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LTC (Join to see)
I'm all for it SFC Casey O'Mally, and Ill do my best but you may overestimate the amountof power an Army Reserve Acquisition LTC has while serving on a Signal Command staff. I have no Soldiers so ill skip that part. Every time i get the chance I bring the issue up to every full bird and GO I see. I'm still looking for solutions, i don't know exactly what i would do to keep Troops in Acquisitions but most of my Ideas would need to be instituted at the Service level. What bothers me most is I like to think I'm good at finding the "win, win" but I'm having trouble finding any reason to talk troops into staying in when they give me their reasons for getting out. The only way i know how to change it is to ask for input and bring it up to senior leaders who may, possibly, someday, implement something I suggest. So far most of the Issues and solutions I've proposed were dismissed or ignored. More to Follow.
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Sir,
You mentioned earlier there has been push against a Warrant Officer program, but that would be my first suggestion. One of the biggest reasons I see extremely capable NCOs leave is because they aren't utilized in their field, or their potential seems squandered, so they move on. It's a systemic problem I've witnessed in the MI Corps, but at least we have warrants and that keeps encourages some of our most competent cadre to stick around.
Additionally, we love to talk about money, but I think quality of life separate from money is probably just as important, if not more so, for many Soldiers. I think implementation of special schooling opportunities/training with industry with service commitments, and possible special college education programs (full time masters in related field for X number of years of returned service) would go a long way. As of now many similar programs exist Army wide or in other career fields, but these opportunities need to be more accessible, and possibly placed into the career development map.
V/R
SSG Mullet
You mentioned earlier there has been push against a Warrant Officer program, but that would be my first suggestion. One of the biggest reasons I see extremely capable NCOs leave is because they aren't utilized in their field, or their potential seems squandered, so they move on. It's a systemic problem I've witnessed in the MI Corps, but at least we have warrants and that keeps encourages some of our most competent cadre to stick around.
Additionally, we love to talk about money, but I think quality of life separate from money is probably just as important, if not more so, for many Soldiers. I think implementation of special schooling opportunities/training with industry with service commitments, and possible special college education programs (full time masters in related field for X number of years of returned service) would go a long way. As of now many similar programs exist Army wide or in other career fields, but these opportunities need to be more accessible, and possibly placed into the career development map.
V/R
SSG Mullet
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LTC (Join to see)
I mentioned this at a forum with Contracting GOs a few years ago. I don't know the reasoning behind it but they had no interest in WO in Contracting.
What makes it worse is an Enlisted Contacting NCO can not commission and stay in contacting, they have to go to another branch for at least 3 more likely 5-8 years to become a branch qualified CPT before they can go back into contracting.
What makes it worse is an Enlisted Contacting NCO can not commission and stay in contacting, they have to go to another branch for at least 3 more likely 5-8 years to become a branch qualified CPT before they can go back into contracting.
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SFC (Join to see)
That's nuts sir. I didn't know they couldn't go direct. If that were an option, I think you could move away from proposing WOs if there was a direct route to commission into that job. Especially when you consider the pension difference. We don't serve for the money, but after so many years and building a family, it's hard not to want to prioritize their welfare. I think adding a direct commission route for NCOs with demonstrated performance and potential would be a solid alternative.
V/R
SSG Mullet
V/R
SSG Mullet
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LTC (Join to see)
SFC (Join to see) it's sad when it's easier and more advantageous for a Soldier to get out than than to advance in their field.
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