Brigardier Mark Arnold, an Army reservist and CEO of a multinational manufacturing firm, argues for reforms to the military's personnel system in an essay at Armed Forces Journal. There are some familiar refrains here.
Today’s best junior officers, those with high talent and a strong calling to service, should become the admirals and generals who testify before Congress and serve as Joint Chiefs in 20 years. Retaining them is vital; losing them hurts our long-term ability to creatively transform the military as security challenges change. The U.S. military must replace its industrial-age personnel processes and insular culture with contemporary personnel and talent management systems that reward innovation. ...
A short list of overdue changes to the military personnel system includes efforts to:
• Promote top performers only when they are selected for higher responsibilities.
• Eliminate year-group and “time in grade” promotions.
• Find and release the worst performers at all levels.
• Establish a job posting system.
• Give senior leaders responsibility for assessing, hiring and developing talent.
• Allow top talent to choose non-command assignments.
• Establish succession-planning processes.
• Create assignment flexibility between active and reserve components.
• Learn from exit interviews.
Read the rest here.