000			02983cam a22003737a 4500
003			LIBRIS
005			20120809144644.0
008			100211s2009 paua | f000 0 eng c
020			_a9781584874126
020			_a1-58487-412-0
040			_aAWC _dGPO _dAWC _dSipr
041			_aeng
090			_c74696 _d74695
100	1		_aWardynski, Casey
245	1	0	_aTalent _bimplications for a U.S. Army officer corps strategy _cCasey Wardynski, David S. Lyle, Michael J. Colarusso
246	3		_aImplications for a US Army officer corps strategy
246	3		_aImplications for a United States Army officer corps strategy
260			_aCarlisle, PA _bStrategic Studies Institute, U.S. Army War College _c2009
300			_avii, 24 p. _bill.
490	0		_a[Officer corps strategy monograph series] _vv. 2
500			_aSeries from web site.
500			_a"November 2009."
500			_a"This monograph is the second in a series of six that analyze the development of an officer corps strategy"--P. ii.
520			_aTraditionally, the U.S. Army has stressed "competency" in its officer development doctrine. Recent operational experience clearly demonstrates the need for something more than adequate or appropriate individual performance by leaders. In an era of persistent conflict, Army officers must embrace new cultures, serve as ambassadors and diplomats, sow the seeds of economic development and democracy, and in general rapidly conceptualize solutions to complex and unanticipated problems. It requires the Army to access, retain, develop, and employ talented officers, not competent ones. The authors define talent as the intersection of three dimensions-- skills, knowledge, and behaviors-- that create an optimal level of individual performance, provided the individual is employed within his or her talent set. To get optimal performance from its officers, the Army must first acknowledge that each has a unique distribution of skills, knowledge, and behaviors. It must also acknowledge the unique distribution of talent requirements across the force. Doing so will allow the Army to thoughtfully manage the nexus of individual talent supply and organizational talent demand, to create a true talent management system that puts the right officer in the right place at the right time. An officer strategy focused upon talent has but one purpose: to help the Army achieve its overall objectives. It does this by mitigating the greatest risks: the cost of a mismatch between numbers of officers and requirements; and the cost of losing talented officers to the civilian labor market.
650		0	_aarmed forces _xarmy _zUSA
653			_ahuman capital
700	1		_aLyle, David S. _d1971-
700	1		_aColarusso, Michael J.
710	2		_aUS Army War College. _bStrategic Studies Institute, SSI
856	4	1	_zCLICK HERE TO VIEW: _uhttp://www.strategicstudiesinstitute.army.mil/pdffiles/PUB948.pdf
942			_cREP
946			_aSIP1002
999			_c74453 _d74453