000			02242cam a22003617a 4500
003			LIBRIS
005			20120809144648.0
008			100316s2010 paua | f000 0 eng c
020			_a9781584874256
020			_a1-58487-425-2
040			_aAWC _dDOS _dSipr
041			_aeng
090			_c74870 _d74869
100	1		_aWardynski, Casey
245	1	0	_aTowards a U.S. Army officer corps strategy for success _bretaining talent _cCasey Wardynski, David S. Lyle, Michael J. Colarusso
246	3		_aTowards a US Army officer corps strategy for success
246	3		_aTowards a United States Army officer corps strategy for success
260			_aCarlisle, PA _bStrategic Studies Institute, U.S. Army War College _c2010
300			_avi, 64 p. _bill.
490	0		_aOfficer corps strategy monograph series _vv. 3
500			_a"January 2010."
500			_a"This monograph is the third in a series of six that analyze the development of an officer corps strategy"--P. ii.
520			_aOver the last 3 decades, dramatic labor market changes and well-intentioned but uninformed policies have created significant officer talent flight. Poor retention engenders substantial risk for the Army as it directly affects accessions, development, and employment of talent. The Army cannot make thoughtful policy decisions if its officer talent pipeline continues to leak at current rates. Since the Army cannot insulate itself from labor market forces as it tries to retain talent, the retention component of its officer strategy must rest upon sound market principles. It must be continuously resourced, executed, measured, and adjusted across time and budget cycles. Absent these steps, systemic policy, and decisionmaking failures will continue to confound Army efforts to create a talent-focused officer corps strategy.
650		0	_aarmy _xarmed forces _xeducation _xtraining _xemployment _zUSA
653			_aemployee retention
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/PUB965.pdf
942			_cMONO
946			_aSIP1003
999			_c74625 _d74625