Participating fully in the AIM 2.0 project represents an officer’s first opportunity to individually address the “brain drain” challenge. People Are Policy: Moving Towards a Better Talent Management System There are still other centralized, and opaque, protocols which influence the final assignment decisions. Ultimately, under the new AIM 2.0 system, the assignment system functions similarly to before, with the only significant change being that officers have more information to consume and analyze before indicating preferences. Because of the absence of basic pricing and lack of resource constraints, information is king.
#ARMY AIM SCORE FREE#
Organizations and officers are free to request their preferences without imposed costs because there is not an instrumental differentiation between higher or lower utility for each officer or assignment.
Though the open market provides officers with greater visibility on the wide range of possible jobs, the branch interventions distort the market-based approach.Īdditionally, in this new “marketplace,” there is not a currency to limit or shape either individual or organizational preferences. Despite the expressed preferences from each party, career managers still need to account for other factors such as Exceptional Family Member Program (EFMP) considerations, the Married Army Couples Program (MACP), and branch-specific restrictions such as the infantry’s vehicular/non-vehicular imperative. While AIM 2.0 provides officers and organizations the opportunity to identify their preferences for each other through the system, HRC maintains a heavy regulatory grip on the actual function of assignments regardless of individual officers’ preferences. The implicit goal for the online “marketplace” is to match officers’ and organizations’ top preferences with the needs of the Army. Officers are expected to provide feedback on the market (list of preferences) according to rules set by their assignment manager at HRC. Each officer “enters the market” on a specific date and views the “market demand,” which is the list of jobs available to that specific officer. In our situation, employees (field grade officers) provide the supply and employers (gaining organizations) provide the demand. A labor market refers to the supply and demand for units of labor. This system is supposed to ensure that career managers are making informed assignment decisions and also creates a market to better match officer talent with organizational requirements.īy using the AIM 2.0 marketplace, the Army attempts to establish a labor market, but the term “market” is somewhat of a misnomer. AIM 2.0 is the Army’s bridging solution towards a future talent management concept embodied by the proposed functions of the Integrated Personnel and Pay System – Army (IPPS-A). Decades of industrial-age personnel policy, required by law in the 1980 Defense Officer Personnel Management Act(DOPMA), combined with a generational shift in the All-Volunteer Force during the ongoing Global War on Terror resulted in various analysts warning about the risks of “brain drain” and “bleeding talent.”ĪIM 2.0, the Army’s latest talent management initiative, seems to be inching the DoD’s largest workforce closer to some of these recommendations. Recent initiatives are pushing the Army, much like the rest of the Department of Defense, to implement personnel policies that emphasize talent management, where vacancies are matched to the particular skills of the employee filling that duty position. The process for individual officers is almost always opaque, with the officer’s branch manager at HRC occupying a powerful role, charged with doing what is simultaneously best for the Army, unit, and officer. Officers identified to move in the summer of 2019 recently completed the process of requesting new assignments from the Army’s Human Resources Command (HRC). How should Army officers pursue desired future assignments under the new talent management system, the Army’s Assignment Interactive Module (AIM) 2.0? This article provides an overview of AIM 2.0 and makes recommendations for officers preparing for the reassignment process. Army Secretary Mark Esper addresses the Talent Management Task Force he created to overhaul the cumbersome, centralized military personnel bureaucracy.
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