Greenville, South Carolina. (September 22, 2024): Every year, the U.S. military competes with big business for talent, particularly young leaders to serve as the next generation of officers. In this photo by Army National Guard Specialist Turner Horton, a new crop of Army aviators poses for a photo session in support of the South Carolina Army National Guard’s recruitment and talent management effort. They are the epitome of the style and image the Guard wants to convey to young people thinking about serving.

To be competitive, the military is taking its cue from commercial businesses, particularly how they attract and develop talent. The military studied how big corporations use highly sophisticated models for their hiring and retention programs and how they tailor their approach to managing this new generation.

The Army has created a Talent Alignment Process (ATAP) that is less centralized and operates more like a competitive, market-style hiring system. The model aligns Officers with jobs based on preferences, educational specialization, or based on other talents. The Army recognized that young men and women coming into the service expect to be managed individually and recognized for their skills. By placing people in jobs that better match their education or life skills tends to help retain the best and brightest.

The new system is even sensitive to family preferences, such as a desire to stay in one location longer. Other important quality of life considerations such as housing, child-care availability, and spousal employment are also considered. The system lists command openings and those requiring specific skills giving officers and commanders a better chance at matching the right person with the right job.

These talent management systems have proven particularly valuable for National Guard and Reserve members who often bring a wealth of talents outside their prescribed military roles. In the end, an Officer that feels their skills are appreciated are likely to stay for a career.