Unit Recruiting Strategies for the Army Talent Alignment Process Marketplace

By Capt. Audley Campbell, Junior Infantry Captain Career Manager, Officer Personnel Management Directorate, U.S. Army Human Resources Command

After four iterations of the Army Talent Alignment Process (ATAP) Market, units continue to invest time, organizational energy, and resources to compete for the talent in the market. Commanders should select a Unit Recruiting Strategy to maximize their effort and achieve desired outcomes, target the ‘right’ talent, engage unit staff and leaders in the process, and meet the unit’s current and projected operational requirements.

At the heart of the market is engagement between officers and units in order to build transparency within the assignment process. Increasing agency for officers and increasing unit readiness are key intended outcomes of the market and in order to orchestrate those ends units should deliberately execute a strategy to navigate the market.

A Unit Recruiting Strategy is a planning and execution approach which enables commanders to effectively use the ATAP market to recruit, maximize talent management and readiness. Recruiting strategies have not yet been defined in doctrine, so here are five possible ways a commander can conceptualize, plan, and execute recruiting and hiring in the marketplace.

Unit Recruiting Strategies

(1) Commander Method – the commander or officer-in-charge (OIC) directly screens, vets, interviews, follows-up, and preferences candidates.

(2) Recruiting Cell Method – the commander assembles a cell (deputy commander (DCO), executive officer (XO), human resource officer (S-1), etc.) to assist in the process and enhance capabilities while maintaining oversight.

(3) Panel Method – the commander delegates to a panel of key staff to enhance capabilities, centralize efforts, and create a common operating picture.

(4) Decentralized Method – the commander delegates to key subject matter experts to distribute the load, leverage subordinate leaders, and increase flexibility.

(5) Hybrid Method – the commander uses a multi-faceted approach to maximize staff and subordinate leader participation while increasing flexibility.

A key component of the Unit Recruiting Strategy is the Commander’s Recruiting Guidance. This guidance allows the commander to provide the intent and end state while empowering the staff and subordinate leaders to maximize potential outcomes. The commander’s recruiting guidance consists of:

(1) The Unit Recruiting Strategy

(2) The Recruiting Team

(3) Tasks, operational timeline, coordinating instructions

(4) The scope and depth of recruiting activities

(5) Desired Knowledge-Skills-Behaviors-Preferences (KSB-Ps) for each position

(6) Diversity, Equity, and Inclusion considerations (see the DEI annex of the Army People Strategy ).

Executing the Commander’s Recruiting Guidance can be completed by following these steps:

Screen – Using the Assignment Interactive Module (AIM) portal to search for and review candidate resumes that meet the commander’s recruiting guidance (KSB-Ps and DEI).

Vet – Contacting the prospective candidates and their references to determine if they are a potential fit. Vetted candidates are then scheduled for interviews.

Interview – A deliberate, structured, and repeatable process to assess, compare and organize prospective candidates into an order-of-merit list (OML).

Unit selling points – A critical subcomponent of the interview that allows leaders to articulate the key benefits of the unit and assignment. Common selling points are location, quality of life infrastructure, spouse employment opportunities, work life balance, unit type and mission, potential for stabilization, professional opportunities including key and developmental assignments, and military school opportunities. Command climate, development opportunities inside the unit, and a commander’s approach and leadership are all important. Officers have indicated that they appreciate engaging with commanders in the market and notice units that facilitate this connection and those that do not.

Follow-up + Engagement – A critical component of the process includes recurring interactions with candidates to determine mutual interest. This is key to final OML adjustments and AIM market preference selections but it is also important to signal.

Preference – Making preferences in the AIM portal based on feedback from the follow-ups.

Special Note: follow-ups and preferences are an iterative process as units and officers are permitted to adjust preferences throughout the market. Final selections are often made at the last possible moment by both units and officers.

Throughout this process, units will need both administrative and technical support to operate the AIM2 portal effectively. This support should typically be provided by the unit’s S-1 or human resources team, but this can be expanded based on the commander’s intent.

(1) Commander Method

The Commander Method is when the commander or officer in charge personally conducts and controls the recruiting process. The commander screens, vets, interviews, follows-up, and preferences candidates. The commander may also delegate control of the recruiting activities to the DCO. The XO, S-1, or other staff members provide some administrative and technical support. The Commander Method works well for small organizations or those with a small number of assignments in the market. As part of a hybrid method, the commander may use this method for specific high-priority or sensitive assignments.

Vignette: LTC A (a Professor of Military Science) is recruiting an officer to fill a validated Assistant Professor of Military Science assignment in the market. There are 100 candidates in the market. LTC A screens and identifies 25 possible candidates. LTC A vets the 25 candidates by contacting two references, briefly speaking to each candidate to assess talent fit and interest, and schedules 12 candidates to interview at length. After the interviews, LTC A follows-up with the candidates to gauge their mutual interest, generates the final OML and preferences 10 candidates in the AIM portal.

(2) Recruiting Cell Method

In this method a unit commander assembles a recruiting cell to assist in the process and enhance capabilities. The commander can now leverage the recruiting cell to share the workload. The recruiting cell composition can vary based on the commander’s recruiting guidance; however, the recruiting cell typically consists of personnel from the staff (DCO or XO, S-1, Strength Manager, and select action officers (AOs)). The Commander can retain or delegate the final decision authority of the preference OML. The Recruiting Cell Method works well for small to medium-sized organizations or those with more than five assignments in the market.

Vignette 2: COL B (Brigade Commander) assembles the DCO, the S-1, and two AOs to assist in recruiting the unit’s six assignments. COL B issues the commander’s recruiting guidance and tasks the S-1 and two AOs to screen and vet 50 (of 160) candidates based on a specific set of KSB-Ps and DEI considerations. COL B directs the DCO to conduct the first round of interviews. During the vetting process, COL B requires AOs to confirm that candidates have mutual interest in the unit and that candidates are willing and available to serve at least 18 months at the unit in support of an upcoming operational requirement. The S-1 and AOs will provide administrative (scheduling and follow-ups) and technical support to the DCO. The end state is to interview 25 candidates and preference at least 20. COL B will conduct the follow-ups. The S-1 will manage the AIM preferencing actions.

(3) Panel Method

Using this method, a unit commander assembles key staff members in a panel to enhance capabilities, centralize efforts, and create a common operating picture. The most critical component of the Panel Method is the centralized screening, vetting, interviewing, follow-ups, and preferencing. The interview has a fixed set of questions, a time limit, and an evaluation rubric (informed by the commander’s recruiting guidance). The scores on the evaluation rubric create the OML. Following the panel, the organization must have a plan to manage and implement adjustments before the market closes. The panel Method works well for medium to large organizations or when there are a large number of assignments in the market.

Vignette 3: COL C (Director) selects the Panel Method because she wants to balance talent across the team. COL C assembles the deputy director, the S-1, two subordinate leaders, and two civilian SMEs from across the Directorate to serve as the panel. COL C directs the deputy to chair the panel and S-1 to assist with technical support. Leader 1 will provide administrative support. COL C directs the panel to focus on the screening, vetting, and interviewing. The S-1 will manage the AIM preferencing actions. COL C provides the commander’s recruiting guidance: (1) a minimum of one reference per candidate must be contacted during the screen; (2) The interviews will consist of five questions and scored on the same scale; (3) Specific KSB-Ps she believes will support a projected operational requirement; (4) unit selling points will be sent to every prospective candidate and emphasized during the interview; (5) COL C will take the panel’s recommendations but will retain the final decision authority and will conduct all the candidate follow-ups; and, (6) the deputy director will manage post-panel adjustments.

(4) Decentralized Method

The Decentralized Method is when the commander selects delegates from across the organization to leverage subordinate leader experience and input to maximize flexibility. The delegates can vary in rank, duty position, branch, and experience. The decentralized Method works well for medium to large organizations or those with a high number of assignments in the market. It also works well for diverse organizations recruiting for many different types of KSB-Ps across military specialties where the commander desires to leverage subordinate SMEs. Additionally, it can be very useful in periods of high operational tempo, austere environments, and dislocated headquarters.

Vignette 4: COL D (Unit Commander) has requirements that will prevent his full participation in the market. As a result, COL D selects the Decentralized Method thereby directing the DCO to oversee the process while also assembling delegates from across the organization. LTC B, the DCO, directs the XO to provide administrative support (manage communications and in-progress reviews) and the S-1 to provide technical support to the action officers. The delegates are represented by two subordinate commanders (LTCs), two unit SMEs (MAJ/CPT), and two Action Officers (MAJ/CPT). The delegates focus on screening, vetting, interviewing, follow-ups, and preferencing prospective candidates for assignments in different markets. COL D issues the commander’s recruiting guidance (providing similar guidance as the previous vignette) with some control measures to prevent recruiting fratricide*. The DCO will review the OML, but the delegates have the final OML decision authority and will conduct the follow-ups. The XO and S-1 will manage the AIM preference actions.

*Recruiting fratricide – when delegates recruit the same candidates in the same market.

(5) Hybrid Method

This is when the commander blends two or more methods to distribute the workload, empower subordinate leaders or SMEs, and maximize flexibility. The commander must issue robust recruiting guidance focused on standardizing activities and implementing controls. The Hybrid Method typically works well with larger and more complex organizations with a high number of assignments, often across different ranks and specialties. It can be especially useful in high operational tempo or austere environment.

Vignette 5: COL E (Brigade Commander) has a large organization with dislocated subordinate elements (Battalions) that operate independently of the headquarters. One of the battalions is conducting an operational requirement. COL E selects the Hybrid Method. COL E will use the Commander Method to personally recruit and select the four MAJ assignments competed in the market (with some administrative and technical assistance from the S-1). COL E uses a recruiting cell, led by the XO, to assist with the seven post-command CPT assignments. He issues the commander’s recruiting guidance to the cell. The cell owns the process from screening through interviews. The XO will be the final decision authority on the OML with a commander touchpoint and the commander will conduct the follow-ups. COL E selects the decentralized Method for the 18 pre-command CPT assignments spread across the headquarters and three battalions (as a note, 13 of the 18 assignments are from one branch). The decentralized delegates are the three subordinate commanders and one staff SME. The DCO will provide oversight; the assistant S-1 will provide technical support. For the pre-command CPTs, COL E delegates much of the commander’s recruiting guidance to the subordinate commanders; however, he outlines a specified task that prevents recruiting fratricide (e.g. share names of top 10 recruits), requires a bi-weekly status meeting, and a post-market After Action Review.

Advantages and Disadvantages of the Unit Recruiting Strategies

Many Army leaders, officers and units are still adapting to a market-based assignment process. The commanders, and the HR professionals on their teams, who implement a deliberate and standardized system like the ones described in this article will be more successful at recruiting, assessing and acquiring the best talent for their organization. Those who fail to embrace the marketplace will hurt their organization and most likely their own unit’s readiness and performance.

HRC’s Team OPMD is here to help. The Unit Recruiting Strategy is just one facet of the market – which is delineated by three phases. Team OPMD is creating training products and content that explains each phase and key components of each phase. Setting a distinctive and deliberate recruiting strategy is part of a path to success to dominate and win Phase II of the market. Phase I Preparation of Market is just as important. Future articles will cover actions needed to set requirements on Phase I. For more information visit us at Officer Personnel Management Directorate or engage us directly by phone or email.

Capt. Audley Campbell is an Infantry Officer who currently serves as the Junior Infantry Captain Career Manager, Officer Personnel Management Directorate, U.S. Army Human Resources Command. He previously served as a Platoon Leader and Executive Officer in 2nd Battalion, 505th Parachute Infantry Regiment, 82nd Airborne Division, and as a Company Commander in Blackfoot Troop, 5th Squadron, 4th Cavalry Regiment, 1st Infantry Division. He is a graduate of the Maneuver Captains Career Course, Infantry Basic Officer Leaders Course, Cavalry Leaders Course, Bradley Leaders Course, Jumpmaster Course, and Airborne School. He holds a Bachelor’s in Business Administration from New Jersey City University and a Master’s in Public Administration from Rutgers University.