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The Army's modernizing how it manages war-winning talent
to ensure the best outcome for the country
in future conflicts.
Battalion commanders exercise an outsized role
in our performance overseas in combat operations.
They are at the forefront of shaping and leading
the Army in recruiting, training,
and educating our soldiers in peacetime and combat
operations.
Battalion commanders play a huge role
in the development, mentorship, and retention of our best
soldiers.
For many officers, battalion command
is the very definition of career success.
Battalion commanders serve a critical role in the Army,
and we're making efforts to ensure
our best are selected for this tremendously
important position.
The Army has historically made promotion and selection
decisions using a board to review and assign value
to officers' evaluations of past performance.
This past September, the Central Selection Board
convened to review the files of more than 1,100 officers
for battalion command.
Each candidate's file consists of the officer record
brief and all officer evaluation reports.
Much of the information considered in this process
relies strongly on the subjective evaluation
of the senior rater.
While the insights of the senior rater's perception
of the rated officer are critical and will always
remain so, the fact remains it is the only perspective used,
which ignores other relevant information on the officer.
For such an important decision to be
made in the selection of these officers that are leading
the Army's future leaders, too much emphasis
is placed on too little information.
This comes down to one simple question.
Is this the best way to pick battalion commanders?
No.
While the legacy system has been good enough in the past,
a "good enough" process is no longer
enough to determine and select the right battalion commanders
to lead in the 21st century.
We can and will do better.
In June and July, the Army conducted the Battalion
Commander Assessment Program pilot.
Participants included infantry and armor officers
on the battalion command primary and alternate centralized
selection list.
The candidates were tested through a regimen
of assessments, beginning with the height-weight test and Army
physical fitness test.
Candidates took two tests to determine
their written communication skills.
In addition, officers worked through a leader reaction
course with their peers and conducted an interview
with a psychologist trained in assessments and selections.
Officers then took a series of cognitive and non-cognitive
assessments, which the Army has been using since 1993,
measuring multiple forms of cognitive capability.
The culminating event of the pilot
was a blind panel interview.
This technique derives from a practice
used by symphonies around the world that reduces
bias in hiring practices.
Within Army context, introductory bias
includes making an on-the-spot assessment regarding
an officer, perhaps based on the combat patch they wear
or whether they have a ranger tab.
These may have nothing to do with the suitability
of an officer for a position.
In the blind panel interview, the panel members cannot see
the officer, and the officer cannot see the panel members.
Prior to the panel board interview of the candidate,
a psychologist provided standardized insights
to the panel members on the candidate's strengths
and weaknesses.
The panel members proceeded to ask
a series of standardized behavioral-based questions
to gain additional insights about the officer.
Taking a holistic look at all the new data provided from this
regimen of assessments-- physical, cognitive,
and non-cognitive assessments, insight from peers,
subordinates, and psychologists, as well as personal
observations of the candidate's performance during
the interview--
each panel member determined if the candidate
is ready for command or not ready for command.
The Battalion Commander Assessment Program pilot
resulted in a significant reordering
of the Order of Merit list.
An after-action review of the pilot determined
the results of assessments still did not
provide the complete picture of the officer.
The determination was made to include past performance
as indicated by an officer's standing
on the Centralized Selection List OML,
as well as incorporate results of a verbal assessment.
All seven panel members and 27 participants
agreed that this was a better way
to select battalion commanders, especially when
combined with the results of a central selection board.
The 816 officers recently notified represent the top 72%
of those who chose to opt in for the Battalion Command Selection
Board.
Starting on 15 January 2020 and proceeding each day afterwards,
cohorts of 48 candidates will arrive at Fort Knox, Kentucky
and undergo a five-day assessment.
All candidates will take a height-weight test and an APFT
for record, take a two-part writing assessment,
take a series of cognitive and non-cognitive assessments,
conduct an interview with a specially trained psychologist,
participate in a blind panel interview.
The panel would be comprised of one Army major general, two
brigadier generals, and two former brigade commanders.
All panel members will be asked to identify
any candidates they know to ensure they do not
go before their panel.
To best prepared, candidates should arrive well-rested
and in good physical condition.
Candidates should brush up on their writing
and verbal communication skills.
Upon the culmination of this entire process,
officers will be determined not to be ready for command
or ready for command.
Those not ready for command will not
be on the primary or alternate command list.
Most of these officers will be allowed to participate again
in following years.
Those ready for command, a new Order of Merit
list will be determined based on numerous factors.
These factors include the officer's scores
on the APFT, writing test, verbal test, cognitive,
non-cognitive assessment, and manner of past performance.
The largest single input will be the officer's manner
of past performance as evidenced by their rank
on the Order of Merit list from the Central Selection Board.
The Battalion Commander Assessment Program
illustrates the importance of combining
more relevant information to help make better,
more informed decisions.
The Battalion Commander Assessment Program
incorporates past performance, as determined
by senior raters, inputs from peers and subordinates,
valid assessments, and insights gained
through the panel interview.
This comprehensive approach allows
the Army to see each candidate more clearly
and reduces blind spots before making the important decision
of selecting the candidate to serve in battalion command.
The information we gather will be useful for many years
to determine the war-winning talents
we have within our key leaders.
We are developing options to use a similar process
to select sergeant majors and colonel-level command
positions.
The Battalion Commander Assessment Program
is a significant step forward in implementing a 21st century
talent management system in support
of the Chief of Staff of the Army's philosophy of putting
people first.
Army Talent Management-- talent wins.
Winning matters.