Army Medical Department Talent Management: Preparing for an Uncertain Future

  • Lieutenant Colonel Christopher G. Lindner

In January 2013, the Chief of Staff of the Army directed the Army Medical Department (AMEDD) to conduct a study aimed at improving development of its officers for leadership and command positions. The AMEDD determined that many officers inadequately develop as leaders through professional military education, training, and assignment experiences. The purpose of this research paper is to evaluate current AMEDD strategies to develop and employ talent in its active duty officer corps. Additionally, the paper identifies evidence-based courses of action derived from both military and private sector best practices to improve AMEDD’s talent management. Developing talent in the AMEDD requires an overhaul of competency identification and building, as well as performance management to meet current and future leader-development demands. The AMEDD must also adapt its practices of employing talent through matching talents to the right jobs, supported by more quantifiable talent management systems. Improving development and employment of talent in the AMEDD fosters an organization ready to meet future readiness demands, decrease costs, and improve beneficiary satisfaction.