Paid to Perform: Aligning Total Military Compensation with Talent Management: Aligning Total Military Compensation with Talent Management, Vol. 8
Autor Roy A. Wallace Editat de Strategic Studies Institute (U.S.) Autor Michael J Colarusso, Br. Andrew O. Hall Ph.D., David S, Lyle, Dr. Michael S. Walker Ph.D.en Limba Engleză Paperback – 22 sep 2015 – vârsta de la 18 ani
Audience: Personnel managers, human resources and benefits program department heads, military command leaders overseeing active duty commissioned officers, and armed forces reserve commands, plus compensation analysts, labor lobbyists, and economists may be interested in this work. Additionally military members interested in advancing in their military careers, Reserve personnel, and ROTC students may also have an interest in this work.
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The Future Security Environment: Why the U.S. Army Must Differentiate and Grow Millennial Officer Talentis available here:https://bookstore.gpo.gov/products/sku/008-000-01197-4
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Specificații
ISBN-13: 9781584876922
ISBN-10: 1584876921
Pagini: 67
Dimensiuni: 152 x 229 x 6 mm
Greutate: 0 kg
Editura: United States Dept. of Defense
Colecția Department of the Army
ISBN-10: 1584876921
Pagini: 67
Dimensiuni: 152 x 229 x 6 mm
Greutate: 0 kg
Editura: United States Dept. of Defense
Colecția Department of the Army
Notă biografică
ABOUT
THE
AUTHORS
ROY A. WALLACE, Senior Executive Service, is the Assistant Deputy Chief of Staff, Army G1. He was the Director of Plans and Resources, Deputy Chief of Staff, Army G-1 for 8 years prior to serving in his current position. Mr. Wallace retired from Active Duty as a Colonel in 2004. He has extensive experience in Army compensation and resourcing. Mr. Wallace holds a B.A. from the University of Arkansas and an M.B.A in comptrollership from Syracuse University.
MICHAEL J. COLARUSSOis a retired Army lieutenant colonel who now serves as Senior Research Analyst in the U.S. Army’s Office of Economic and Manpower Analysis (OEMA). His areas of research interest include organizational design, generational dynamics, human capital, and talent management. Lieutenant Colonel (Ret.) Colarusso holds a B.A. in history from Saint John’s University and an M.A. in history from the Pennsylvania State University.
ANDREW O. HALLis an Army colonel and the Chief of Military Personnel (Structure and Plans) for the Army G-1. He has served in Operations Research assignments at West Point, in XVIII Airborne Corps, and on the Army and Joint staffs. His areas of research interest include manpower analysis, applied probability, networks, and operations research. Colonel Hall holds a B.S. in computer science from West Point, an M.S. in applied mathematics from the Naval Postgraduate School, and a Ph.D. in management science and operations management from the Robert H. Smith School of Business at the University of Maryland.
DAVID S. LYLEis an Army lieutenant colonel, the Director of the U.S. Army OEMA, and an Associate Professor of Economics in the Social Sciences Department at West Point, where he teaches econometrics and labor economics. His areas of research interest include labor economics, peer effects, human capital, and talent management. Lieutenant Colonel Lyle holds a B.S. from West Point and a Ph.D. in economics from the Massachusetts Institute of Technology.
MICHAEL S. WALKERis an Army major, a research analyst in the Army’s OEMA, and an Assistant Professor of Economics in the Social Sciences Department at West Point, where he teaches the capstone course in the Economics of National Security. His areas of research interest include defense economics, industrial organization, and talent management. Major Walker holds a B.S. from West Point and a Ph.D. in economics from the University of Oklahoma.
ROY A. WALLACE, Senior Executive Service, is the Assistant Deputy Chief of Staff, Army G1. He was the Director of Plans and Resources, Deputy Chief of Staff, Army G-1 for 8 years prior to serving in his current position. Mr. Wallace retired from Active Duty as a Colonel in 2004. He has extensive experience in Army compensation and resourcing. Mr. Wallace holds a B.A. from the University of Arkansas and an M.B.A in comptrollership from Syracuse University.
MICHAEL J. COLARUSSOis a retired Army lieutenant colonel who now serves as Senior Research Analyst in the U.S. Army’s Office of Economic and Manpower Analysis (OEMA). His areas of research interest include organizational design, generational dynamics, human capital, and talent management. Lieutenant Colonel (Ret.) Colarusso holds a B.A. in history from Saint John’s University and an M.A. in history from the Pennsylvania State University.
ANDREW O. HALLis an Army colonel and the Chief of Military Personnel (Structure and Plans) for the Army G-1. He has served in Operations Research assignments at West Point, in XVIII Airborne Corps, and on the Army and Joint staffs. His areas of research interest include manpower analysis, applied probability, networks, and operations research. Colonel Hall holds a B.S. in computer science from West Point, an M.S. in applied mathematics from the Naval Postgraduate School, and a Ph.D. in management science and operations management from the Robert H. Smith School of Business at the University of Maryland.
DAVID S. LYLEis an Army lieutenant colonel, the Director of the U.S. Army OEMA, and an Associate Professor of Economics in the Social Sciences Department at West Point, where he teaches econometrics and labor economics. His areas of research interest include labor economics, peer effects, human capital, and talent management. Lieutenant Colonel Lyle holds a B.S. from West Point and a Ph.D. in economics from the Massachusetts Institute of Technology.
MICHAEL S. WALKERis an Army major, a research analyst in the Army’s OEMA, and an Assistant Professor of Economics in the Social Sciences Department at West Point, where he teaches the capstone course in the Economics of National Security. His areas of research interest include defense economics, industrial organization, and talent management. Major Walker holds a B.S. from West Point and a Ph.D. in economics from the University of Oklahoma.
Cuprins
Table
of
Contents:
Foreword ............................................................................................................................ix
Summary ............................................................................................................................xi
Introduction—The Case for a Complete Compensation Overhaul ……………………………...... 1
Background—Talent Management as a Compensation Change Framework …….…………....5
• Principle #1—Cost Effective……………………………………………………………………………...….....15
• Principle #2—Competitive and Equitable ………………………………………………..…………......26
• Principle #3—Flexible ………………………………………………………………………...................... 33
• Principle #4—Performance Driven …………..…….......................................................... 37
• Principle #5—Supportable and Executable ................................................................41
Conclusions …………………………………………………………...................................................… 47
Endnotes .......................................................................................................................49
About the Authors …….................................................................................................. 59
Foreword ............................................................................................................................ix
Summary ............................................................................................................................xi
Introduction—The Case for a Complete Compensation Overhaul ……………………………...... 1
Background—Talent Management as a Compensation Change Framework …….…………....5
• Principle #1—Cost Effective……………………………………………………………………………...….....15
• Principle #2—Competitive and Equitable ………………………………………………..…………......26
• Principle #3—Flexible ………………………………………………………………………...................... 33
• Principle #4—Performance Driven …………..…….......................................................... 37
• Principle #5—Supportable and Executable ................................................................41
Conclusions …………………………………………………………...................................................… 47
Endnotes .......................................................................................................................49
About the Authors …….................................................................................................. 59