Source: China National Defense News
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| U.S. Marines patrol on foot during field exercises |
According to US media reports, the commander of the US Marine Corps David Berg recently announced the “2030 Talent Management Plan”, expounding the talent training goals and management model of the force in the next ten years. Analysts pointed out that this document reflects from the side that the U.S. Marine Corps has long-standing shortcomings in personnel management.
Frequent replacement reveals the problem
Documents show that for the past 36 years, the U.S. Marine Corps fired approximately 75% of Marine Corps soldiers who had first enlisted (completed their first term) each year, and then recruited approximately 36,000 new recruits to replace them. Compared with the investment and retention of personnel, recruitment and replacement are their usual methods. This system of “recruitment and despise retention” has brought about a series of problems.
First of all, the size of the US Marine Corps infantry battalion and the proficiency of its personnel with professional skills have dropped sharply every once in a while. Due to frequent personnel turnover, many soldiers who had just received training were fired after the end of their first term, and the newly recruited soldiers lacked professional skills.
Second, for a long time, the Marine Corps has focused on recruiting young people, rather than personnel with more physical fitness, stronger professional skills, and service experience. Berg said that this has caused the troops to be far from the established goals in terms of combat ability and skill literacy. Especially in network security and some special fields, training from scratch is often time-consuming and laborious.
Finally, the large-scale personnel changes every year put a heavy burden on the Marine Corps. This is mainly reflected in the training of recruits and the advancement of future capabilities of the Marine Corps. The document pointed out that a mature force can save money by reducing recruiting recruits and instructors, reducing training accidents and misconduct rates. Judging from the current talent management model of the Marine Corps, the annual investment in training new recruits exceeds the standard, which is a serious waste of resources.
Propose a ten-year vision plan
The American media said that the “2030 Talent Management Plan” announced by Berger tried to bring changes to the Marine Corps’ talent management model.
On the one hand, it attaches great importance to talent retention to ensure the orderly replacement of Marine Corps personnel. Berg said that the document will guide the Marine Corps to recruit personnel with corresponding military literacy and professional skills, and encourage them to continue to serve in order to avoid brain drain.
On the other hand, it attaches great importance to skill training to meet the needs of the Marine Corps for capacity building. Berg said that by recruiting personnel with strong expertise and willingness to serve for a long time, it will enhance the ability of the army commander in command decision-making and risk assessment, and bring a positive impact for the Marine Corps to participate in future competition.
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