Source: China National Defense News
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| U.S. Marines patrolled 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, 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 turnover of personnel, 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 people with more physical fitness, stronger professional skills, and experience in service. Berg said that this has resulted in a far cry from the set goals for the personnel in terms of combat capability 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, and the waste of resources is serious.
Propose a ten-year vision plan
The US media said that the “2030 Talent Management Plan” announced by Berg tried to bring about changes to the Marine Corps’ talent management model.
On the one hand, it attaches great importance to the retention of talents 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 period of 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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