The renewed focus on what makes units effective makes naval leaders seek a new balance over how long a Marine should stay in their units.

In the recently released update for 2022 from Marine Corps Force Design 2030, the authors note that “Corps experiments have confirmed that unit cohesion creates an advantage.”

This sentence was in favor of the service’s efforts to have experienced staff non-commissioned officers leading infantry units, not corporals or lower. It is also important for non-infantry units.

At a recent press conference, Marine Commandant and Sergeant Major Troy Black discussed the update of force design and some aspects of talent management outlined in the report.

Commander General David Berger announced in 2021 that the Corps would seek to reduce the number of permanent changes in the orders of Marine stations. These movements, while useful as a Marine progresses in a career, disrupt who is available to train units and reduce readiness when hitting critical blanks.

“From 2022, observers will seek to keep Marines and their families on the same geographic duty as long as there are career opportunities,” Berger said. “In other words, monitors will use permanent assignment orders (PCAs) more regularly than PCS orders.”

For decades, Black said, there has been a link between two schools of thought for the development of Marine leaders and effective units.

One is the rapid relocation of Marines from workpiece to workpiece and on-call station and unit to give them a broader understanding of the Air-to-Land Marine Task Force. The other is to keep a Marine in place longer to gain depth in this work and unit.

“It means how long you keep a unit together to unite, mature your skills, deploy them, bring them back and be able to restore that organization with enough competence to be able to have an effective organization as you build again. the team? ā€¯Black said.

What doesn’t work, what will never work, said the senior serviceman, was not to raise someone just to keep them in the blank you want or with the unit you want.

“There is a nuance of balance,” Black said. “We want people to be encouraged to be able to compete, we want people to be encouraged to stand out, that’s part of talent management, right?”

Especially in senior leadership positions, Black said, an effective, experienced senior leader needs to move in order to share his abilities between different parts of the corps.

“Is it really about finding a balance on how to keep a team together and keep them together long enough to master their skills?” Black said. “And at what point will you restore this organization to go through this process again?”

At the same time, the Corps takes a closer look at approximately 13,000 external blanks, many of which are joint missions, where it sends capable Marines to work with other services or even outside the Department of Defense.

There are no drastic cuts or changes in these tasks, Berger said. But the service must assess the cost-benefit of top-level Marines working outside the hull when the service is being re-equipped for a new kind of war.

The corps is in the process of cutting its manpower each year to land about 175,000 Marines in the coming years, according to budget documents. Current figures are around 178,500 with plans to cut more than 1,000 by the end of this year.

These hits will be felt especially in the middle ranks, as the Corps strives to retain the best talent it can in leadership roles, while maturing strength even in smaller parts and lower ranks.

And not everything depends even on the senior Marine.

The global management of the forces, mainly the expectations of the Ministry of Defense for the number of troops that each service will provide for deployment, is determined by the Minister of Defense and the President.

Less traffic and long station time is not a new problem. This was a tension for competing needs – the individual development of the Marines and the readiness of the units.

As early as 2012, the Marine Corps Times reported that then-Commander General James Amos had announced that the Marines would seek to extend traditionally three-year state trips to four years in an attempt to help detain them.

Todd South has written about crime, the courts, the government and the military in numerous publications since 2004 and was named a 2014 Pulitzer Finalist for a joint witness intimidation project. Todd is a veteran of the Marines in the Iraq war.

https://www.marinecorpstimes.com/news/your-marine-corps/2022/05/11/marines-seek-balance-for-career-progression-and-unit-cohesion/

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