Assuming the fall assignment and unit interview cycle will proceed as normal, the authors of this blog set out to provide insight into the AIM 2.0 and unit interview process for the incoming CGSOC AY20-21. The process begins almost immediately once the course begins. Prepared officers will develop a game plan to increase their chances of receiving their desired assignment.
These recommendations do not supersede or replace official guidance from Human Resource Command Career Coaches. This is “a way” and the environment continues to evolve with each marketplace cycle, so ensure you stay current with the most recent messages, guidance, and peer feedback.
Initial unit visits began in late August/early September. Some units requested personal bio sheets, ORB, AIM resume, last 3 OERs (even though CGSC leadership said that units should not be asking for them). Each unit approaches the interview and unit visit differently. Some units sent preparatory emails, held a command briefing, and hosted a social. Others will come unannounced and expectedly receive little turnout. As expected the units with high geographical desirability and those that place significant value in the visit process will typically draw the largest audience for the command briefings and socials. Ensure to respond quickly to the units you’re interested in and schedule an interview.
Point #1 (ORB)– As always have your ORB correct and up to date. The AIM 2.0 resume doesn’t take the place of the ORB. It is still necessary to ensure your DA photo is current as well as awards, qualifications, education, and previous assignments are accurate and able to understand in a single glance. If you were recently promoted to Major, get an updated DA photo as soon as possible.
Point #2 (AIM2.0 Resume)– Fill out your AIM 2.0 resume in its entirety. How much and in what format is still up to each individual with each branch providing different recommendations. Some officers went with the narrative style as if they were speaking directly to a Brigade Commander while others utilized a succinct bullet style resume.
Summary: Both authors expressed their desire to serve in the unit and general goals for Field Grade Key Development assignment as well as background and experience you bring to the job. Resist the urge to just regurgitate your ORB assignment information. Elaborate the experience gained from your previous positions.
Education: Similarly don’t just restate your civilian education that is also on your ORB. Highlight any unique knowledge, skills, publications, or unique classes you completed.
Civilian Section: Here is an opportunity to shed light on your priorities outside of the Army. Ensure to share your hobbies, competitions, volunteering, or any relevant civilian job experience. Include publications or projects you’ve worked on that are not captured on evaluations.
Assignments: Major accomplishments from previous assignments. This is where you can distinguish yourself. Instead of just saying that you were a company commander, highlight relevant operational experience that might relate to a unit’s current mission set or regional focus.
Additional Skills & Certifications: Skills that don’t show up on your ORB, which might be of interest to interested commanders, for example, civilian certifications like SCUBA, CROSSFIT, first-aid/CPR.
Cultural Experiences & Travel: Areas that you study or have experience with. Certainly link any regional or cultural experience to any unit regional alignment specialty.
Language: Include any language skills that don’t show up on ORB, certain positions prefer language proficiency.
References: The system allows as many as you’d like but only the last four show up on the printed resume. Choose wisely! It’s very likely the BDE CDRs will look at who they know on your list. Ensure your references are aware that they are listed by asking for their support.
Point #3 (Audience)– Know your audience. Your resume will likely not go straight to a BDE CDR, so think about the S1/AS1 who is receiving your packet. How well you communicate with the S1/Strength Manager is extremely important since their impression of you will determine which packets are prioritized for the boss.
Point #4 (Network)– Leverage your professional network early and often in the process. A supporting message from an advocate to a hiring manager or senior leader goes a long way in promoting your stock to the prospective unit. Before reporting to CGSC, think about who you may leverage and reach out to them.
Point #5 (The Interview)– The Interview and unit socials: The most important advice we can offer is to be ready with a “value proposition” on why you want to serve in that unit and what sets you apart from your peers.
This was a consistent question across all of our interviews. Be prepared with a concise elevator pitch for when it’s asked. Come with extra copies of the documents requested and have a few questions to ask the interviewer. Ensure you are honest about where that specific unit lines up with your projected preferences in the AIM talent marketplace. Assuming unit hiring managers and Division Chiefs of Staff talk to one another, officers who are inconsistent between interviews and their actual preferences assume the risk and potentially tarnish their reputation.
Attend the unit socials as time permits. Balancing school work, family commitments, and unit networking can be challenging so try and prioritize those units you are specifically interested in. Standard field grade professional appearance and dress code recommendations apply.
Point #6 (The Marketplace)– Ensure to rank order every single preference available with an extra focus on your top 10%. Hiring managers can see if an officer has listed their unit in their top ten or top 10% whichever is greater. For example, if you have 200 potential assignments, the top 20 will see that you’ve preferenced them. Ranking all potential assignments only benefits officers and can create potential opportunities if you were unable to interview with a specific unit or your personal preferences change as the assignment cycle progresses.
Effects of COVID-19– The recent decision to split CGSC AY 20-21 presents a unique challenge to those officers in cohort 2 who will miss the fall semester unit visit opportunities. CGSC leadership, unit hiring managers, and prospective officers should start thinking about how cohort 2 can receive an equitable unit interview experience in a distributed manner. Leveraging existing technology such as Microsoft Teams through the DOD’s Commercial Virtual Remote Environment is a possible avenue to broadcast both unit command briefs and scheduling personal interviews. Adopting a virtual interview plan promotes equity for the fall manning cycle and could increase market matches in the AIM system.
Conclusion– Officers, units, and HRC are adjusting to the new Army Talent Management System. While every individual’s experience varies the authors felt that the system provided transparency and offered the officers a say in their next assignment. The downside is that the process begins earlier than the previous model, even before arriving at ILE, to ensure you set conditions to achieve the desired outcome. Make no mistake about it the new process gives the individual Soldier a voice, but you will need to communicate early and often with potential commanders to align your desired assignment with the needs of the unit.
MAJ Matthew Lensing is an Infantry Officer and current student at the US Army Command and General Staff College.
MAJ David Weart (Twitter: @dweart19) is an Engineer officer and current student at the US Army Command and General Staff College.