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HRC expands scope, effectiveness of Assignment Satisfaction Key tool for enlisted

Photo By David Ruderman | Arthur Dille, a human resources supervisor with U.S. Army Human Resources Command’s... ... read more read more

Photo By David Ruderman | Arthur Dille, a human resources supervisor with U.S. Army Human Resources Command’s Enlisted Procedures and Soldier Actions Branch, briefs HRC Commander, Maj. Gen. Thomas C. Seamands, on upgrades to the online Assignment Satisfaction Key tool at HRC Headquarters, Fort Knox, Kentucky, Nov. 8, 2016. ASK allows enlisted active duty Soldiers up to the rank of E-8 non-promotable to take greater charge of their future assignments and career paths.   see less | View Image Page

UNITED STATES

Story by david ruderman  , u.s. army human resources command.

FORT KNOX, Kentucky (Dec. 12, 2016) – U.S. Army Human Resources Command has further expanded an online tool that enables active duty, enlisted Soldiers in ranks E-1 through E-8 non-promotable to designate assignment location and broadening assignment preferences, along with the ability to nominate themselves for assignments that help shape their career. The Assignment Satisfaction Key, or ASK, program has been in operation for 15 years, said Arthur Dille, a human resources supervisor with HRC’s Enlisted Procedures and Soldier Actions Branch. It was initially fielded to fill vacant positions in deploying units, but a redesign has transformed it into a career development tool for enlisted Soldiers across the Army. Dille said the ASK redesign was executed by a team of specialists from HRC’s Enlisted Personnel Management and Personnel Information Systems Directorates, who went through the program, screen by screen. They analyzed and re-organized the structure to ensure it is both streamlined and functionally effective, collapsing multiple screens into one, making it easier to navigate. “We wanted an improved look and feel, we wanted it to be usable. We cleaned it up and consolidated it so it is more user friendly,” Dille said. “It allows for Soldiers to see requisitions, volunteer for them and indicate their preferences for assignments. The idea is to empower Soldiers in the assignment process,” said Dille. ASK has been updated to ensure that Soldiers who log in see only assignments for which they are currently eligible based on MOS, rank, time on station as of report date and military education. The only possibilities for self-nomination are open requisitions organized by location. “If there are no authorizations for your MOS and grade, that location is not offered to you as a preference option. It is so Soldiers can have realistic expectations,” Dille said. Importantly, the available pool of assignment opportunities has expanded fourfold due to inclusion of lower requisition priorities. Once submitted, requests show up in the Army’s Enlisted Distribution and Assignment System, or EDAS, within minutes. HRC assignment managers can immediately begin working the requisition. “We’re looking at not only a bigger window, but a lot more requisitions. We want to have more Soldiers have more say in the assignment system with a corresponding increased approval rate. By having more options available, more Soldiers will want to use the tool,” Dille said. “This is an opportunity for the Soldier to become actively involved in the assignment process and take control over their future.” Assignment managers review the Soldier’s preferences, military education, Married Army Couple Program status, time-on-station and other qualifications. If a nomination matches the Army’s requirement, the manager can contact the Soldier with the good news. If a manager wants to reject an ASK assignment, it has to be approved by a branch chief. “Typically, rejection is going to be based on the strength of the losing unit or the Soldier’s professional development,” said Dille. Soldiers can also indicate their availability for broadening opportunities such as drill sergeant and recruiter, or other special duty interests as Airborne or Korea assignments. “While talent management is considerably more difficult among the enlisted ranks due to the scope and size of the force, engaging Soldiers through ASK in determining their own assignments and development helps the process,” said HRC Commander, Maj. Gen. Thomas C. Seamands “As the Army focuses more on talent management, the EPMD team knew we had to provide expanded capabilities for Soldiers to have influence and a greater voice in their career development,” said Col. Alan Kellogg, director of HRC’s Enlisted Personnel Management Directorate, EPMD. “This tool is not only designed to build unit readiness, but also support our Soldiers and their families.” “We want Soldiers to know about the opportunities that the ASK tool provides and we want Soldier to maximize usage,” said Sgt. Maj. Lynice Thorpe, EPMD senior NCO. So far, the redesign is having a positive effect. “We’re accepting over five times more than we were before. Almost two thirds of the assignments that Soldiers nominate for are being accepted,” said Dille. Even so, ASK is not a guarantee of a particular assignment. There remain circumstances under which HRC personnel will have to ensure that Soldiers fill the high priority needs of the Army regardless of their preferences, Dille said. Flexibility remains key to Soldiers finding their best next assignments, said HRC’s Command Sgt. Maj. Wardell Jefferson. Someone who nominates themselves repeatedly for an assignment for which they are not qualified, and then complains the system does not work, is missing the point, and the power, of the ASK tool. “That’s important too. There are requirements and priorities. There is a possibility you may get what you want, but there is also the need to have realistic expectations,” Jefferson said. “Enabling enlisted Soldiers to influence the development of their careers is a plus for both the individual and the Army,” said Seamands. “When a Soldier who wants to go to Fort Hood gets to Fort Hood, that is a happier Soldier.”

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ArmyReenlistment

"it's your career take control of it before someone else does.".

Update to the Assignment Satisfaction Key – Enlisted Module (ASK-EM)

Milper message 21-088 was released with important updates to the ask-em, including reenlistment and efmp., reenlistment program considerations, initial term soldiers.

Soldiers and NCOs on their initial term contract are issued Year-Month-Available to move (YMAV) of “999912”, are not aligned to enlisted manning cycles (EMCs), and are ineligible for ASK-EM market participation until they reenlist.

Upon reenlistment, a valid YMAV date will be issued based on a system review of the Soldier’s record and their current tour type such as 2/3/4 year continental United States (CONUS) tour or based on their outside continental United States (OCONUS) date eligible to return overseas (DEROS).

Mid Career NCOs

Mid-Term NCOs (E5 (promotable)) thru E8 (non-USASMA select)) who are entering their reenlistment window will have their YMAV adjusted to their expiration term of service (ETS) date to allow for retention actions to occur and will no longer align to an EMC nor market.

NCOs who are within eighteen months of ETS, or whose ETS equals less than 10 months time in service (TIS), will use RETAIN as their sole market option, are ineligible to participate in the ASK-EM market, and must contact their local Career Counselor for reassignment options.

Career NCOs

SFC and above or NCOs with greater than ten years TIS at ETS do not fall under this consideration.

Read the full MILPER Message here !

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Army updates online tool for selecting assignments

The Army is updating a program that allows active-duty enlisted soldiers to choose preferences for assignments and locations.

The Assignment Satisfaction Key, or ASK, program has been redesigned by the Army Human Resources Command to be an expanded career development tool, according to an Army news release .

As in the past, soldiers can use the Web-based program to choose their preferences for future assignments and locations. Enlisted soldiers in ranks E-1 through E-8 non-promotable can view requisitions via the online tool, then volunteer for them and indicate their preferences.

When a soldier logs in to ASK, he or she will only see assignments they are eligible for, based on MOS, rank, time on station, and military education. This provides troops with realistic expectations, according to the release.

Once a soldier submits the request, it shows up in the Army's Enlisted Distribution and Assignment System, and Human Resources Command assignment managers will work on the order.

The updated tool allows soldiers to select assignments with lower requisition priority, instead of only showing assignments that have the most in-demand needs to be filled.

This has increased the number of assignments soldiers can view, an HRC spokeswoman said.

"Requisitions are each assigned a priority, based on Army Manning Guidance, that dictates which assignments should be filled first," Lt. Col. Janet Herrick said.

ASK now includes additional priorities, allowing soldiers to select from a higher number of available units and locations, she said.

The updated program now has one screen that's easier to navigate, and it also offers soldiers the option of indicating his or her availability for broadening opportunities, including drill sergeant and recruiter assignments, or other special-duty interests.

Soldiers who nominate themselves for assignment through ASK will receive feedback via email.

The assignment tool is available at https://www.ask.army.mil/ask . An Army Knowledge Online account password is needed to gain access.

Charlsy Panzino covers the Guard and Reserve, training, technology, operations and features for Army Times and Air Force Times. Email her at [email protected] .  

Charlsy is a Reporter and Engagement Manager for Military Times. Email her at [email protected].

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Army Expands Assignment Satisfaction Tool

The Army Human Resources Command has further expanded an online tool that enables active duty, enlisted Soldiers to designate assignment location and assignment preferences. The Assignment Satisfaction Key (ASK) program was initially fielded to fill vacant positions in deploying units, but a redesign has transformed it into a career development tool for enlisted Soldiers in ranks E-1 through E-8 non-promotable. ASK has been updated to ensure that Soldiers who log in see only assignments for which they are currently eligible based on MOS, rank, time on station as of report date, and military education. Once submitted, requests show up in the Army's Enlisted Distribution and Assignment System (EDAS) within minutes. HRC assignment managers can then immediately begin working the requisition.

For more Army news, visit the Military.com Army section .

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Army launches enlisted assignment market for select career fields

By Devon L. Suits Army News Service

Armor, military intelligence and some quartermaster Soldiers will be the first to pilot a new assignment market system, as the Army looks into new ways to enhance the assignment process for enlisted personnel. The Assignment Satisfaction Key-Enlisted Marketplace pilot program will launch in June, providing Soldiers a full list of available positions for them to choose, said Sgt. Maj. Wardell Jefferson, the Army's G-1 sergeant major. A small population of armor branch NCOs tested the marketplace process last year using spreadsheets and email correspondence, which resulted in improvements to the web application that will roll out in June, G-1 officials said. Plans call for fielding the new system to the entire force beginning in January 2021. The pilot is a welcome addition when compared to the current assignment system that locks Soldiers into six basing options -- three in the contiguous U.S and three overseas, Jefferson said during a Facebook Town Hall Monday hosted by Army G-1. The current system "was not providing Soldiers with choices," he said, adding that the new system will allow Soldiers to rank and order their assignment preferences, "to meet their family's needs." ARMY CIVILIAN EMPLOYMENT The force has also implemented a host of initiatives to help streamline the hiring process for Army civilians, said Carol Burton, director of the Army's Civilian Human Resources Agency. "With the release of the Army People Strategy, we now have, for the first time, a road map on how to build the 21st-century civilian talent management process," she said. With the inclusion of direct hiring and non-competitive appointing authorities, the Army has decreased its civilian hiring time from around 130 days to less than 80 days, according to data collected during the first quarter of Fiscal Year 2020, Burton said. The decrease in hiring time is due, in part, to the Army's streamlined security clearance process for select occupations, she said. Under the new process, the Army can submit an FBI fingerprint background check to clear an applicant, but only if they have no derogatory information in their record, Burton said. The FBI check takes approximately 24 hours, decreasing the time to process by weeks, sometimes months. The Army is also piloting a new pre-employment drug test procedure at Fort Benning, Georgia, and Joint Base San Antonio- Fort Sam Houston, Texas., Burton said. Under the pilot, a new applicant can start their onboarding process as they wait for their drug test to be approved, which could take several weeks. "We know that less than 1 percent of the applicants come back positive on a drug test. It is a low risk, but we still want to be careful," she said. "We are committed to trying to improve the process and reduce the hiring time." ARMY PEOPLE STRATEGY The new assignment pilot and improvements to the civilian hiring process are just a few examples of how the Army is putting "people first," officials said during the Facebook Live session. Under the Army People Strategy, the force is refining the way it acquires, develops, employs and retains its Soldiers and civilian personnel, said Casey Wardynski, the assistant secretary of the Army for manpower and reserve affairs. With the People Strategy, "it is clear that all our senior leaders are lined up and have a common vision," Wardynski said. "Army senior leaders have a good idea of where we are heading, how we are going to get there … and will play a key role in allocating resources." The Army's values of "honor, integrity, leadership, selflessness, and country," is vital to acquiring new personnel, as the force brings in roughly 5,000 new officers and about 70,000 new active-duty Soldiers each year, Wardynski said. "You don't have a lot of lateral entry in an Army," he said. "The people we bring in today will be our sergeants major in 20 years. The officers we bring in today from ROTC, West Point, or Officer Candidate School, will be our next chiefs of staff or senior leaders in 20 to 30 years. "'Acquire' is something we have to worry about every day … because any gaps will show up down the line," he added. As the Army acquires the right personnel, they will also need to develop them through education, training, and credentialing, according to the People Strategy. Through meaningful employment, Soldiers and civilians will be able to "unleash their interests," and maximize their contributions throughout the total force, Wardynski said. For the first time, senior leaders are building a system that focuses on the people and what they "would like to do in the Army," Wardynski said. Programs like the Army Talent Alignment Process and the Integrated Personnel Pay System-Army, or IPPS-A, allow the force to put the right person, at the right place, at the right time, he said. "This is probably the most pivotal approach to people in the Army since the volunteer force way back in the early 70s," Wardynski said. "In terms of national security, I think it gives us a huge edge. I don't think other armies … are going to take this approach. That's not in their culture." Alongside employment is the need to retain talented Soldiers and civilians throughout the force, he said. With the inclusion of IPPS-A, for example, the Army will have a better system to help transition active-duty Soldiers to the Guard and Reserve. IPPS-A is the Army's centralized human resources and pay data system that is scheduled for full release across the National Guard at the end of March.

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Deloitte’s 2024 Gen Z and Millennial Survey finds these generations stay true to their values as they navigate a rapidly changing world

• The cost of living is Gen Zs’ and millennials’ top societal concern, but green shoots of optimism for the economy and their personal finances are emerging
• Nearly nine in 10 Gen Zs and millennials say purpose is important to their job satisfaction and they are increasingly likely to turn down work or employers that don’t align with their values
• As anxiety about climate change increases, many are actively seeking to align their careers and consumer behaviors with their environmental values
• GenAI is creating uncertainty and influencing career decisions, but positive perceptions of GenAI largely increase with frequent use
• Work/life balance is a top priority, as long working hours drive stress
• Return-to-office policies are yielding mixed results with some reporting benefits like improved engagement and collaboration while others are experiencing increased stress and decreased productivity

New York, NY, USA 15 May 2024 —Now in its 13th year, Deloitte’s 2024 Gen Z and Millennial Survey connected with nearly 23,000 respondents across 44 countries, examining the evolving circumstances shaping the workplace and the societal experiences of these generations globally.

“This year’s survey spotlights two generations who are grappling with financial insecurity, high stress levels, and mounting climate anxiety. They are also considering how rapidly evolving technology, like GenAI, will impact their jobs and their longer-term career decisions,” says Elizabeth Faber, Deloitte Global Chief People & Purpose Officer . “But they see reasons for optimism in the year ahead and they continue to push for the changes they want to see, in the workplace and society more broadly.”

Economic optimism on the rise despite continued financial concerns

For the third year in a row, the cost of living is Gen Zs’ and millennials’ top concern. Roughly six in 10 Gen Zs (56%) and millennials (55%) live paycheck-to-paycheck—up five points for Gen Zs and three points for millennials since last year. And around three in 10 say they do not feel financially secure.

Yet, there is cautious optimism that circumstances may improve. Just under a third of Gen Zs and millennials believe the economic situation in their countries will improve over the next year—the highest percentage since the 2020 Millennial Survey , fielded just before the onset of the COVID-19 pandemic. And, nearly half of Gen Zs (48%) and four in 10 millennials (40%) expect their personal financial situations to improve over the next year.

Purpose is key to job satisfaction

Purpose is key to workplace satisfaction and well-being, according to nearly nine in 10 Gen Zs (86%) and millennials (89%). And increasingly, these generations are willing to turn down assignments and employers based on their personal ethics or beliefs—half of Gen Zs (50%) and just over four in 10 millennials (43%) have rejected assignments. Nearly as many (44% of Gen Zs and 40% of millennials) said they have rejected employers. Reasons for rejecting an employer or an assignment include factors such as having a negative environmental impact, or contributing to inequality through non-inclusive practices, and more personal factors such as a lack of support for employees’ mental well-being and work/life balance.

Businesses have an opportunity and the necessary influence to drive climate action

Protecting the environment is the societal challenge where Gen Zs and millennials feel businesses have the most opportunity and necessary influence to drive change. And, as roughly six in 10 Gen Zs (62%) and millennials (59%) report feeling anxious or worried about climate change in the past month, Gen Zs and millennials are using their career decisions and consumer behavior to push for action.

Around half of Gen Zs (54%) and millennials (48%) say they and their colleagues are putting pressure on their employers to take action on climate change, a trend that has increased steadily in recent years. And two in 10 Gen Zs (20%) and millennials (19%) have already changed jobs or industry due to environmental concerns, with another quarter planning to in the future.

As consumers, about two-thirds of Gen Zs (64%) and millennials (63%) are willing to pay more to purchase environmentally sustainable products or services. And many are taking personal actions, or plan to in the future, such as avoiding fast fashion, reducing air travel, eating a vegetarian or vegan diet, or purchasing electric vehicles.

Gen Zs and millennials are uncertain about GenAI, but positive perceptions largely increase with frequent use

Gen Zs and millennials believe GenAI will have a significant impact on their career paths and the way in which they work. Nearly six in 10 Gen Zs (59%) and just over half of millennials (52%) believe the prevalence of GenAI will make them look for job opportunities that are less vulnerable to automation, such as skilled trades or manual labor.

Uncertainty is the top emotion Gen Zs and millennials report feeling when they think about GenAI. The survey also finds that women in particular express greater uncertainty about GenAI than men do and are less likely to feel comfortable working alongside it. A lack of familiarity may accentuate feelings of uncertainty. Gen Zs and millennials who use GenAI at work all or most of the time are more likely to feel trust and excitement than uncertainty. They are also more likely to believe GenAI will free up their time, improve the way they work, and improve their work/life balance. But, conversely, frequent users of GenAI are also even more likely to have certain concerns, such as believing that GenAI-driven automation will eliminate jobs and make it harder for young people to enter the workforce.

In response to these types of concerns, both generations are focused on reskilling and training. However, only about half of Gen Zs (51%) and millennials (45%) say their employer is sufficiently training them on the capabilities, benefits, and value of GenAI.

Work/life balance is a top priority

Work/life balance remains the top priority for both Gen Zs and millennials when choosing an employer. The ability to maintain a positive work/life balance is also the top thing they admire in their peers, well above other traditional markers of success like job titles and material possessions. Yet many are not achieving the balance they seek. Around a third of respondents who regularly feel anxious or stressed say their job and work/life balance contribute a lot to their stress levels, fueled significantly by long working hours (51% of both generations), and a lack of control over how or where they work (44%).

The last year has seen a continued shift towards more on-site work, with nearly two-thirds of respondents saying their employers have recently implemented a return-to-office mandate, either bringing people back fully on-site or moving to a hybrid model. These mandates have yielded mixed results, with some reporting benefits like improved engagement, connection and collaboration, while others are experiencing increased stress and decreased productivity.

Despite a dip this year, stress and workplace mental health stigma remain

Stress levels and mental health continue to be a concern, although there are some signs of improvement this year. Only about half of respondents rate their mental health as good or extremely good. And up to four in 10 Gen Zs (40%) and millennials (35%) say they feel stressed all or most of the time (down from 46% and 39% in 2023). While work is a big driver of this uneasiness, respondents emphasize their finances and the health and welfare of their family as the top stress drivers.

Employers are making some progress when it comes to better workplace mental health, but there is still much room for improvement when it comes to speaking openly about mental health. Nearly three in 10 Gen Zs and millennials worry their manager would discriminate against them if they raised stress or other mental health concerns, and roughly three in 10 don’t believe senior leaders are prioritizing mental health in the workplace.

“Gen Zs and millennials expect a lot from their employers, and from business more broadly. But what they are asking for is what most employees in the workforce, regardless of age, likely want: meaningful work within purpose-driven organizations, the flexibility to balance work and personal priorities, supportive workplaces which foster better mental health, and opportunities to learn and grow in their careers,” adds Elizabeth Faber . “Employers who work to get these things right will have a more satisfied, productive, engaged, and agile workforce who are better prepared to adapt to a rapidly transforming world.”

To learn more about the Deloitte Global 2024 Gen Z and Millennial Survey and the Mental Health Deep Dive based on the findings, please visit: www.deloitte.com/genzmillennialsurvey .

Methodology

The Deloitte Global 2024 Gen Z and Millennial Survey reflects the responses of 14,468 Gen Zs and 8,373 millennials (22,841 respondents in total), from 44 countries across North America, Latin America, Western Europe, Eastern Europe, the Middle East, Africa, and Asia Pacific. The survey was conducted using an online, self-complete-style interview. Fieldwork was completed between 24 November 2023 and 11 March 2024. The report includes quotes from respondents who provided feedback to open-ended questions in the main survey. These quotes are attributed to respondents by age, gender, and location. As defined in the study, Gen Z respondents were born between January 1995 and December 2005, and millennial respondents were born between January 1983 and December 1994.

About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.com/about to learn more.

Deloitte provides industry-leading audit and assurance, tax and legal, consulting, financial advisory, and risk advisory services to nearly 90% of the Fortune Global 500® and thousands of private companies. Our people deliver measurable and lasting results that help reinforce public trust in capital markets, enable clients to transform and thrive, and lead the way toward a stronger economy, a more equitable society, and a sustainable world. Building on its 175-plus year history, Deloitte spans more than 150 countries and territories. Learn how Deloitte’s approximately 457,000 people worldwide make an impact that matters at www.deloitte.com .

Press contact(s):

Vicktery Zimmerman Deloitte Global Communications Tel: +1 312 486 1569 [email protected]

Monika Wiszenko Deloitte Global Communications Tel: +1 469 739 0406 [email protected]

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Elizabeth Faber

Recommendations, deloitte women @ work 2024: a global outlook, 2024 global human capital trends.

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Enlisted Talent Management Process

Provided by Army Human Resources Command Thursday, October 25, 2019

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What is it?

The Enlisted Talent Management process leverages a Soldier’s knowledge, skills, behaviors, and preferences to maximize individual potential and provide optimal career opportunities through an interactive website. .

What are the current and past efforts of the Army?

In fiscal year 2019, HRC implemented enhancements to the Enlisted Manning Cycles (EMC) improving opportunities within the Enlisted Talent Management Process. Talent management is conducted through the assignment of Soldiers based upon the knowledge, skills, behaviors, and, preferences of the Soldiers for various assignments.

• Active Component Enlisted Manning Cycles (EMC)- HRC conducts five Enlisted Manning Cycles (EMC) annually to improve talent alignment opportunities. Each cycle is a detailed analysis of manning requirements and the Soldiers available to fill them.
• Reserve Component Enlisted Manning Cycle - The Army Reserve conducts bi-annual manning cycles to improve unit readiness and talent alignment opportunities for the Active Guard/Reserve (AGR) population.
• Assignment Satisfaction Key (ASK)- Active component Soldier assignment preference is determined through the Soldier’s preferences in the ASK system. AGR Soldiers work with their career managers to rank order, and preference the available positions in each cycle.
• NCO Contact Program - HRC contacts NCOs (SSG-MSG/1SG) to discuss assignment choices. A pilot program for Armor branch NCO’s (CMF 19) allows NCO’s to designate preferred available assignments electronically.

What continued efforts does the Army have planned?

New systems and tools under development for the Active Component will allow NCO’s to receive information from their Assignment Managers on ideal assignment types. These initiatives maximize talent by getting the right Soldier to the right place at the right time. Identical capabilities will exist in the future for AGR Soldiers.

• ASK Enlisted Marketplace (ASKEM). Projected for full deployment in January 2021, ASKEM is designed for NCOs (SSG-MSG/1SG) to access a virtual Marketplace to prioritize their preferences for valid and available worldwide assignments. This new design significantly increases the role of Soldier preference in the assignment process and facilitate NCOs’ influence in the trajectory of their career.
• Internal HRC Assignment Tools . A new Personnel Assessment and Availability Tool (PAAT) and updated Manner of Performance (MOP) data will provide assignment managers with increased ability to assess talent and availability of non-commissioned officers for assignments.

Why is this important to the Army?

Enlisted Talent Management supports the Army’s priority of investing in the future by building a talent-based personnel system that leverages the knowledge, skills, behaviors, and preferences of its non-commissioned officers, ultimately maximizing their potential to enhance long-term readiness.

• U.S. Army Human Resources Command
• U.S. Army Talent Management

Related STAND-TO!:

• Army People Strategy
• Army Talent Alignment Process
• Army Officer Talent Management

Related article:

• Assignment Satisfaction Key – Enlisted Marketplace

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Focus Quote for the Day

The U.S. Army must move from the *Industrial Age* to the *Information Age* and leverage data as a strategic asset.

– Secretary of the Army Ryan D. McCarthy