Adjutant General's Corps Regimental Association

Sustainment Talent Management

The introduction of the Army Talent Alignment Process and Assignment Interactive Module 2 brought the Army’s talent management system into the 21st century. Officers and warrant officers are given every assignment option available to them during their movement window along with the ability to market themselves for potential, future assignments based off their own preferences for the first time ever. While the system is working and providing great results for both the individuals and the units, the III Armored Corps senior Sustainer, BG Ronald Ragin, Commander, 13th Expeditionary Sustainment Command, noticed sustainment talent was being pooled in specific units across Fort Hood while others were struggling to accomplish critical missions and maintain sustainment readiness.

Senior logisticians from III Corps G4, 13th Expeditionary Sustainment Command (ESC), 1st Cavalry Division, and other units across Fort Hood listen as COL March Callis, 13th ESC Chief of Staff, provides tiered assessments for officers in 13th ESC.

BG Ragin’s answer to filling these gaps across Fort Hood while also maintaining III Armored Corps as a people-centric organization was to create the Sustainment Talent Management Center (STMC). Starting in November 2020, O6s in the Adjutant General, Finance, Logistics, and Medical Services branches and sustainment CW5s across Fort Hood meet bi-annually to discuss the talent management of field grade officers and warrant officers in their respective branches. Separate conferences are held for each officer branch and chaired by these senior personnel who can impact change. Each conference is scheduled to fall in line with the Army movement cycles in order to influence requisitions and ensure critical positions are filled.

Deliberate and candid discussions regarding the performance and potential of each person results in a color-coded assessment of each field grade sustainer on Fort Hood.

Using color-coded visuals

Panel members walk into the STMC and for the first time have the ability to clearly see all field grade officers and warrant officers in their branch and what positions they hold. Large magnets that include Rank, Name, Branch, Year Group, YMAV, Key Developmental Time Status, Gender, and Race are aligned for officers by unit and for warrant officers by MOS. This visual concept allows panel members to easily point out areas of concern (i.e. high turnover, pooling of high/low performers, etc.) and ensure each unit is given a diverse selection of personnel. Each panel member speaks on behalf of their subordinates in their unit or branch and conducts tiered leader assessments using color-coded magnets with the following guidelines:

Tier 1— Individuals are officers and warrant officers who are performing on a level well above their peers and whose performance is indicative of those that have the potential to command at the battalion-level and above. The best predictor of future performance is past performance. Leaders on this track complete their key development jobs and then are recommended for further broadening opportunities within the larger sustainment enterprise (i.e. Chairman of the Joint Chiefs of Staff internship, fellowships or joint assignments).

Tier 2— Individuals are those officers and warrant officers who have the potential to perform at higher levels; however, they require additional developmental time and investment. This is accomplished through a diversity of assignments to gain experience, or through intensive coaching, teaching, and mentoring by the senior sustainers on the installation. The goal is to provide the leader with the tools necessary to enable a higher level of performance and a broad base of experience.

Tier 3— Individuals are those officers and warrant officers who are not performing at the levels indicative of their current grade and level of responsibility. They are the focus of intensive coaching, mentorship, and counseling. They will be given the opportunity to complete key developmental assignments for their grade and level, however, opportunities on the installation may be limited due to performance. Field grade officers identified as Tier 3 are encouraged to seek guidance and mentorship from the senior sustainer.

Chief Warrant Officers Five from across Fort Hood assemble to deliver candid and frank tiered assessments on field grade warrants’ performance and potential.

Following the panel assessments, the board evaluates the sustainment effects across the installation or operationally (i.e., low performance at a CTC rotation or excellent maintenance management) and the Senior Commander’s priorities. This assessment will ascertain whether or not we have an imbalance of talent within any formation. The color-coded evaluation allows for a quick, visual indicator of imbalances across the installation while the peer-regulated process prevents the pooling of talent. Panel members also discuss any recommended moves or swaps. Recommendations of field grade slate updates are then submitted to III Armored Corps G1 with concurrence from the losing and gaining units.

The color-coded evaluation allows for a quick, visual indicator of imbalances across the installation while the peer-regulated process prevents the pooling of talent.

Lastly, the panel then looks at the individual developmental needs of those lower performing officers and warrant officers utilizing the baseball card and Soldier Record Brief. The panel attempts to provide the assessed leaders with the right balance of experiences and broaden their knowledge bases through Fort Hood’s unique diversity of assignment opportunities. BG Ragin and the senior officer or warrant officer in each assessed category set up office calls to open communication with the lower performers and determine what they can do as senior leaders to assist that officer or warrant officer in moving towards becoming Tier 1.

Each discussion is privileged and the color-coding is sanitized at the conclusion of each board. One of the main goals of the STMC is to groom officers who are falling behind and coach them to Tier 1 through assignment placement and mentorship, ultimately getting the right person, in the right position, at the right time. Metrics and data-overloaded products can get commanders only so far. Senior leaders must be engaged in managing the individual talent of each leader they hire.

To date, 355 field grade officers and warrant officers have been individually assessed at the STMC, impacting every unit on Fort Hood, and ensuring People First.

This article was contributed by CW2 Donna M. Pegues, Strength Manager and PAS Chief for the 13th Expeditionary Sustainment Command

AGCRA Strategic Plan

Hot off the press!

The AGCRA Strategic Plan is now available at the link below. This strategic plan will help the association focus on a vision that will make the AGCRA the preeminent organization supporting the AG Corps.

Please take the time to review it!

AGCRA Strategic Plan 12 Jul 21

AG Corps Hall of Fame and the Distinguished Members of the Corps, Class of 2021

Colonel Marcus A. Motley, Chief of the Adjutant General (AG) Corps, announces the selections to the AG Corps Hall of Fame and the Distinguished Members of the AG Corps, Class of 2021. Each of the honorary selectees has made significant positive impacts on the AG Corps, the Army, and our Nation.  The AG Corps will formally recognize inductees in a separate ceremony later this year.

AG Corps Hall of Fame – Class of 2021

COL(R) Donald A. Bartholomew served the AG Corps for 27 years, culminating as the Director of the Command Planning Group for U.S. Army Recruiting Command. Prior to this, he served as the C-1 for Multinational Forces Iraq and as the 24th Commandant of the Adjutant General School and Chief of the Adjutant General’s Corps. During his tenure as Chief of the AG Corps, COL(R) Bartholomew led the effort to integrate Functional Area 43 Officers into the AG Corps and charted a new direction for their career paths.  His efforts also led to the creation of the S1Net which has become the Army’s largest professional collaboration site.


COL(R) Timothy F. Robertson served with distinction at every level of command from Company to Brigade. He led the 18th Soldier Support Group, the Army’s experimental HR and Finance Brigade, and deployed them with remarkable success to Kosovo and Bosnia. COL(R) Robertson led the 18th Personnel Services Company as one of the first units on the ground during Operation Desert Shield/Desert Storm, the first time a unit of this type had directly supported combat operations since Vietnam. In retirement, COL(R) Robertson continued to serve the Army by supporting efforts such as the Army Career and Alumni Program and the Army Wounded Warrior Advocate Program.


COL(R) Richard A. Teolis has served the AG Corps for 32 years and currently serves as the Chief of Readiness Division for the Enlisted Personnel Management Directorate at U.S. Army Human Resources Command.  Throughout his career, COL(R) Teolis has made lasting impacts regarding Army Readiness. He culminated his 26+ years of uniformed career as the Deputy to the Adjutant General of the U.S. Army. Prior to that, he served as the Director of the Casualty and Mortuary Affairs Operations Center. COL(R) Teolis continues to serve those in the AG Corps through his volunteer efforts with the Gold Vault Chapter of the Adjutant General’s Corps Regimental Association where he has served as both President and Vice President.


COL(R) Wanda E. Wilson culminated her 27+ year military career as the 33rd Commandant of the Adjutant General School, a position she accepted after being recalled to active duty.  As Commandant, she helped lead one of the Army’s largest HR transformations with Personnel Services Delivery-Redesign. Her proven leadership landed her the toughest jobs; including Brigade Commander and Chief of Staff in U.S. Army Recruiting Command, Division Chief of Colonel’s Branch, Military Assistant to the Secretary of the Army, and Chief of the Adjutant Generals Branch at the Officer Personnel Management Directorate at U.S. Army Human Resources Command. COL(R) Wilson continues to serve today as a DA Civilian supporting DEVCOM Army Research Laboratory.


CW5(R) John L. Harrison, Sr. culminated his 32+ year military career as principal staff advisor to the Director of Human Resources, Office of the Deputy Chief of Staff, Personnel at Headquarters Department of the Army. CW5(R) Harrison broke ground on what we now view as “normal progression” with our Master Warrants. He was among the first AG Warrant Officers to serve as Special Assistant and Assistant Executive Officer to a 4-star General and paved the way for AG Warrants to serve as TAC Officers at the Warrant Officer Accession Course and to serve at USMA and GOMO. After retirement, CW5(R) Harrison continued to serve and spent 9-years as a professor of civilian leader development at the Army Management Staff College.


CW4(R) Eugene Roberts has spent his military and post-military career taking care of Soldiers. Throughout his 24-year military career, CW4(R) Roberts sought out and excelled in all the tough assignments and deployed during Operation Joint Endeavor, Desert Shield/Desert Storm, Hurricane Mitch Relief Operations, and Operations Iraqi and Enduring Freedom. CW4(R) Roberts continues to give back in retirement, serving as the President of the Rocket City Chapter of the Adjutant General’s Corps Regimental Association, one of the most active Chapters in the AGCRA, and annually hosts a Black Tie Charity Ball to raise funds for local Veteran organizations throughout the Huntsville area.


SGM(R) Gabriella Russum culminated her 33-year military career as the Chief of Sergeant’s Major Branch at the Enlisted Personnel Management Directorate, U.S. Army Human Resources Command.  SGM(R) Russum led the effort to transform the Sergeant Major management system. During her tenure, the Army adopted the Select-Train-Promote methodology that formed the foundation of today’s Select-Train-Educate-Promote (STEP) policy.  She was also instrumental in the creation of the centralized selection list board process that selects the best-qualified SGMs for appointment to CSM billets at the Brigade and Battalion level.


Distinguished Members of the AG Corps Class of 2021

  • BG Kris A. Belanger
  • BG Thomas J. Edwards
  • BG Hope C. Rampy
  • COL(R) Daniel Ahern
  • COL June S. Copeland
  • COL Greg S. Johnson
  • COL Michael T. McTigue
  • COL(R) Patrick M. Rice
  • LTC Randy P. Lefebvre
  • MAJ Derrick E. Lucarelli
  • CW5 Chad G. Bowen
  • CW5 Maria D. Martinez
  • CW5 R. Tina Rendon
  • CW5(R) Gail B. Shillingford
  • CW4 Charmaine L. Hilliard
  • CW4 Raymond Rijkse
  • CSM Jamie K. Price
  • CSM Jon Y. Williams
  • SGM Stacy S. Crawford
  • SGM Rebeca R. Kennedy
  • SGM(R) Chris T. Lyons
  • SGM Andrea J. Metcalf
  • SGM Marlena J. Neal
  • SGM Roger Rendon
  • Arthur L. Nelson