Talent Management 2030
Update
March 2023
Talent Management 2030 Update
March 2023
1
INTRODUCTION
Talent management is the act of aligning the talents of individual Marines with the needs of the Service to
maximize the potential of both. Since the release of Talent Management 2030 (TM2030), we have been progressing
toward a talent management system that better harnesses each Marine’s unique talents to improve our readiness
and extend our advantage over competitors. In doing so, we have taken signicant steps to evolve our human
resource development process to better meet the demands of current and future battleelds, to include revising
and streamlining personnel policies and processes, while investing in information systems to retain the talent
we recruit.
This report reviews the progress made over the past year, while also charting a course for the way forward.
Reorienting and reconguring our human resources enterprise into a talent management system is a work in
progress, but one that is well underway. The actions we have taken, and those we will take, ensure we will remain
the Nation’s premier expeditionary force-in-readiness within the rapidly-evolving world we face.
STRATEGIC CONTEXT:
THE CHANGING CHARACTER
OF WAR
Force Design 2030, TM2030, Training and Education
2030 (T&E2030), and the pending Installation & Logistics
2030 (I&L2030) are direct responses to signicant
changes in the security environment. The character of
modern warfare, American society, and proliferating
technology have transformed in ways that have
momentous implications for our all-volunteer Marine
Corps. To meet future demands, we must immediately
pursue technological advancements to our personnel
systems to create a holistic talent management system
that attracts, develops, incentivizes, and retains the
skilled Marines necessary to improve our efcacy as a
force. The coming decades will be complex, uncertain,
and ever-changing. We cannot rely on yesterday’s
solutions to solve tomorrow’s problems. Our success
on emerging battleelds will depend on our force
being more highly trained, cognitively mature, and
operationally experienced. To sustain our competitive
advantage, we must prepare Marines more intensely
than we ever have, putting them through some of the
most elite entry-level and advanced training in the world.
This may include extending the duration of training,
which means we will also need to retain Marines for
longer to ensure our crisis response force-in-readiness
sees the full return on investment.
As we adapt to changing conditions, our purpose and
our warghting ethos will not change – the Marine
Corps will remain the world’s premier expeditionary
warghting organization, maritime in nature, and poised
to immediately respond to any crisis.
TM2030 TO DATE
TM2030 directed accelerated reforms and oriented the
Service toward retaining more experienced Marines
who have already proven their value to our Corps. In
February 2022, I directed the Assistant Commandant
of the Marine Corps to form a Talent Management
Strategy Group to align and harmonize Service-wide
talent management efforts. This group focuses on future
demographic, economic, and human capital trends while
working with academia and research organizations to
identify areas for improvement to better align individual
abilities, skills, and desires with the warghting needs of
the Service. I also directed close collaboration between
the pertinent departments at Headquarters, Marine
Corps (HQMC) as well as continuous involvement
of commanders in the Fleet Marine Force (FMF) to
inform our efforts. Since the release of TM2030, we
have better aligned departments and organizations
involved in talent management, assessed and mapped
out interdependencies of total force personnel policies,
and begun to generate momentum with a sense of
urgency. We enacted nine initiatives in 2022, from
which we will expand and accelerate in 2023. The
following nine initiatives are in progress and will be
closely assessed to inform renements or expansion:
Commandant’s Retention Program (CRP)
During scal year (FY) 2023, the CRP offered pre-
approved reenlistments to top-performing Marines by
streamlining the process and giving priority access to
primary military occupational specialty (MOS) monitors
for duty station and assignment options. The CRP
resulted in a 72% increase of rst-term reenlistment
submissions by top-performing Marines, with the
Talent Management 2030 Update
March 2023
2
Ofcer Promotion Opt-Out
Both the Active Component (AC) and Reserve Component
(RC) offer certain in-zone ofcer populations the ability
to opt-out of consideration for promotion once without
penalty. This allows ofcers to pursue unconventional
career experiences or formal education that would
otherwise take them off track for key developmental
assignments. This initiative aims to increase the exibility
in career paths for ofcers. We will explore the expansion
of this initiative to enlisted Marines to afford them the
same exibility in their careers.
Digital Boardroom 2.0 (DBR 2.0)
DBR 2.0 increases the functionality and accuracy of
information presented to board members, enhances
the conduct of virtual boards, safeguards data, and
improves this critical talent management process. The
Enlisted Career Retention and Reserve Aviation boards
successfully utilized DBR 2.0 in 2022. With the availability
of cloud-based data, we will expand the use of DBR 2.0
while simultaneously assessing the outcomes, cost and
time savings, and professional depth and breadth of
board members to benchmark with our legacy process.
Separate Competitive Promotion Categories
To meet the demands of the future, the Marine Corps
must retain the highest quality ofcers with the necessary
skill sets at all ranks. We are conducting detailed
analysis on options to reorganize the unrestricted ofcer
population into separate competitive categories to
better meet the Marine Corps’ need for the diverse
expertise and experience at all ranks by competing for
promotion with peers having similar skill sets, training,
and education. We intend to conduct a pilot program
during the 2025 eld grade ofcer promotion boards.
Career Intermission Program (CIP)
Many Marines desire to pursue specialized education or
credentialing, or to focus on family for a signicant life
event. The CIP allows Marines the exibility to temporarily
pause their active duty service and later resume their
careers without penalty. This not only enables career
exibility, but by doing so, it encourages retention of
experienced, talented Marines. Recently, we reduced
the CIP payback by half to just one month of obligated
active service for each month of intermission. We will
conduct further analysis to determine the maximum time
of intermission to prevent loss of skills and familiarization,
while ensuring the program is balanced against the
need for a professional warghting force.
average reenlistment approval accomplished in 24 to
48 hours. Going forward, we will expand the program
to more rst-term Marines as well as our career force.
Staff Non-Commissioned Ofcer (SNCO)
Promotion Board Realignment
We realigned SNCO promotion boards beginning in
FY24 to sequence more effectively with the assignments
and reenlistment processes. This initiative aims to
reduce SNCO billet gaps in the FMF and condense
the processing time of reenlistment packages. The
realignment also provides greater predictability for
SNCOs and their families, to include dramatically
reducing change of station moves during the school year.
Recruiting Station Commanding Ofcer (RSCO)
Selection Board
We implemented two initiatives for the FY23 RSCO
selection board. Ofcers have the opportunity to
volunteer for command, including ofcers not otherwise
scheduled for consideration. Ofcers may also request
removal from RSCO board consideration for one year,
without penalty, should they prefer to complete a
deployment or other professional obligation, or due
to a personal life circumstance.
Special Duty Assignment (SDA) Volunteer
Incentives
We expanded the SDA volunteer incentives to provide
duty station preference for volunteer recruiters, drill
instructors, and combat instructors. In 2022, volunteers
increased by 62%, reducing the number of involuntarily
screened Marines by 38%. This minimized disruption
to our Marines, their families, and FMF units, while
also reducing SDA school attrition. We will continue to
improve and expand this program in the coming years.
MarineView 360-Degree Leadership Review
In keeping with the leadership principle “Know yourself
and seek self-improvement,” MarineView360 is a tool
designed to assess leaders by polling their supervisors,
peers, and subordinates to identify strengths, personal
blind spots, and areas for development. Leaders receive
feedback and advice through a dedicated mentor and
coach. This is not a popularity evaluation; it is a tool
to identify strengths and areas of improvement for our
emerging future leaders. The MarineView360 pilot
began with a group of sitting commanders and will soon
expand to all commanders and senior enlisted leaders.
Talent Management 2030 Update
March 2023
3
The initiatives below, nested within these lines of effort,
are representative of those under consideration for
development and decision during 2023.
LOE 1: REBALANCE RECRUITING AND
RETENTION
Talent Management 2030 directed a paradigm shift from
our legacy, high turnover “recruit and replace” personnel
model toward one characterized by a greater emphasis
on investment in, and retention of, our most capable
Marines. The following four initiatives will accelerate
this shift:
Maturing the Force
While rst-term Marines remain the bulk of our ghting
formations, our current model is characterized by
continuous turnover, limiting our combat potential
and disrupting unit cohesion and stability. Emphasizing
retention of trained, experienced, and proven Marines
capitalizes on our training investments and stands to
increase our combat power and readiness. Our new
approach will target opportunities to mature the force,
to include increasing initial contract lengths in several
military occupational specialties and increasing the
number of small unit leaders retained for a second
enlistment. We will also look at different grade shaping
opportunities across MOSs to optimize our force
structure. But to be clear, our goal is a more mature
force, not an older or more senior force. Although a
common byproduct, maturity is not merely the result
of age and rank. In the future, our aim is to have junior
enlisted Marines with the same number of reps and
sets that an experienced SNCO has today. This will
require changes to not only talent management, but to
training, education, and leadership development across
our Corps. However, by coupling these efforts, we can
achieve a more mature force without compromising on
the quality of those Marines selected for promotion or
placed in leadership roles.
Enlisted Career Designation
I know of no other high performing institution that
requires its frontline leaders to reapply for their jobs
every three to four years. Our board-selected, senior
enlisted Marines currently submit retention requests
at regular intervals that do not align with their duty
assignments. This creates periods of stress as Marines
and their families await determination on their continued
American societal demographic, economic, and
behavioral trends are evolving rapidly. To maintain a
force in readiness, we recognize that we will recruit
future Marines from future America and will have to
retain them within the context of the future workforce.
That said, we will neither lower our standards nor forget
that one must become a Marine, earning the coveted
Eagle, Globe, and Anchor. For this reason, in 2023,
we will bring together leading scholars in civil-military
relations, demographics, and economics to assess
socioeconomic trends and their impacts on the future
of our all-volunteer, all-recruited Marine Corps. External
factors will always inuence our ability to recruit new
talent into our Corps, while the internal characteristics
of our system inuence who we can retain.
Marines depart recruit training having earned the title
“Marine.” We must honor our commitment to them as
they arrive in our operating forces expecting meaningful
and challenging training, and a culture of professionalism,
pride, mutual trust, and respect. In accordance with our
Diversity, Equity, and Inclusion Strategic Plan, we must
ensure that talent and performance win the day, and
opportunities are open to all Marines based on merit.
We must identify our most talented and motivated
young Marines earlier, then cultivate and invest in
them – to include accelerated promotion and early
reenlistment. I challenge leaders at all echelons to create
an environment in which individual merit is fostered,
identied, and rewarded.
As we pursue a modern talent management system, we
will continue to coordinate across HQMC and the FMF
to ensure a healthy balance between moving with a
sense of urgency, maintaining tempo, and incorporating
feedback from across the force. As the owner of our
human resource development process, DC, M&RA
is responsible for the prioritization, sequencing, and
programming of talent management initiatives. DC
M&RA will publish a Talent Management Campaign
Plan by April 2023 along four mutually supporting lines
of effort (LOE):
• LOE 1: Rebalance recruiting and retention
• LOE 2: Optimize the employment
of talent
• LOE 3: Multiple pathways to
career success
• LOE 4: Modernize talent management
digital tools
THE WAY AHEAD: ACCELERATING AND INSTITUTIONALIZING
TALENT MANAGEMENT
Talent Management 2030 Update
March 2023
4
we cannot lose a 12-year intelligence professional or
artillery Marine because we could not provide access
to pediatric care or a high quality chow hall.
Directed Actions
1. Update the Enlisted Retention and Career
Development Program no later than Q3 of
Calendar Year (CY) 2023. (DC, M&RA)
2.
Develop a tiered approach to implement
lateral entry for MOSs requiring critical skills
and begin executing a lateral entry pilot
program no later than Q2 of CY 2023. (DC,
M&RA with the support of CG, MCRC; DC,
CD&I; and DC, PP&O)
3. Present a plan for total force quality of life
initiatives no later than Q3 of CY 2023. (DC,
M&RA with the support of DC, I&L)
4.
Conduct a study and provide recommenda
-
tions on how to improve the quality of food
and service at messing facilities aboard Ma-
rine Corps installations no later than Q3 of
CY 2023. This study will include an assess-
ment on the feasibility of using meal cards
at other facilities aboard military installa-
tions, will investigate the disparities between
messing facilities, and will conduct a cost
comparison between military messing fa-
cilities and similar institutions, like univer-
sities. (DC, I&L)
5.
Develop a plan to expand the CRP to a
wider population no later than Q3 of CY
2023. (DC, M&RA)
Issues Requiring Further Analysis
A. Enlisted Career Designation. Assess
the feasibility and merits of an Enlisted
Career Designation Program no lat-
er than Q2 of CY 2023. (DC, M&RA)
B. Merit-Based Promotion Reorder. Analyze
and present options for implemen-
tation of merit-based reorder of E-8
and E-9 promotion boards for deci-
sion by Q2 of CY 2023. (DC, M&RA)
C. Non-EAS Attrition. Analyze mechanisms
to reduce non-EAS attrition of Marines in
their initial contract term and present rec-
ommendations to the July 2023 Executive
Off-Site. In developing options, assess the
merits of offering nancial incentives to
service, while also adding unnecessary administrative
burden to Marines, commanders, assignment monitors,
and retention specialists. This year, we will explore the
feasibility of senior SNCO career designation to establish
an indenite expiration of active service (EAS). This shift
will align senior SNCO retention practices with those
of ofcers, increase exibility in assignments, reduce
administrative burden and needless paperwork, and
minimize uncertainty for SNCOs and their families.
Lateral Entry
Since the release of TM2030, some have raised
concerns about the implementation of lateral entry, to
include cultural assimilation and timelines for assessing
personnel to ll immediate, uniformed requirements.
Let me be clear: all new Marines will continue to go
through entry-level training to earn the title “Marine.”
Lateral entry simply refers to an initiative to encourage
exceptionally talented Americans to join the Marine
Corps at a rank appropriate for their education and
experience in certain elds to meet critical shortfalls,
not to bypass the process of becoming a Marine. That
said, I am not satised with our current progress toward
use of lateral entry to meet emerging requirements.
Accordingly, I am directing the establishment of a tiered
approach for lateral entry implementation that targets
RC and prior service Marines. Once underway, we may
expand the program to veterans of other services or to
civilians with highly specialized credentials that meet
our warghting requirements.
Quality of Leadership, Quality of Life, Marine
Families
Today, our Corps has more dual-military, dual-career, and
single parent families than ever before. To recruit and
retain a modern force, we will reevaluate the policies
that affect families to ensure they enable our warghters’
ability to accomplish the mission. Quality of life is one of
the leading reasons Marines choose to depart our Corps.
We must renew our focus on meeting Marines’ needs
like: high-quality barracks, family housing, and chow
halls; adequate childcare center capacity; and sufcient
options for pediatric care. Our policy design, program
delivery, resource management, and infrastructure
development must be organized to improve access to
services and resources to ensure the highest level of
family readiness. Success will require supportive and
engaged leadership, coupled with a willingness to adopt
new strategies. We will ensure these efforts remain
aligned across M&RA’s campaign plan, T&E2030, and
I&L2023. In the future world of recruiting challenges,
Talent Management 2030 Update
March 2023
5
Program Enlisted For (PEF) Reform
Through compelling data, we are increasingly able to
understand which specic Armed Services Vocational
Aptitude Battery (ASVAB) result combinations are most
predictive of rst-attempt success for each primary
MOS. Empirical analysis indicates that renements to
our existing PEF prerequisites will expand the number
of recruits who qualify for a given eld and decrease
failure rates at MOS schools, while maintaining our high
standards. The future system will more logically group
MOSs and help improve alignment of a recruit’s aptitude
and desires with the needs of the Marine Corps. We
will also differentiate prerequisites for newly accessed
Marines from experienced Marines who laterally move
into a new MOS. Those Marines seeking a lateral move
already have a robust performance record from which to
judge prociency and commitment, so the ASVAB will
no longer be the primary factor for evaluating lateral
move potential between PEFs.
Modern Tools for Talent Management:
Accessions and Skills Matching
We have developed three data tools to enhance talent
management from accession through the duration
of a Marine’s career. The Marine Corps Occupational
Specialty Matching (MCOSM) tool will better align
a Marine’s interests, abilities, and predispositions to
a primary MOS. The Tailored Adaptive Personality
Assessment System (TAPAS) collects data from Marine
applicants to predict the likelihood of success at various
milestones. The Retention Prediction Network (RPN) uses
articial intelligence and machine learning to predict
success at recruit and entry-level training. Once fully
developed and implemented, these tools will increase
entry-level training success, lower non-EAS attrition,
and improve alignment of skills and job satisfaction.
Continue to Minimize Non-essential
Permanent Change of Station (PCS) Moves
We have increased local Permanent Change of
Assignment (PCA) moves and decreased non-essential
PCS moves. We will continue to minimize non-essential
PCS moves in 2023 and beyond. This shift increases
unit cohesion, while reducing family strains caused by
disruption to spousal employment, children’s education,
and community bonds. To be clear, military PCS moves
are required to maintain a capable, responsive force in
readiness and will remain a key characteristic of most
Marine Corps careers.
those Marines who complete their contract
with no documented misconduct. (DC,
M&RA with the support of CG, MCRC;
CG, TECOM; and MEF commanders)
D. Parent Program Resources. Assess options
to better align and expand programs and
resources to support Marines who have
children no later than Q3 of CY 2023. (DC,
M&RA with the support of CG, TECOM; DC,
I&L; the Medical Ofcer of the Marine Corps;
and, the Chaplain of the Marine Corps)
E. Spousal Employment. Explore opportunities
with businesses seeking to satisfy employ-
ment shortages while at the same time
providing support military families. Spouses
who desire to continue their career progres-
sion or work from home while stationed
at remote locations can take advantage
of this program and reduce some of chal-
lenges that result in attrition. (DC MR&A)
LOE 2: OPTIMIZE THE EMPLOYMENT
OF TALENT
Talent management is about maximizing our capabilities
as a warghting organization. The more effective we
are with the assignments process, the more consistently
the Marine Corps will retain talented Marines, better
enabling us to achieve our overall strategic objectives.
The following ve programs are priorities for 2023:
Increasing our Return on Investment
We will revise our personnel policies with the goal of
achieving higher average return on investment, especially
for Marines serving on their rst enlistment and those
with MOSs requiring the most intensive training. Policy
changes may include extending standard enlistment
durations, offering conditions-based extensions, and
providing early reenlistment opportunities to our highest
performing Marines. In the near future, we will also
trial graduate education for SNCOs with the goal of
enhancing overall Service capability, while encouraging
individual retention.
Rening our Incentive Structure
We must target incentives to the specific, high-
performing Marines we want to retain. Going forward,
we will tailor monetary and non-monetary incentives
to reward our most talented and committed Marines
who volunteer for assignments that are most benecial
to the readiness of the institution.
Talent Management 2030 Update
March 2023
6
Active and Reserve Component Permeability
Our current policies and processes are unnecessarily
cumbersome and complicate employment of our
RC Marines. We also struggle to adequately inform
AC Marines about opportunities with the RC upon
their transition from active service and to incentivize
their direct afliation. During 2023, we will increase
permeability between AC and RC, and take full
advantage of opportunities for collaboration across
the total force to better meet the Marine Corps’ needs.
Given the nature of legislative limitations on Reserve
employment, we will work closely with Congress to
seek assistance in identifying improvements to AC-RC
permeability.
Ofcer Technical Career Paths
Marines who obtain technical skills at graduate-level
schools bring unique capabilities and perspectives to
the Service. We invest heavily in these ofcers; therefore,
we must provide them with a sustainable career path
to apply their talents to the Service’s requirements. The
International Affairs Program and technical doctoral
programs are examples of areas where we can better
utilize the skills we develop in Marines to capitalize on
their expertise, increase our organizational performance,
and maximize our return on investment. To be clear,
this means the Service must reward these much needed
Marines with promotions, bonuses, and challenging
assignments.
Directed Actions
8.
Present a decision brief for implementation
of ofcer separate competitive categories
no later than Q4 of CY 2023. (DC, M&RA)
9.
Beginning in FY24, offer high performing
Marines not selected for retention in their
primary MOS targeted lateral move oppor-
tunities and incentives to ll service require-
ments. (DC M&RA)
10.
Develop a technical career path pilot for
the international affairs community (For-
eign Area Ofcers and Regional Area Of-
cers) and present it for decision no later
than Q3 of CY 2023. (DC, M&RA with the
support of DC, PP&O)
Directed Actions
6.
Present an implementation plan no later than
Q2 CY 2023 for the transition of MCOSM
and RPN to a system of record no later than
CY 2025. (DC, M&RA with the support of
CG, MCRC and CG, MARCORSYSCOM)
7. Validate all ASVAB classication standards
listed as prerequisites in the MOS Manual
no later than Q3 of CY 2023. (CG, TECOM
with the support of DC, M&RA)
Issues Requiring Further Analysis
F. Optimize PCS. Assess options, including
cost and assignments process outcomes,
to reduce PCS frequency and present
ndings in Q4 of CY 2023. (DC, M&RA)
G. Enlisted Education. Assess the utility of
enlisted graduate education and make
recommend changes to the Marine
Corps Graduate Education Program
no later than Q3 of CY 2023. (DC,
M&RA with the support of CG, TECOM)
LOE 3: MULTIPLE PATHWAYS TO
CAREER SUCCESS
Our current personnel system fails to fully account for
the reality that between earning the title Marine and the
end of a career, our interests, skills, and circumstances
evolve. This hinders our ability to innovate by limiting
our diversity of perspective, skills, and life experience.
During 2023, we will focus on three career diversity
initiatives:
Incentivizing Lateral Moves and Retention
In keeping with the understanding that “there is always
a boat space for talent,” we must remove barriers to
high-performing Marines conducting lateral moves to
new MOSs. We historically over-retain Marines in certain
MOSs, leading to saturation of certain occupational
elds beyond our needs while other occupational elds
suffer unmet requirements. “There is always a boat space
for talent” aligns with our warghting requirements,
and in FY24 we will present pre-approved lateral move
options to talented Marines whose primary MOSs are
already lled. We will identify and remove barriers
hindering lateral moves while exploiting incentives,
such as xed school dates and guaranteed follow-on
orders, to help our most dedicated Marines ll gaps
in critical elds.
Talent Management 2030 Update
March 2023
7
Talent Management Engagement Portal
(TMEP)
Resourcing TMEP is a must-pay bill. The current
assignment process has redundancies, inefciencies,
and information gaps. We will overcome them by
using TMEP – a transparent talent management tool
– to integrate all relevant information to optimize
assignments decisions. The TMEP will have a customer
relationship management platform capable of advanced
analytics with articial intelligence and machine learning
elements, as well as complementary portals for individual
Marines, monitors, commands, and designated mentors
to support a market-style assignment system.
Explore Agile Talent Employment (Gig Eagle)
The Defense Innovation Unit’s Gig Eagle project is a
talent marketplace that connects Reserve personnel
with specialized skill sets from across the Department
of Defense with commands to ll immediate mission
requirements. By breaking down barriers between
branches and components, this program will allow
Marine commands to unlock the talent within the RC
and tactically apply their skills to support the mission
at hand.
Directed Actions
11. Publish a comprehensive Manpower Infor-
mation Technology Systems Modernization
(MITSM) acquisition strategy no later than Q1
of CY 2023. (DC, M&RA supported by DC, I)
12.
Provide an assessment of feasibility to lever-
age Gig Eagle personnel in support of Ma-
rine Corps requirements no later than Q1
of CY 2023. (DC, M&RA)
Issues Requiring Further Analysis
M. Talent Attribute Framework. Present the
feasibility of incorporating the Army’s
Talent Attribute Framework to sup-
port enterprise-wide human resource
decisions within the Marine Corps no
later than Q3 of CY 2023. (DC, M&RA)
Issues Requiring Further Analysis
H. Permeability. Analyze and provide
recommendations to enhance AC-RC
permeability no later than Q3 of CY
2023. (DC, M&RA with the support of
COMMARFORRES and CG, MCRC)
I. Lateral Move Incentives. Identify and provide
recommendations for incentivizing lateral
moves no later than Q3 of CY 2023. (DC
M&RA with the support of CG, TECOM)
J. Ofcer Technical Career Paths. Analyze and
provide recommendations for implementa-
tion of career pathways for technical MOSs
no later than Q3 of CY 2023. (DC, M&RA
with the support of DC, PP&O and DC, CD&I)
K. Promotion Opt-Out Policy Assess-
ment. Assess promotion opt-out for
officers and enlisted Marines and pro-
vide ndings and recommendations no
later than Q2 of CY 2023. (DC, M&RA)
L. Principal Staff Selection Board. Identify
non-command staff billets that would
benet from stafng by a board selected
ofcer and develop an implementation
plan no later than Q4 of CY 2023. (DC,
M&RA with the support of DC, CD&I)
LOE 4: MODERN TALENT
MANAGEMENT DIGITAL TOOLS
Our digital talent management systems are antiquated,
siloed, and unt for their task. To realize the objectives
of TM2030, we must be able to synthesize personnel
information and requirements across the force. We need
a transparent, commander-focused, collaborative system
to align the individual abilities, skills, and aspirations
of our Marines to our warghting needs.
Modernizing Data Management
In order to make better informed manpower decisions,
we must modernize our data management system.
By implementing a data-rst strategy focused on
transforming, securing, and defending our personnel
data, we will be able to promote, educate, develop,
and retain our talent more effectively. We are starting
by cataloguing data in the Marine Corps Enterprise
Network (MCEN) and across information technology
(IT) portfolios, and going forward will leverage existing
technology to overhaul our data management system.
Talent Management 2030 Update
March 2023
8
CONCLUSION
To win in future conicts, we will leverage the unique talents, skills sets, and experience of Marines to improve
readiness and extend our advantage over competitors. Our performance in future battles depends on the
investments we make today and in the coming years. This requires leaders at all levels to deliberately attract,
develop, and retain talent. The steps we have taken since the publication of TM2030 demonstrate our commitment
to extending our expeditionary warghting legacy to 2030 and beyond. But this effort is far from over. We will
continue to evolve our talent management system to support our warghting requirements and sustain our
ability to serve as the Nation’s premier expeditionary force-in-readiness. I am immensely proud of the effort and
accomplishments of our Marines thus far – and this is only the beginning.
Semper Fidelis,
David H. Berger
General, U.S. Marine Corps
Commandant of the Marine Corps
