If you don’t invest in the people who power your mission, don’t be surprised when the mission fails. – General Stanley McChrystal
by Edward Prueitt
The Army Talent Alignment Process (ATAP) has fundamentally transformed how the Army manages officer assignments. When the first full ATAP marketplace launched in 2020, the Army moved decisively beyond the legacy “faces-to-spaces” model to adopt a decentralized and regulated marketplace approach. Drawing from personal experiences as a recent Human Resources Command (HRC) Career Manager, survey data, and extensive lessons learned across HRC, this article presents three tactics as a proven approach for units, framed through the acronym WIN (Work Early, Invest in Transparency, and Navigate Challenges), to help units succeed in the competitive ATAP marketplace. Success demands more than passive participation. It requires deliberate preparation and proactive engagement to dominate the ATAP marketplace. From inherent complexities to turbulence driven by Army-wide challenges, the WIN framework offers units a disciplined three-tactic approach to dominate the ATAP marketplace.
What was ATAP Trying to Achieve?
Originally designed to foster officer and unit engagement through mutually preferred matches, ATAP has remained the Army’s primary assignment mechanism for the past five years and will likely remain the primary medium for years. While the open-market concept has introduced greater freedom and visibility for officers and units, the process is far from flawless.
Built on the principles of transparency, competition, and informed choice, ATAP was designed to empower officers to align their unique knowledge, skills, behaviors, and preferences (KSB-Ps) with assignments that advanced their professional goals while enabling units to recruit officers who fit their organizational needs and culture. ATAP aimed to create a dynamic and human-centered assignment process at its core, where deliberate preparation and proactive engagement would shape cohesive and capable teams.
Yet over the past five years, the realities of implementation often fell short of this vision. While the system was intended to foster collaboration and transparency, officers and units encountered recurring friction points that eroded trust and complicated the process. Disingenuous or rushed interviews, unit unresponsiveness, and shifting or inaccurate job information revealed a growing gap between ATAP’s intended design and participant experiences. These frustrations highlighted that success in the marketplace demands more than simple participation; it requires disciplined and deliberate engagement from all involved.
Common Frustration #1: Disingenuous
A common complaint among officers is that interviews often feel transactional, rushed, or conducted by individuals unfamiliar with the realities of the advertised position. This includes the unit requesting the officer to disclose previous evaluations against ATAP business rules, the unit being unable or unwilling to describe daily duties, or being honest in the current state of the organizational climate.
Units must Work Early in standardizing their interview formats to focus on mutual discovery, transparency, and mission alignment. A basic interview framework should include: the units overview (mission, operational tempo/deployment cycle, and location for assignment), a detailed job description (primary duties, leadership development opportunities, career path alignment), a candid discussion of quality-of-life factors (housing, spouse employment, schools), and sufficient time reserved for officer questions so they are equally invested in the opportunity to work in the unit.
Work Early: Proactive Engagement Sets the Conditions
Early preparation is the decisive point for unit success in ATAP. Units that Work Early understand that effective management engagement starts before the marketplace window opens. In a time-bound and highly competitive environment, units that fail to prepare accordingly struggle to secure top-tier officers. Reinforced from pre- and post-marketplace survey data, units that initiated early dialogue with officers secured higher preferences than those waiting until the market opened. Early preparation involves more than crafting accurate job descriptions when identifying Mission Essential Requirements (MER). It demands a deep understanding of mission requirements, forecasting future Army needs as the environment changes, and assembling a talent acquisition team equipped to engage officers meaningfully.
Work Early on securing the “Right Talent” and Profile Management: To ensure an equitable distribution of talent, units must apply the WIN framework to deliberately manage selections, communicate clearly, and safeguard long-term officer development and organizational success. Commanders and HR professionals should Work Early and carefully consider senior rater profile implications when competing for talent. Oversaturating the organization with top-tier officers in a single cycle can create challenges for raters and senior raters when managing profiles, potentially limiting advancement opportunities for otherwise high-performing officers. Responsible forecasting and prudent talent management are essential to avoid this risk.
Tactics to Work Early:
- Define Requirements and Create Attractive Job Descriptions: Driven by the Division and Brigade Commander, units must know exactly what competencies and leadership attributes they seek. Once the HR professional identifies the requirement, MER positions must have specific, authentic narratives that resonate with competing officers.
- Leverage Digital Platforms: Units successful in ATAP utilize not just broad emails unspecific to any singular position to communicate with potential talent but employ multiple mediums such as social media, internal portals, and direct outreach to showcase unit culture and opportunities. Successful units have leveraged Facebook or Microsoft Teams platforms to execute townhall events during peak marketplace windows to provide an environment separate from 1 on 1 interviews to increase overall awareness on frequently asked questions while right-sizing their interest pool and decrease individual interview lengths with general questions about the unit.
- Prepare for Interviews: Units should develop thoughtful interview questions that help assess mutual compatibility between the officer and the organization. Interviews are not one-sided evaluations but opportunities for both parties to determine fit. Units must recognize that officers are also assessing mission alignment, leadership climate, and professional development potential. Demonstrating transparency and genuine interest during interviews builds trust and makes the unit more attractive to top talent. As a Career Manager, I often reminded officers that they should approach interviews with confidence and seek units aligned with their goals and values, just as units should seek candidates who align with theirs.
Common Frustration #2: Responsiveness
The unit’s lack of timely responses is a significant pain point for officers, as well as their feelings about the ATAP. Upon the ATAP marketplace opening, officers often invest considerable time researching units, only to encounter silence when they reach out with genuine questions or for an interview opportunity. This lack of engagement discourages officer interest, erodes trust, and suggests a lack of organizational commitment.
An easy solution for the unit is to assign specific points of contact (POCs) within the organization whose responsibility is officer engagement throughout the market window for the competed positions. In some units, this process is reactionary as the position incumbent is tasked as the POC without any deliberate planning or alignment to the unit commander’s priorities. Empowering the right individuals who are informed and aligned with the commander’s guidance, who Invest in Transparency in answering questions, scheduling interviews, and following up consistently, will result in timely and accurate responses to competitive officers.
Invest in Transparency: Build Trust and Credibility
In ATAP, trust is currency. Units that Invest in Transparency build credibility with officers and Career Managers. A March 2024 study of over 130 officers across seven marketplaces identified a lack of transparency and overpromising as leading frustrations. Forty-six percent felt units were not genuine, fueling skepticism and undermining preference matching, even when changes were outside unit control. Officers often assume the worst without clear explanations or adherence to ATAP rules, such as discussing officer preferences during interviews. They may view units as disinterested or manipulative, eroding trust. Units must clearly explain preference decisions, address changes candidly, and maintain open dialogue to prevent this.
Invest in Transparency to address Army Recruiting challenges: Recruiting shortfalls and a shrinking pool of qualified candidates make ATAP increasingly competitive. Units must now focus on attracting the “Right Talent” and securing enough talent to meet mission requirements. This elevates the importance of Investing in Transparency. Clear and honest communication about unit opportunities, mission demands, and career pathways builds trust and attracts officers weighing multiple options. In a tightening market, transparency is no longer optional. It is essential to strengthen teams and maintain readiness.
Tactics to Invest in Transparency:
- Be Honest About Opportunities and Set Realistic Expectations: Although early dialog is recommended when you Work Early, do not “sell” opportunities that are unstable, contingent, or flat out unavailable. Whether intentional or accidental, misalignment can damage reputations and deter future talent. It is essential to focus interviews on what is certain, not speculative promises.
- Respond Timely and Clearly: When using multiple mediums for outreach, units should respond to officer inquiries promptly, clarifying expectations and known variables, including PCS windows, unit operational requirements, and accurate expectation management.
- Disclose Changes Early: Rarely is something static in the Army. Position/job changes due to Mid-Market Review (MMR) and Post-Market Review (PMR) adjustments must be communicated immediately to prevent officer disillusionment in the ATAP.
Common Frustration #3: Misinformation
The last common frustration for officers is when jobs initially posted in the ATAP marketplace change dramatically during Mid-Market Review (MMR) or Post-Market Review (PMR). These are poorly communicated, even after interviews for a position were conducted and completed. Officers often expect what is marketed to them to accurately reflect reality as they invest personal time and energy discussing opportunities with family and mentors. Discovering discrepancies post-facto damages the unit’s credibility and diminishes the overall reliability of the ATAP market.
In Navigating Challenges, units must publicize only accurate and verified information based on the latest validated Distribution Requirements List (DRL) positions. Before the ATAP, your unit’s HR professional should verify forecasted requirements against projected personnel requirements that comprise the Mission Essential Requirements (MER). Communicating often and clearly to officers who have and/or will interview for validated requirements will increase flexibility and situational awareness as the ATAP marketplace changes closure.
Navigate Challenges: Adapt and Maintain Flexibility
Despite best efforts in working early and investing in transparency, units must Navigate Challenges when external factors disrupt ideal matches. Even the best-planned marketplace can unravel due to changes in Army priorities shifting or needs of the Army necessitating realignment during MMR and/or PMR. Units that plan and anticipate turbulence while proactively communicating will retain credibility, even when change occurs.
Navigating Challenges during Army Structure (ARSTRUC) changes: Change is constant. Ongoing ARSTRUC transformation presents challenges for units in ATAP. As legacy formations are reduced and authorizations shift to prioritize new capabilities like Multi-Domain Task Forces and Counter-UAS units, organizational requirements evolve rapidly. These changes create friction through shifting authorizations, unclear position labels, and billet removals, confusing officers and eroding trust. To mitigate this, units must remain adaptive by anticipating updates and optimizing transparency through open communication. Proactive monitoring, clear communication, and early engagement are essential to manage expectations, compete for talent, and align with Army transformation priorities.
Tactics to Navigate Challenges:
- Stay Informed: Account Managers are directly aligned with Army G-1 and continuously monitor the Active Component Manning Guidance (ACMG) as priorities shift for MMR/PMR in real time. Unit HR professionals at the Distribution Management Level (DML) and/or the Distribution Management Sub Level (DMSL) must remain current on changes that directly impact the unit MER.
- Prepare Officers for Uncertainty: During early interview question preparation, units should discuss “what if” scenarios during interviews to set the tone of adaptability and increase transparency.
- Engage HRC through your HR Professional: Consistent dialogue between your servicing G1/J1/S1, HRC Account, and Career Managers is critical to mitigate surprises and maintain officer trust.
Focus on the WIN
From inherent complexities to turbulence driven by Army-wide challenges, the WIN framework offers units a disciplined three-tactic approach to dominate the ATAP marketplace. From disingenuous interviews and unresponsive units to last-minute changes driven by force structure shifts, officer frustrations highlight the critical need for trust and transparency. WIN is not simply about tactics, but about shaping how units engage with officers to respect their time, value their preferences, and build meaningful connections well before the marketplace opens to contribute to developing the talent management ecosystem.
Strengthening WIN requires units to deliberately address several key considerations that shape long‑term marketplace success. Managing talent and senior rater profiles demands Working Early to prevent oversaturating formations with top‑tier officers in a single cycle, which can unintentionally constrain future advancement opportunities. Recruiting challenges and a shrinking pool of qualified candidates elevate the importance of Investing in Transparency, ensuring units communicate clearly, set realistic expectations, and build trust with officers weighing increasingly competitive options. Simultaneously, ARSTRUC‑driven changes continue to reshape organizational requirements, making it essential for units to Navigate Challenges by staying flexible, monitoring authorizations, and preparing officers for uncertainty as the Army transforms. Integrating these considerations into the WIN framework ensures units remain adaptive, competitive, and aligned with evolving Army priorities.
Working Early ensures the equitable distribution of talent and manages career progression deliberately. Investing in Transparency, especially amid recruiting shortfalls, enables honest dialogue and strengthens officer trust, which is essential as candidates weigh increasingly competitive options. Navigating Challenges remains vital as ARSTRUC changes and systemic adjustments continuously reshape organizational needs, requiring units to stay flexible and maintain proactive communication to manage expectations.
Some may continue to dismiss ATAP as little more than a lottery, believing top talent secures positions elsewhere while others fight for the leftovers. This is a false narrative. ATAP is not chance-based—it is a competition. Success goes to units who plan, engage, and adapt. As IPPS-A integration and emerging marketplace shifts reshape future cycles, units internalizing the WIN framework will consistently outperform peers who do not. Ultimately, as General Stanley McChrystal warned, “If you don’t invest in the people who power your mission, don’t be surprised when the mission fails.” In ATAP, investing in people through early, transparent, and adaptive engagement is no longer optional. Units that Work Early, Invest in Transparency, and Navigate Challenges will consistently outperform other formations that fail to WIN.
Edward Prueitt is a Major in the U.S. Army and a recent Human Resources Command (HRC) Career Manager. Edward previously served as an Observer, Coach, and Trainer at the National Training Center, Hazard Response Chemical Company Commander in the 48th Chemical Brigade, Company Executive Officer and Recon Platoon Leader in the 2d Engineer Battalion, and Brigade and Battalion Chemical Officer time in the 1st Armored Division. Edward has facilitated and executed five marketplaces as an HRC Career Manager, participated in 5 marketplaces as a mover and is currently serving as the Brigade Operations Officer for 48th Chemical Brigade, U.S. Army 20th CBRNE Command.
