Chaplain Corps, you can do better.
My entire career, any branch officer could pick up the phone and call branch, have a conversation with the branch manager, see what is open and advocate for what they want. It has seemed fairly straight forward for them and they always look a little confused when I try to explain our system for assignments.
So, as I understand it, after 10 years of active service, here’s how it goes.
We fill out a “dream sheet.” This is an online form that allows us to input our salient data, offers three choices for both continental US assignments and overseas (including Alaska and Hawaii) assignments as well. Then, in a single box, we are allowed (using only 200 characters including spaces and punctuation) to write out any other considerations for our assignments. It is here, in 200 characters, we need to be able to articulate where we want to go, what we want to do, and why we would be good for that path in a career.
This information is taken to a “personnel conference,” prayed over and assignments made. I have been told that our personnel managers are there to advocate for us (there is a list of about 30 items – needs of the Army at the forefront) that are taken in consideration in order to make the best choice.
If it seems convoluted and over-complicated, I think that it is. Where I am stationed, there are three lines of authority between myself and the personnel manager. I have to trust that my messages are getting through. In 2015. Really?
In the flat-earth information age we live in, it seems archaic that we (chaplains) need highly paid personnel managers to “advocate” for us at a central conference.
I do not disparage their work, I’m sure they are actively engaged with making moves that make sense for the Corps.
The problem is, as I see it, is that the process is shrouded in unnecessary mystery and does not allow for personal control of one’s career. I would like more control in the process. I would like more of a say in where I go and what my career looks like.
I offer the following as an alternative to bring the system into a more modern way:
1. Make it a transparent process. Publish the slots that are coming up. Describe them. Highlight needs of the Army and what would be a good career move.
2. Own that there are tiered slots. There are slots that are “good career moves” only its not clear what those are only that the Corps seems to value combat arms and special forces above all. I don’t care if a slot is “good or bad” for my career, I just want to Corps to own it. Let me decide if I want to have quality of life vs. a good career move.
3. On that note, make those top tier slots application based. Give the senior chaplain the power to “hire” their own team. Let chaplains apply for the jobs they want to have. Obviously there will be jobs that people won’t want. Needs of the Army always reigns supreme. But give chaplains more of a voice in their careers.
4. Let chaplains choose their career paths. If a chaplain wants to stay somewhere, let them. Even if it hurts their chance a promotion, let them knowledgeably choose want they want to do. Let chaplains work in the fields they are most gifted in.
5. Every move is three years. If a chaplain wants to stay beyond that, they have to apply to do so. If the senior chaplain wants them to, let them stay. After 1 year time on station, let them apply for a different job. There is no guarantee that they would get it but they could apply. Too much movement is bad for a career and too less would also be so but let the chaplain choose.
6. Finally, allow a seamless transition between reserve and active component. There really is no reason a chaplain could not take three years, go back to civilian ministry, and then apply for a job back in the active component. It is institutional arrogance that says that this would not work. In fact, I believe that if the Army mandated that say, every 8 years, a chaplain needed to return to civilian ministry, we would have better, more pastoral, chaplains. Chaplains hanging on for that magical 20 year retirement is not good for the Corps.
In short, let chaplains manage their own careers. I believe we’d be a better Corps for it and hold on to talent.
The “good ole’ boy” system needs to go.
The Chaplain Corps is a remarkably white, male, conservative, protestant Corps which does not resemble the rest of the Army. Perhaps opening up career management to the individual chaplain would go a long way toward correcting the problem I wrote about here.