The U.S. Army considers people its competitive advantage; however, industrial-age personnel practices still factor into its performance management systems. Just as the Army cannot succeed in fighting future wars with yesterday’s technology, it cannot succeed using antiquated performance management practices in the information age and beyond. With this in mind, we used a mixed research methodology to answer the following question: How can USASOC’s performance management practices be adapted to improve performance and retention of special forces officers? First, we conducted a qualitative comparison of for-profit, nonprofit, and military organizations. Second, we performed quantitative analysis via a SOCOM–sponsored survey of special forces officers. Findings indicate that retention is an output of talent acquisition and talent management systems and is heavily influenced by organizational culture. Moreover, retention issues are symptoms of a larger problem that requires a holistic solution and modernization of performance management practices. We recommend that USASOC adopt a sociotechnical performance management system that incorporates a continuous 360 performance review process, data-driven methodology, and multi-dimensional evaluations to improve performance and retention. Finally, USASOC should extend time in key developmental positions and create specialized career tracks that enable depth of professional development.Major, United States ArmyMajor, United States ArmyMajor, United States ArmyApproved for public release. distribution is unlimite
