Commandant of the Marine Corps Issues Talent Management 2030 Plan
3 Nov 2021

HEADQUARTERS MARINE CORPS – The Commandant of the Marine Corps released a plan titled Talent Management 2030. This document describes a fundamental change to the Marine Corps personnel system. The plan details how Marine Corps will implement new models for recruiting talent, establish an assignments process consistent with our warfighting philosophy, introduce new measures to increase career flexibility; and adopt modern digital tools, processes, and analytics, consistent with industry standards. Without a talent management system that recruits, develops, and retains the right Marines, modern Marine Corps operational concepts, as described in Force Design 2030, cannot reach their full warfighting potential.  

“The most important element of this report is the individual Marine,” General David H. Berger, Commandant of the Marine Corps, stated in the document. “Transitioning to a talent management system will enable us to better harness and develop the unique skills and strengths of our Marines, improve the performance of our units in competition and combat, and ensure that we remain ‘most ready when the Nation is least ready,’ today and into the future.” 


Key areas for changes include: 

·         Recalibrating our enlisted personnel model to better balance recruiting and retention, in order to mature the force; 

·         Retooling how enlisted Marines are assigned to military occupational specialties (MOS) to align talents and potential with the needs of the Marine Corps; 

·         Developing return-to-service options for Marines who have left active duty and offering lateral entry opportunities for highly qualified candidates; 

·         Incorporating a talent marketplace to give individual Marines a say in the trajectory of their careers and commanders a voice in who join their staffs; 

·         Incorporating 360-degree feedback for those in leadership roles; 

·         Creating a board-selected staff officer track modeled after the acquisition officer pipeline; 

·         Digitizing the re-enlistment process to reduce obstacles to re-enlistment; and 

·         Adopting modern digital tools, analytics, and processes to improve the efficiency of the talent management system. 


The full document can be accessed here:

 The executive summary can be accessed here:


Maj. Eric Flanagan

The Official United States Marine Corps Public Website