Webinar Series

How Talent Management Systems Help You Manage Your Cybersecurity Human Capital

July 17, 2019
Cyber & Army Talent 

Management

LTC BE Rhodes

Cyber Operations Officer

Colorado Army National Guard

1
Outline

● Army Cyber MOS (17-series) and general requirements for them

● Professional Certifications the Army requires for our Cyber 

Operators

● Army Talent Management System

● Where we are going in the future 

2
Cyber Operations Officer (17A)

Active, Guard, and Reserve

Cyber officers direct teams of professionals and 

technicians that defend Army cyberspace and take 

actions against adversaries to ensure 

commanders' freedom of maneuver in the cyber 

domain.

As leaders of Cyber Mission Force teams, Cyber 

officers are on today’s electronic front lines, 

planning and executing defensive operations to 

protect Army networks and systems from attacks in 

cyberspace. They also plan offensive operations

to disrupt and degrade adversaries’ abilities to use 

the cyber domain.

Requirements:

● Commission (Military Academy, ROTC, 

OCS, Direct)

● Degree in Cybersecurity, Computer 

Science, Technology or Related

● Ability to obtain a Top Secret Clearance

● Acceptance by the Cyber Center of 

Excellence

● Attitude & Aptitude!

3
Cyber Soldiers are highly skilled technical experts who 

provide crucial intelligence and network support to 

safeguard the cyber domain and ensure that commanders 

can maneuver and win.

As defenders of the Army’s presence in cyberspace, 

Cyber Soldiers collect, analyze and report digital data, 

deploy and maintain network defense tools like routers 

and firewalls, evaluate network defense operations, and 

respond to incidents in cyberspace.

Cyber Operations Specialist (17C)

Active, Guard, and Reserve

Requirements:

● ASVAB: General Technical (GT): 110, Skilled 

Technical (ST): 112

● Ability to obtain a Top Secret Clearance

● Acceptance by the Cyber Center of Excellence

● Attitude & Aptitude!

4
Acts as the subject matter expert and advisor to the 

commander and staff regarding the employment of 

offensive and defensive cyber operations, assets and 

personnel. Directs and plans cyberspace 

operations and develops policy recommendations 

and technical guidance regarding the operation of 

cyberspace assets and personnel.

While there is no feeder MOS for 170A, the preferred 

specialties include 17C, 25D and 35N/S. All other 

enlisted specialties, including sister service 

specialties, may apply provided applicants have 

strong technical backgrounds.

Cyber Operations Technician (170A)

Active, Guard, and Reserve

Requirements:

● SGT/E5 and above

● Commission (WOCS)

● 60 College Credits 

● Ability to obtain a Top Secret Clearance

● Acceptance by the Cyber Center of 

Excellence

● Attitude & Aptitude!

5
Professional Certification Requirements (1 of 2)

IAT Level I IAT Level II IAT Level III

A+ CE

CCNA-Security

Network+ CE

SSCP

CCNA Security

CySA+ **

GICSP

GSEC

Security+ CE

SSCP

CASP+ CE

CCNP Security

CISA

CISSP (or Associate)

GCED

GCIH

IAM Level I IAM Level II IAM Level III

CAP

GSLC

Security+ CE

CAP

CASP+ CE

CISM

CISSP (or Associate)

GSLC

CCISO

CISM

CISSP (or Associate)

GSLC

CCISO

IASAE I IASAE II IASAE III

CASP+ CE

CISSP (or Associate)

CSSLP

CASP+ CE

CISSP (or Associate)

CSSLP

CISSP-ISSAP

CISSP-ISSEP

6

● IAT = Information Assurance 

Technician

● IAM = Information Assurance Manager

● IASAE = Information Assurance 

System Architect and Engineer

IAT: Enlisted and Warrant Officers

IAM: Officers and Warrant Officers

IASAE: Officers and Warrant Officers

NOTE: some certifications 

requirements are work-role dependent
CSSP Analyst CSSP Infrastructure Support CSSP Incident Responder

CEH

CFR

CCNA Cyber Ops

CCNA-Security

CySA+ **

GCIA

GCIH

GICSP

SCYBER

CEH

CySA+ **

GICSP

SSCP

CHFI

CFR

CEH

CFR

CCNA Cyber Ops

CCNA-Security

CHFI

CySA+ **

GCFA

GCIH

SCYBER

CSSP Auditor CSSP Manager

CEH

CySA+ **

CISA

GSNA

CFR

CISM

CISSP-ISSMP

CCISO

Professional Certification Requirements (2 of 2)

7

● CSSP = Cybersecurity Service 

Provider
Army Talent Management System (1 of 2)

Currently for Army Officers & Warrant Officers:

● Only Active Duty for now 

● Assess Officer / Warrant Officer Knowledge, Skills, Behaviors, and 

Preferences

● Utilizes Officer / Warrant Officer Resume

● Career Coach

● Assignments “Marketplace”

8
Army Talent Management System (2 of 2)

Changes to the Army Enlisted Promotion System:

● Only affects Active Duty (for now)

● Moving to merit-based promotions - excel to promote

● Available promotions will be based on “demand” (needs of the 

Army)

● Phased in from 2019 through 2021

● Army Career Tracker (https://actnow.army.mil/)

9
Where we are going in the future (1 of 2) 

● Information Dominance

○ Cyber

○ EW

○ Information Operations

● Move to the tactical edge

● Faster technology integration (e.g. 

IoT)

○ Agile development methods

● Continue growth in the domain!

10

Cyber EW

Information 

Operations

Information Dominance
Where we are going in the future (2 of 2) 

11

Today... Tomorrow...

Talent Management supporting a highly skilled and technical Army workforce will sustain the future! 
Conclusions

● Cyber is about people!

○ In the end, you’re “fighting” another person on the distant of the network connection

○ Organizations must invest in training and budget for it

○ Technology doesn’t solve problems, people solve problems with it

○ Talent must be managed and assessed

○ Lifelong learning is the norm for today’s Cyber workforce

12
Key References

13

● Army Talent Management: https://talent.army.mil/

● Army Computer & Technical Jobs: https://www.goarmy.com/careers-and-jobs/browse-career-and-jobcategories/computers-and-technology.html

● Army Cyber Center of Excellence: https://cybercoe.army.mil/

● Army Cyber Command: https://www.arcyber.army.mil/

● US Cyber Command: https://www.cybercom.mil/

● Joint Publication 3-12 - Cyberspace Operations: 

https://www.jcs.mil/Portals/36/Documents/Doctrine/pubs/jp3_12.pdf

● Army Field Manual 3-12 - Cyberspace and Electromagnetic Activities: 

https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN3089_FM%203-12%20FINAL%20WEB%201.pdf

● Army Field Manual 3-13 - Information Operations: 

https://armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/FM%203-13%20FINAL%20WEB.pdf

● DoD Information Assurance Workforce Program: 

https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodm/857001m.pdf

● Military Cyber Professionals Association - Cyber (magazine): http://magazine.milcyber.org/

Contact: brad.e.rhodes.mil@mail.mil
Q & A 

14
Leo Van Duyn

CTC Workforce Development Strategy

JP Morgan Chase

JP Morgan Chase and Co
The guidance provided in this presentation was prepared exclusively for the benefit and 

internal use of the party to whom it is delivered (each, a “Recipient”). The guidance is not 

intended as, nor shall be deemed to constitute or contain, advice on which the Recipient may 

rely and is confidential and proprietary to JPMC. The guidance may not be copied, published, 

disclosed or used, in whole or in part, for any purpose other than as expressly authorized by 

JPMC. This guidance is not intended, nor should it be relied upon, to address every aspect of 

the subject discussed herein. The Recipient is responsible for determining how to best 

protect itself against cyber threats and for selecting the cybersecurity best practices that are 

most appropriate to its needs. JPMC assumes no responsibility or liability whatsoever to any 

person in respect of such matters, and nothing within this guidance shall amend or override 

the terms and conditions in the agreement(s) between JPMC and the Recipient.

JP Morgan Chase and Co

Disclaimer
Development Cycle

Assess

Take an inventory of 

your individual skills 

and abilities.

Discuss

Review and discuss 

your skills profile 

with your manager.

Set Goals

Define 2-3 

development goals 

with your manager and 

document in My 

Development.

Resources

Do your research to 

identify the 

resources available 

to you to meet your 

goals.

Train

Request time and 

take time to learn, 

practice and discuss 

with others.

2

1

3

4

5 6

Request

When internal resources 

aren’t enough submit a 

request for external 

support.

Our workforce platform enables our people to have more transparency into the expectations of our technical job 

families. This, in turn enables:

• Data-driven development conversations between employees and managers

• Well-planned mobility opportunities and better confidence in role fit

• Org design planning that leverages the strengths of our organization to ensure they are aligned to the most 

impactful business need

A core part of the workforce development strategy is our culture of continuous learning. Our quarterly 

development cycle encourages our people to re-assess their skills regularly to enable more focused development 

conversations, which leverage the full spectrum of development capabilities that our firm offers

JP Morgan Chase and Co
Talent Management

JP Morgan Chase and Co

Our current workforce platform uses a common taxonomy approach to define the 

desired skills for our technical job families and helps individuals self-assess where 

they are in their development journey towards acquiring these skills. The data 

collected gives an improved understanding of the development needs at a business, 

unit, function or employee level, enabling the creation of more effective family and 

function based training programs. 

For our people, this platform enables individuals to proactively identify and explore 

learning journeys based on their skills assessment and transparency of the full map 

of desired skills associated with their job family. 
JP Morgan Chase and Co

Workforce Platform

Employee Landing Page

1. Employees overall state 

Employees work role progress.

Employees assessment results.

Employees career path interest.

1. Employees strengths and opportunities 

for upskilling.

1. Comparison of employees assessment to 

current work role expectations.

1. What career paths are best suited to the 

employees profile?

2. How an employees profile compares to 

their career interests 

NOTE: The platform provides links to learning 

for both assessment and career path.

1

2

3

4

5

a

b

c
Preliminary Insight Analysis

Below is an initial analysis of the insights gained for one of our job families. We have aggregated the 

teams responses to show top 10 ‘Areas of Strength’ and the top 10 ‘Areas of Development’ team. 

NOTE: The ‘Skill – Detail’ has been anonymized. 

JP Morgan Chase and Co
Leadership Observations

Insight from Workforce Platform Leadership Observation Next Steps

‘Professional Skill 4’ is on the 

‘Areas of Opportunity’ list.

‘Business Skill 4 is fundamental for this work role. Work with the education team to create a plan to uplift 

‘Professional Skill 4’.

‘Professional Skill 1’ has been 

identified as a top ‘Area of 

Strength’. 

This strength is not being observed consistently in the 

day-to-day activities.

Need to validate findings:

If accurate: Am I using my people in the right way? How can 

I maximize this strength?

If inaccurate: Communicate to team to ensure management 

and employees have the same understanding of 

‘Professional Skill 1’?

‘Business Skill 5’ and ‘Business 

Skill 6’ are both on the ‘Areas of

Opportunity’ list.

The team should be strong in these skills. Employees have 

been provided training for these skills.

Review current training:

• Are employees not taking the training?

• Does the training need to be updated because its not well 

understood? 

JP Morgan Chase and Co
Insights

Challenges

1.Creation and maintenance of the linkages between the taxonomy and learning.

2.Producing effective communications to:

• Ensure leadership/employees understand this is a development/mobility tool.

• Address employee concerns regarding assessment data usage.

3.Building confidence in a self assessment dataset. 

Next Steps

1.Develop enhanced reporting based on assessment data and business driven requirements to: 

• Create or improve family or function based learning journeys.

• Identify trend data to inform learning journeys and ensure they remain relevant.

2.Proof of concept using other sources to enrich our self-assessment dataset, such as:

• Manager Validation

• Certifications

• Lab/Range Skill assessments

• Completion of a learning journey

JP Morgan Chase and Co
Q & A 

23
Thank You for Joining Us!

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24

Upcoming Webinar: “Understanding Interventions that Broaden 

Underrepresented Minority Participation in Cybersecurity Careers”

When: Wednesday, September 18, 2019 at 2:00pm EDT

Register: https://nist-nice.adobeconnect.com/webinarsep2019/event/registration.html