The Army is refining its talent management processes to keep pace with the demands of large-scale combat operations, the service’s top personnel officer said.

“Our Army is lethal, cohesive and ready. We are proud, but we are not satisfied,” said Lt. Gen. Brian Eifler, Army deputy chief of staff for personnel, G-1. “The goal is to improve, streamline and renovate how we do things in the [human resources] community to be faster and more efficient. Our readiness for large-scale combat operations depends on it.”

Testifying before the Senate Armed Services personnel subcommittee, Eifler said that the Army plans to overhaul its retention processes to “ensure quality over quantity and provide leaders the right skills for our formations.”

Some retention changes include using data analytics to support retention targets and modernizing the enlisted retention program and the centralized promotion board system, Eifler said in his written testimony.

After struggling to meet its recruiting goals, the Army’s transformation of its recruiting enterprise is already paying off, Eifler said. “A couple years ago, we completely revamped it,” he said. “Over the last 12 to 18 months, … we're seeing … the fruition.” He added, “Last year was a good year, this year is a great year.”

Just six months into the fiscal year, the Army has recruited over 50,000 recruits. The goal is to bring in 61,000 new soldiers by the end of the fiscal year on Sept. 30, Eifler said.

The service is undergoing a “fundamental transformation,” Eifler wrote in his written testimony. “We are adapting and changing capabilities, force structure and recruiting enterprise in order to recruit and retain the best talent for our all-volunteer Army,” he said.