text: Chapter 4
  4-42. The Army must effectively manage diverse talent for a complex world by optimizing the human
  performance of every Soldier and civilian in the Army total force and by building cohesive teams of trusted
  professionals who thrive in ambiguity and chaos. The Army must also optimize talent management through
  work force planning and the acquisition, employment, development, and retention of Army professionals.
  Teams that are built better and comprised of the right individuals will improve the Army. The Army must
  take a holistic approach to support human capital management transformation by implementing and
  sustaining policies and practices that will optimize talent management.
  4-43. The Army Talent Alignment Process (ATAP) is a decentralized regulated assignment marketplace
  operationalized through the Assignment Interactive Module 2.0, and in the future, within IPPS-A. The
  process incentivizes the exchange of accurate and granular KSB-P improving alignment of the Army talent
  supply with unit talent demands utilizing three phases: set the market, execute the market, and clear the
  market.
  Phase I – Set the Market
  4-44. A commander and unit have various roles and responsibilities during the ATAP. Commanders can
  delegate some of these roles to maximize the efficiency of their talent search. A unit commander, brigade
  executive officer, brigade S-1, or brigade strength manager cannot be solely responsible for preparing a unit
  to navigate the ATAP. While the process may be time consuming, establishing lines of effort, task organizing,
  and taking a team approach to the process will pay dividends to the unit. It is highly recommended that units
  create an internal conference style meeting before a manning cycle to maximize efforts for talent
  management. Commanders and brigade S-1s/strength managers should refer to The Commander’s Guide to
  ATAP as a resource to navigate the ATAP for their officer populations.
  4-45. The Set the Market phase begins with identifying unit position vacancies and officers available to
  move, and ends with validating both the unit positions to be filled and the population of officers available.
  Units inventory their officers, validate projected position vacancies, and post detailed positon descriptions
  within the Assignment Interactive Module 2.0 describing the KSB-P desired for the positions. Officers
  identified to move, update their resumes in the module, describing the unique KSB-P they possess. The HRC
  validates the list of vacant positions IAW officers available, manning priorities, and senior leader guidance.
  4-46. Human resources professionals can assist commands in identifying all movers, vacancies, determining
  priority of position vacancies, and recording the desired KSB-P of inbound officers. It is recommended that
  the brigade S-1 or brigade strength manager conduct a variety of strength management actions to include—
  * Validate and Adjust Year/Month Available to Move for verified officers identified to move as
  soon as possible before Phase I, Set the Market.
  * Submit Mission Essential Requirements through the ATAP in the Assignment Interactive Module
  2.0.
  * Fill out information and KSB-Ps for each advertised position. It is critical for the brigade S-1 or
  strength manager to keep this information up-to-date throughout the ATAP market.
  * Rank order all position vacancies to indicate the commander’s priority of fill to inform HRC of
  the commander’s requirements list, enabling validation of priority vacancies within a unit.
  Phase II – Execute the Market
  4-47. This phase begins when the ATAP opens and ends with a predetermined date-time-group published by
  the HRC. After a unit submits its mission essential requirements for the upcoming ATAP cycle, the HRC
  will execute their internal processes for validating requirements. Requirements will be validated based on
  Active Component manning guidance. The process opens with officers reviewing unit position vacancies,
  interacting with unit points of contact or the position incumbent to gather more information, and then
  indicating their desired assignments in rank order. Units assess available officers’ resumes, dialogue with
  interested officers and officers who may have yet to express interest, conduct interviews, and preference
  available officers in rank order.