The Dynamic Retention Model for Air Force Officers
The Dynamic Retention Model for Air Force Officers

Author: Michael G. Mattock

Publisher: Rand Corporation

Published: 2007

Total Pages: 91

ISBN-13: 0833041584

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The U.S. Air Force (USAF) needs accurate models to develop retention policies that ensure the force has a sufficient number of experienced officers to meet current and future requirements. The dynamic retention model (DRM) can be used to take into account the effect of the availability of multi-year contracts to certain classes of Air Force officers. Unlike the annualized cost of leaving (ACOL) model long used by researchers working on USAF personnel issues, the DRM takes into account the value an officer may place on future career flexibility in the face of uncertainty, and thus is particularly well suited to examining the effect of bonus programs that have service commitments, such as the Aviator Continuation Pay (ACP) program, which pays an annual bonus to pilots and certain groups of navigators and air battle managers who commit to extend their service for specified numbers of years or to a specified length of service.

Advancement and Retention Barriers in the U.S. Air Force Civilian White Collar Workforce
Advancement and Retention Barriers in the U.S. Air Force Civilian White Collar Workforce

Author: Kirsten M. Keller

Publisher:

Published: 2021-07-31

Total Pages: 180

ISBN-13: 9781977405500

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The Air Force experiences challenges in maintaining a demographically diverse civilian workforce. This report documents the results of a study designed to better understand the challenges that Air Force civilian women, racial/ethnic minorities, and individuals with disabilities in General Schedule (GS) (and equivalent) positions may face in advancing to higher pay grades as well as factors they consider when deciding whether to remain with the Air Force. The study analyzed Air Force personnel data to identify demographic differences in advancement and retention patterns and conducted focus groups and interviews with close to 300 participants to better understand potential advancement and retention barriers. The report describes key findings related to differences in advancement and retention and provides recommendations for potential changes to Air Force policies and practices to help grow and retain civilian talent from across all demographics.

Military Retention Incentives
Military Retention Incentives

Author: Justin Joffrion

Publisher:

Published: 2015

Total Pages: 45

ISBN-13:

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The limited lateral entry and rigid pay structure for U.S. military personnel present challenges in retaining skilled individuals who have attractive options in the civilian labor market. One tool the services use to address this challenge is the Selective Reenlistment Bonus (SRB), which offers eligible personnel with particular skills a substantial cash bonus upon reenlistment. However, the sequential nature of the bonus offer and reenlistment process limits the ability to adjust manpower quickly, raising interest in research that estimates the effect of the SRB on retention. While this literature has acknowledged challenges including potential endogeneity of bonus levels, attrition, and reenlistment eligibility, many studies do not address these concerns adequately. This paper uses a comprehensive panel data set on Air Force enlisted personnel to estimate the effect of the SRB on retention rates. We exploit variation in bonus levels within skill groups, control for civilian labor market conditions, and model reenlistment eligibility to avoid common assumptions that lead to biased impact estimates. We find substantial heterogeneity in the effect of the bonus, with the largest effects on first-term service members and those whose skills have not historically received a substantial bonus. We also find evidence that the bonus affects the timing of reenlistment decisions in addition to their frequency.

Department of the Air Force Civilian Compensation and Benefits
Department of the Air Force Civilian Compensation and Benefits

Author: Ginger Groeber

Publisher:

Published: 2021-03-31

Total Pages: 194

ISBN-13: 9781977406392

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The authors examine U.S. Air Force civilian compensation for hard-to-fill and mission critical occupations, comparing it with other federal agencies and the private sector and providing recommendations for recruiting and retaining civilian talent.

Assessment of USAF’s Civilian Hiring Process and the Potential Impact it Has on Our Ability to Recruit and Retain a Millennial Workforce in an Effort to Replenish an Aging Civilian Workforce
Assessment of USAF’s Civilian Hiring Process and the Potential Impact it Has on Our Ability to Recruit and Retain a Millennial Workforce in an Effort to Replenish an Aging Civilian Workforce

Author: Derek T. Crowder

Publisher:

Published: 2017

Total Pages: 30

ISBN-13:

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"With many Air Force civil servants eligible to retire within the next ten to fifteen years it is important we ensure our civilian hiring practices do not negatively impact the Air Force’s ability to recruit and retain Millennials to replenish our aging civilian work force. Millennials are those born between 1981 and 1999 and make up over 23 percent of the population and our critical to the success of civil service. Understanding who millennials are, what they desire for employment should be a focus area for federal employers. The USAF has implemented significant changes through the use of the end-to-end hiring initiative of 2011, however, there are four additional areas the federal government should also address. These changes are: 1. significant investment in recruiting opportunities for civilian hires, 2. increase development opportunities, 3. a robust feedback process during the orientation process, and 4. increase manpower to meet or decrease the 80-day timeframe. Including these changes as well as the initiatives from the 2011 end-to-end hiring initiative will increase the ability to recruit and retain millennials for civil service."--Abstract.

Military Retention Incentives
Military Retention Incentives

Author: Justin L. Joffrion

Publisher:

Published: 2015

Total Pages: 0

ISBN-13:

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The limited lateral entry and rigid pay structure for U.S. military personnel present challenges in retaining skilled individuals who have attractive options in the civilian labor market. One tool the services use to address this challenge is the Selective Reenlistment Bonus (SRB), which offers eligible personnel with particular skills a substantial cash bonus upon reenlistment. However, the sequential nature of the bonus offer and reenlistment process limits the ability to adjust manpower quickly, raising interest in research that estimates the effect of the SRB on retention. While this literature has acknowledged challenges including potential endogeneity of bonus levels, attrition, and reenlistment eligibility, many studies do not address these concerns adequately. This paper uses a comprehensive panel data set on Air Force enlisted personnel to estimate the effect of the SRB on retention rates. We exploit variation in bonus levels within skill groups, control for civilian labor market conditions, and model reenlistment eligibility to avoid common assumptions that lead to biased impact estimates. We find substantial heterogeneity in the effect of the bonus, with the largest effects on first-term service members and those whose skills have not historically received a substantial bonus. We also find evidence that the bonus affects the timing of reenlistment decisions in addition to their frequency.