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Author: Matthew Walsh
Publisher:
Published: 2021
Total Pages: 0
ISBN-13: 9781977407245
DOWNLOAD EBOOKThe Department of the Air Force is revamping the way it manages officer development and promotion. The Air Force Personnel Policy Simulation Tool models the effects of personnel policy changes to identify potentially adverse consequences.
Author: Brandon S. McKinnon
Publisher:
Published: 2023
Total Pages: 0
ISBN-13:
DOWNLOAD EBOOK"In April 2023, the Department of Defense (DoD) named its first Chief Talent Management Officer (CTMO), a position that will reside in the Office of the Under Secretary of Defense for Personnel and Readiness (USD(P&R)). This new role will be responsible for implementing the entirety of DoD Total Force talent management strategy. While this is the step forward in the right direction to improving the DoD’s talent management efforts, it is only the beginning and will require significant commitment to reviewing and revising existing policies and cultural practices to drive any substantial and lasting impacts. Often titled Chief People Officer, Chief of Human Resources or Chief Talent Officer, private companies have employed similar positions for years and reaping the benefits of dedicating resources to improve business talent management strategies. Having spent the last 10‐months imbedded as a Fellow in a large tech company, I have had the opportunity to observe and learn successful approaches to talent management that delivered successful results. While there are obvious and very distinct differences between industry and the military (e.g., compensation practices), there are many similarities. By in large, civilians and military members seek to find value in their work, feel valued for their efforts, and have opportunities to gain new skills and grow professionally."--Page 1.
Author: Tim Kane
Publisher: Hoover Press
Published: 2017-06-01
Total Pages: 252
ISBN-13: 0817920765
DOWNLOAD EBOOKTim Kane analyzes the strengths and weaknesses of the US armed forces leadership culture and personnel management. He proposes a blueprint for reform that empowers troops as well as local commanders. Kane's proposals extend the All-Volunteer Force reforms of 1973 further along the spectrum of volunteerism, emphasize greater individual agency during all stages of a US military career, and restore diversity among the services. The Leader/Talent Matrix–an analytic framework Kane develops in the book–offers a multidimensional view of an organization's personnel practices. A survey of hundreds of veterans and active-duty troops reveals world-class strengths in the US armed forces leadership culture but a wide array of weaknesses in talent management. The Total Volunteer Force returns autonomy to the army, navy, air force, and Marine Corps. Kane offers an array of reforms to improve performance evaluations, create a talent market for job-matching, and revolutionize compensation to better reward merit and skill.
Author: Maria C. Lytell
Publisher:
Published: 2023
Total Pages: 0
ISBN-13:
DOWNLOAD EBOOKTo support the Department of the Air Force's (DAF's) goal of improving diversity, equity, and inclusion (DEI) in its workforce, researchers conducted a qualitative literature review and interviews with subject-matter experts to identify the DAF's existing and planned DEI efforts. This report offers a snapshot of DAF's 2021 DEI efforts, highlighting potential gaps and limitations in several enlisted and officer career fields and across recruiting and accession sources. Recommendations focus on better evaluation and ways to sustain proactive DEI efforts across the DAF.
Author: Daria C. Awusah
Publisher:
Published: 2022
Total Pages: 0
ISBN-13:
DOWNLOAD EBOOK"For over two decades, the United States Air Force has met or exceeded its recruiting goal. However, during and following the COVID-19 global pandemic, all military branches, to include the Air Force, faced and continue to face the toughest recruiting market in over two decades. Recognizing the recruiting challenges brought upon by the pandemic, the Air Force lowered its accessions goal at the onset of the pandemic. Despite doing so, a RAND Corporation survey found that the Air Force (1) exceeded its end strength goal in FY 2020, (2) compared to FY 2019, its accession fell by 18 percent, and (3) its retention rose, most notably among retirementeligible members with at least 20 years of service. In short, the Air Force primarily met its end strength service goals as a result of the increased retention of service members currently serving. This finding highlights the ever-increasing importance of retaining members that the Air Force has trained while also evidencing the service’s need to focus on talent management and retention just as much as it focuses on talent acquisition and recruiting. The need to recruit and retain, in today’s military, the right number of personnel and individuals with the appropriate skillset in the era of The Great Resignation has led to an increasingly complex challenge that the military must meet head-on in order to retain its competitive edge and be prepared for future conflicts. This research paper aims to shed light into the challenges faced by the United States Air Force in the area of recruiting and retention and highlight on-going efforts by the service to combat these challenges. This article likewise offers retention-focused talent management solutions that the Air Force should adopt to ameliorate the retention of its skilled and trained officer corps. Among these recommendations are to (1) employ a talent management officer or team for each career field, (2) diversify assignment officers and development team, (3) enhance the leadership selection process and devote organizational resources to continuous leadership development, and (4) engage in continuous wholistic barrier analysis and execute a widespread strategic public relations campaign. While the needs of an officer’s family are often a driving factor affecting the decision to continue one’s service, this article focuses on individual considerations that the Air Force and its career field managers can work to influence."--Abstract.
Author: National Academies of Sciences, Engineering, and Medicine
Publisher: National Academies Press
Published: 2021-03-02
Total Pages: 289
ISBN-13: 0309678684
DOWNLOAD EBOOKThe USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.
Author: Kirsten M. Keller
Publisher:
Published: 2024-09-30
Total Pages: 0
ISBN-13: 9781977413659
DOWNLOAD EBOOKThe authors assess the question of whether the Department of the Air Force (DAF) acquisition workforce management and development structures can meet the force modernization needs of both the U.S. Space Force (USSF) and the U.S. Air Force (USAF).
Author: Michael J. Colarusso
Publisher: Lulu.com
Published: 2014-06-14
Total Pages: 214
ISBN-13: 9781312278165
DOWNLOAD EBOOKSince 1983, the mission of the U.S. Army Office of Economic and Manpower Analysis (OEMA) has been to provide a sound basis for policy and planning for the Army of the future. Founded by General Maxwell Thurman, this Headquarters Department of the Army (HQDA) asset is nested within the U.S. Military Academy's Department of Social Sciences. The intellectual freedom and community-of-practice provided by this academic setting promotes out-of-the-box thinking, allowing OEMA analysts to devise solutions to strategic challenges facing not just the Army and the Department of Defense (DoD), but other government agencies as well. In the last 4 years, OEMA has devoted a significant amount of its research to officer "talent management," systematic planning for the right number and type of officers to meet the Army's needs at all levels and at all times so that the majority of them are employed optimally. Despite a commissioned officer focus, many of OEMA's talent management principles generalize to any labor force...
Author: James Bevins
Publisher:
Published: 2022
Total Pages: 0
ISBN-13:
DOWNLOAD EBOOK"In 2019, Secretary of the Air Force (SECAF) Heather Wilson launched the 2030 Science and Technology (S&T) Strategy by stating, “The advantage will go to those who create the best technologies and who integrate and field them in creative operational ways that provide military advantages.” In 2021, 15% of Air Force general officers responsible for creating and integrating this technological edge had a science, technology, engineering, and math (STEM) graduate degree, and less than 1% of generals had a STEM doctorate. As one point of comparison, at least 32% and 13% of founding CEOs of Fortune 500 technology companies had a master’s and doctoral STEM degree, respectively. The gulf is larger when you consider that these CEOs used their technical degrees throughout their careers whereas most general officers do not."--Page 1.
Author:
Publisher:
Published: 2022
Total Pages: 0
ISBN-13:
DOWNLOAD EBOOKThis brochure highlights recent research conducted under the Workforce, Development, and Health program of RAND Project AIR FORCE (PAF), targeting issues of enduring concern to DAF leaders. This overview is organized around the four action orders issued by the Air Force's Chief of Staff in December 2020. Action Order A, Airmen: the USAF must "recruit, access, educate, train, experience, develop, and retain Airmen . . . with the attributes required to compete, deter, and win in the high-end fight." Action Order B, Bureaucracy: the USAF "must change its decision processes in order to make analytically-informed and timely decisions . . . to enable the USAF to outpace key competitors' decision cycles." Action Order C, Competiton: "The USAF must accelerate its understanding and mastery of [long-term strategic competitions with the People's Republic of China and the Russian Federation] to accrue warfighting advantages to the United States and U.S. allies and partners; enhance collective deterrence credibility; and drive the competitions to areas of U.S. advantages and/or competitors' weaknesses." Action Order D, Design and Implementation: the USAF must "make force structure decisions in Fall 2020 and amend force planning processes to create the fiscal flexibility required to design and field the future force we need."
