Democracy and the Public Service

The article presents a review of the book “Human Resource Management in the Knowledge Economy: New Challenges, New Roles, New Capabilities,” by Mark L. Lengnick-Hall and Cynthia A. Lengnick-Hall.

Human Resource Management in the Knowledge Economy

This report describes what professional experiences and other characteristics the general and flag officers in each of the military services tend to share as a result of each service's approach to personnel management and other related factors, such as service culture, and how these approaches might influence the ways in which general and flag officers lead, manage, and advise.

/pdf/raising-the-flag-implications-of-u-s-military-approaches-to-umbz6900ol.pdf

Raising the Flag: Implications of U.S. Military Approaches to General and Flag Officer Development

The National Defense Authorization Act for Fiscal Year 2011 mandated a review of gender-based assignment restrictions. To support this effort, RAND researchers analyzed service data to describe and quantify the military occupations that are closed to women, as well as occupations that are open with some positions that are closed.

/pdf/the-extent-of-restrictions-on-the-service-of-active-4t2vnlui7i.pdf

The Extent of Restrictions on the Service of Active-Component Military Women

: The Director, Total Force Planning and Requirements, Office of the Under Secretary of Defense, Personnel and Readiness (OUSD[P and R]), asked the RAND Corporation to undertake a study titled Facilitating Military-to-Civilian Conversions The objective of this research project was to identify the primary impediments to converting military positions to government civilian positions and to recommend changes to statutes, policies, and/or business practices that would facilitate these conversions The project also examined past experiences with converting military positions and the research literature to identify lessons that could be used to inform future efforts The RAND team identified a number of opportunities for improving both policies and business practices in order to facilitate military-to-civilian conversions and motivate greater use of this force management tool, should that be the departments goal This research should be of interest to Department of Defense personnel involved with manpower planning, civilianization, and managing the trade-offs between military and civilian personnel It should also be of interest to the makers of laws and policies that govern performance of work by military service members, civilian personnel, and contractors The research was sponsored by OUSD(P and R) and conducted within the Forces and Resources Policy Center of the RAND National Defense Research Institute,a federally funded research and development center sponsored by the Office of the Secretary of Defense, the Joint Staff, the United Combatant Commands, the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community

/pdf/u-s-department-of-defense-experiences-with-substituting-3eimpeoiic.pdf

U.S. Department of Defense Experiences with Substituting Government Employees for Military Personnel: Challenges and Opportunities

: With more than 100,000 military, civilian, and contractor personnel, AFMC is responsible for developing, acquiring, and maintaining most Air Force weapons and other military systems. Unlike the rest of the Air Force, most AFMC personnel are civilians (56 percent) or contractors (26 percent), many of whom have specialized technical skills. As technology changes, as new weapons are developed, and as battlefields' operating requirements change, so do AFMC's personnel requirements. To address its current and future workforce needs, AFMC is working to strengthen its capabilities to engage in proactive, analytically based workforce planning and development. This practical guide to workforce planning and development is a contribution to this effort.

/pdf/workforce-planning-and-development-processes-a-practical-4t926sabtg.pdf

Workforce Planning and Development Processes: A Practical Guide

: As the Air Force plans and implements budget-driven force structure reductions, questions about the right mix of forces have emerged from the active component (AC), the reserve components (RC), and other stakeholders. This document seeks to illuminate the factors that bear on the suitability of various missions for assignment to the RC and should therefore be considered in force mix deliberations. We note at the outset that past force reductions have not been proportional across the components. Nor do we believe that proportionality should be the basis for future reductions. Rather, carefully assessed suitability of the AC and RC to provide force structure for various missions, with cost and effectiveness as a primary concerns, should drive force composition decisions. A primary consideration is the relative availability of the RC for meeting both strategic and operational taskings from combatant commanders. This availability is tempered by statutory and funding restrictions on the use of reservists for active missions. These restrictions establish a primary focus on reserve force training and administration by both full-time reservists and part-time reservists while funded under reserve appropriations. This reduces the utility of the RC as an operational reserve. We also found that management of the Military Personnel Appropriation (MPA) man-day program is not optimal for fully utilizing the RC as an operational reserve, primarily because the man-day program does not explicitly consider access to lower RC flying hour costs available in some missions. In our discussion of relative AC and RC costs, we stress that cost comparisons are meaningful only when costs are expressed in terms of useful unit outputs. For flying units, we identify those outputs as owned aircraft (with ready aircrews and maintenance workforces), total flying hours, and operational flying hours.

https://www.rand.org/content/dam/rand/pubs/research_reports/RR400/RR429/RAND_RR429.pdf

Suitability of Missions for the Air Force Reserve Components

: This monograph describes research into the U.S. Air Force's manpower, personnel, and training system and current personnel tempo (PERSTEMPO) issues. It discusses this system and how it functions and makes suggestions about how it might be improved in the future. To illustrate some of the interactions, it also describes a nine-year retrospective examination of Air Force manpower requirements, funded authorizations, and assignments in key functional areas at representative installations. The objective of this research has been to develop policies and procedures to help the Air Force achieve and maintain an appropriate balance between funded manpower authorizations, skill levels, and PERSTEMPO.

/pdf/maintaining-the-balance-between-manpower-skill-levels-and-23f7yjcz4g.pdf

Maintaining the Balance Between Manpower, skill Levels, and PERSTEMPO

: Since its inception over 50 years ago, the Air Force specialty-classification structure has had only one major overhaul--in 1993. Yet, the Air Force has changed dramatically. It is smaller. Its people are more educated and experienced. Its missions have continued to evolve. Given the evolving missions, changing workforce, and changing nature of work, several senior Air Force leaders are asking whether the existing specialty codes provide the correct blend or combination (natural clusters) of specialties. Several representatives from RAND Project AIR FORCE were asked to serve as members of an Air Force Specialty Code (AFSC) Reengineering Working Group assembled by the Air Force to assess the clustering of specialty codes. In addition, PAF was asked to determine whether other classification changes might be warranted. This technical report presents those results by examining the current officer-classification structure while seeking to determine whether more fundamental changes are needed. The research began with an analysis of historical major changes in the classification structure. Later, the RAND team conducted interviews with Air Staff, major command (MAJCOM), and Air Force Personnel Center (AFPC) specialty-classification personnel and users of the system, such as functional managers, assignment managers, and occupation analysis specialists. Additional information was obtained during briefings given by functional managers to the AFSC Reengineering Working Group. Historical documents, as well manpower and personnel data obtained primarily from Air Force manpower and personnel databases, were used to verify information received during interviews and briefings and to identify potential issues and extant patterns for comparative analyses.

/pdf/air-force-officer-specialty-structure-reviewing-the-4e0kvvi6jv.pdf

Air Force Officer Specialty Structure: Reviewing the Fundamentals

: Processes for determining U.S. Air Force manpower requirements vary considerably across and within the variety of workforces employed to meet Air Force missions. The relevant workforces include active duty military personnel, full-time and part-time Air Force Reserve (AFR) and Air National Guard (ANG) military personnel, civilian employees, and contractors. Distinctive processes have been developed for quantifying needs for operational, maintenance, and non-maintenance agile combat support workforces. Prioritization among requirements is reached through the programming and budgeting processes of the Air Force Corporate Structure, but that structure depends on the development of manpower standards, manpower modeling, and other similar processes to identify the unconstrained manpower costs of executing and supporting various missions. Our primary focus in this report is on those quantitatively oriented manpower requirements processes and the extent to which they are validated, coordinated, and consistent. We also explore the qualitative side of personnel requirements, whereby, through specialty classification standards and other related processes, the required competencies of various workforces are specified.

/pdf/air-force-manpower-requirements-and-component-mix-a-focus-on-3q9aohba0k.pdf

Air Force Manpower Requirements and Component Mix: A Focus on Agile Combat Support

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