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

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

This report proposes new metrics to measure expeditionary agile combat support (ACS) capacity and uses these metrics to assess the capacity of the current ACS manpower mix to support expeditionary operations, finding that there are imbalances among its career fields relative to expeditionary demands. This report develops and assesses several rebalanced manpower mixes to address these imbalances.

/pdf/balancing-agile-combat-support-manpower-to-better-meet-the-3npf5jxlvo.pdf

Balancing Agile Combat Support Manpower to Better Meet the Future Security Environment

: The U.S. military, particularly the Army and Marine Corps, has begun a significant drawdown of its total force. A large portion of the drawdown will come from the active-duty force, with the Army planning to drop from force levels (as of March 2014) of 510,000 to 490,000 by fiscal year (FY) 2015, and possibly down to 420,000 by FY 2019. These proposed reductions could yield the smallest Army since before World War II (Alexander and Shalal, 2014). Although its reductions are expected to be smaller, the Marine Corps plans to make significant reductions to its workforce in the coming years. The Air Force reduced its active-duty force as recently as FY 2015.

/pdf/force-drawdowns-and-demographic-diversity-investigating-the-2laqcm4jqn.pdf

Force Drawdowns and Demographic Diversity: Investigating the Impact of Force Reductions on the Demographic Diversity of the U.S. Military

: 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

: In fiscal year (FY) 2012, the Air Force Materiel Command (AFMC) reorganized from a 12-center construct to a 5-center construct. The reorganization was driven by Department of Defense (DoD) mandated cuts in civilian manpower levels to respond to the Budget Control Act of 2011 (Public Law 112-25) and was one part of much larger Air Force budget cuts. AFMC restructured its organization more around missions than locations and trimmed staff and overhead administrative positions rather than line positions. In FY 2012, Congress required a review of the reorganization and recommendations for alternative organizational structures, focused on the effects of the reorganization on life-cycle management of weapon systems. A response was completed and submitted in 2012. Subsequently, Congress raised additional concerns about the reorganization in Section 2814 of the FY 2013 National Defense Authorization Act (NDAA) (Public Law 112-339), which is reproduced in full in the appendix. The purpose of this report is to present an assessment of the FY 2012 reorganization of AFMC to respond to the congressional reporting requirements in Section 2814 of the FY 2013 NDAA. This report assesses the following five elements: (1) the effectiveness and efficiency of the reorganization; (2) the extent to which synergies due to collocation among developmental test and evaluation (DTE (3) the reorganization's impact on other commands' ability to meet their responsibilities for operational test and evaluation (OTE (4) whether the reorganization is in adherence with 10 U.S. Code Section 2687; and (5) the extent to which the Air Force coordinated the reorganization with the Office of the Secretary of Defense (OSD), and if any concerns raised by OSD were addressed.

/pdf/assessment-of-the-air-force-materiel-command-reorganization-1n80vte06a.pdf

Assessment of the Air Force Materiel Command Reorganization: Report for Congress

A congressionally mandated review of the proposed restructuring of Air Force Materiel Command examined the proposal and its effect on life-cycle management, weapon system sustainment, and overall support to the warfighter. It also presents process improvement options to improve warfighter support and product development/support system design and operations support efficiencies, and it suggests organizational changes to facilitate their implementation.

/pdf/air-force-materiel-command-reorganization-analysis-final-404xzfvidk.pdf

Air Force Materiel Command Reorganization Analysis: Final Report

Workforce Planning in the Intelligence Community

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