Within the past decade, the Air Force has employed two governance structures to oversee human resource development and human resource management (HRM). The first was known as the Force Management and Development Council (FMDC), and the current is the HRM Strategic Council (HSC) and HRM Strategic Board (HSB). Recently, considerable interest has been expressed in discarding the HSC format in favor of returning to an FMDC-like structure. This Perspective reviews the two structures and provides analysis of strengths and weaknesses. The primary objective is to provide insights to assist in development of a new, more effective governance structure that will meet the challenge of providing greater adaptability and flexibility as outlined in current Air Force strategy. The insights offered are based on the authors' informed judgments and perspective based on their experience, observations, and discussions with knowledgeable people and stakeholders.
The work presented here was conducted within the Manpower, Personnel and Training Program of RAND Project AIR FORCE.
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