Expanding Enlisted Lateral Entry: Options and Feasibility
May 2, 2004
|PDF file||0.1 MB||
Use Adobe Acrobat Reader version 10 or higher for the best experience.
Researchers developed a new framework to evaluate options for expanding lateral entry of non-prior-service personnel into enlisted, active-duty military occupations. The framework links goals of lateral entry with program design features. An exclusive focus on the goal of reducing training costs led the authors to recommend an alternative, namely that DoD explore options for increased lateral entry of prior-service personnel, both active and reserve. Emphasis on other goals, such as introducing new or higher experience levels into the enlisted force, could lead to different conclusions.
Each year the U.S. military recruits about 180,000 new soldiers, sailors, airmen, and marines. Although some of the recruits enter the military with occupational skills learned through education or experience outside the military, the military typically ignores this nonmilitary human capital. Instead, it either teaches the military-specific knowledge or skills germane to an occupation to an entrant who knows the nonmilitary form or trains that entrant for a new occupation. In FY 2002, for example, the military spent about $3.3 billion for advanced occupational training, some of which may duplicate training and experience acquired by recruits before joining the military.
Another option is lateral entry, under which new recruits are given credit for prior education and experience in similar nonmilitary occupations. Although lateral entry does occur in select military grades and occupations, on the whole this option is currently little used by the military, particularly into enlisted occupations. However, the current Department of Defense (DoD) Military Personnel Human Resource Strategy envisions more widespread use of lateral entry in the future. Therefore, the Office of the Under Secretary of Defense (Personnel and Readiness) asked the RAND National Defense Research Institute (NDRI), a division of the RAND Corporation, to develop a framework for evaluating the use of lateral entry programs for the recruitment of non-prior-service personnel into enlisted, active-duty occupations.
The study found that pursuing a policy of large-scale lateral entry of non-prior-service personnel into enlisted occupations would not likely lead to a significant reduction in training costs absent other significant changes. As reported in Expanding Enlisted Lateral Entry: Options and Feasibility, a better alternative, given the goal of cost savings, could be to consider expanding lateral entry of prior-service personnel.
The researchers drew on previous studies as well as examples of current programs in the military and private sector to identify potential goals of lateral entry programs and the program features that might be manipulated to achieve those goals.
Lateral entry programs might be used to achieve at least four goals:
At least four categories of program features can be manipulated to support the goals:
The sponsor identified the reduction of training costs as the principal motivator for considering more widespread adoption or expansion of lateral entry in the current environment. Researchers therefore selected program features that would help achieve this goal.
Using these criteria, the research team identified four possible candidate occupations for lateral entry. However, concerns about the quality of the match between the military occupations and their civilian counterparts, the reliability of civilian earnings data, and the stability of external labor supply led the team to conclude that pursuing a large-scale policy of lateral entry of non-prior-service personnel in even these four occupations does not show promise at this time.
Because expanded use of lateral entry programs for non-prior-service personnel is unlikely to be successful in reducing training costs on a meaningful scale without introducing serious force management risks, the researchers recommended that, in the near term, DoD refrain from launching pilot studies or new programs of this kind. Instead, DoD should continue existing lateral entry programs and consider other alternatives for expanding the use of lateral entry.
Explore options for increased lateral entry of prior-service personnel, both active and reserve. By recruiting prior-service personnel back into the same occupations, the military services can amortize training costs over a longer career length, avoid new training costs, and minimize the cultural disruption caused by lateral entry.
If the goals of filling personnel gaps or expanding recruiting markets advance in priority, consider improving and enhancing established, but little used, programs such as the Army Civilian Acquired Skills Program (ACASP) and the Navy's Direct Procurement Enlistment Program (DPEP). Integrating program goals into recruiter training and incentives will be key to any improvement efforts, as will the consideration of incentives for recruits. Both programs would be helped by the support of strong, high-level service advocates.
This research brief describes work done for the RAND National Security Research Division.
This report is part of the RAND Corporation Research brief series. RAND research briefs present policy-oriented summaries of individual published, peer-reviewed documents or of a body of published work.
This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.
The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.