Military Career Field Management

Effective military leaders help nations meet their strategic goals, and the retention of these leaders is essential to preserving morale and unit readiness. RAND has conducted extensive research on training and career development programs that are designed to attract and retain personnel with the most promising mix of knowledge, skills, abilities, and experience.

  • Research Brief

    Research Brief

    New Measure of Military Personnel Quality Reveals that Services Retain Higher-Quality Personnel

    To provide a clearer picture of how the quality of military personnel is revealed over time, RAND Corporation researchers implemented a new, broader measure of quality that incorporates information from the military promotion system.

    Dec 31, 2003

  • Report

    Report

    Learning About Quality: How the Quality of Military Personnel Is Revealed Over Time

    Extends the military services' customary definition of quality -- high school diploma graduate and scoring in the upper half on the Armed Forces Qualification Test -- to include performance as indicated by speed of promotion during the first term.

    Jan 1, 2003

  • Research Brief

    Research Brief

    The Effect of Voluntary Financial Incentives on Separation Rates for Mid-Career Military Personnel

    This research brief describes work documented in An Examination of the Effects of Voluntary Separation (MR-859-OSD).

    Dec 31, 2001

  • Report

    Report

    An Examination of the Effects of Voluntary Separation Incentives

    In this report, the authors address questions about the VSI/SSB (Voluntary Separation Incentive/Special Separation Benefit) program using Defense Manpower Data Center data on Army enlisted personnel.

    Jan 1, 2001

  • Report

    Report

    Military Recruiting: Trends, Outlook, and Implications

    Based on indications of increased difficulty in meeting recruiting goals, RAND was asked to examine recent trends in the recruiting market and to assess their implications for meeting accession requirements.

    Jan 1, 2001

  • Report

    Report

    Labor Substitution in the Military Environment: Implications for Enlisted Force Management

    Analyzes the potential for cost savings associated with the substitution of first term and career personnel at the occupational level.

    Oct 31, 1979

  • Content

    Content

    Edward P. Donnelly

    Adjunct Researcher
    Education J.D. in constitutional law, Suffolk University; MPA in public administration, University of Missouri at Kansas City; M.A. in management, Webster University; M.A. in military art and science, U.S. Army Command and General Staff College; M.A. in strategic studies, U.S. Army War College

  • Content

    Content

    Raymond E. Conley

    Senior Management Scientist
    Education D.P.A. (doctorate of public administration), University of Alabama; M.S. in industrial engineering, Arizona State University; M.S. in resource strategy, Industrial College of the Armed Forces, National Defense University; M.B.A., Louisiana Tech University; B.A. in industrial production, University of Oklahoma

  • Content

    Content

    John A. Ausink

    Senior Policy Researcher
    Education Ph.D. in public policy, Harvard University; M.S. in mathematics, Oxford University; B.S. in mathematics and physics, U.S. Air Force Academy

  • Content

    Content

    Henry A. Leonard

    Senior International/Defense Researcher
    Education B.S. in engineering, United States Military Academy, West Point; M.P.A. in economics and public policy, Woodrow Wilson School of Public and International Affairs, Princeton University

  • Content

    Content

    Tara L. Terry

    Senior Operations Researcher
    Education Ph.D. in industrial and operations engineering, University of Michigan; M.S.E in industrial and operations engineering, University of Michigan; B.S. in mathematics, Oakland Univeristy; B.S.E in computer engineering, Oakland Univeristy; B.S.E in electrical engineering, Oakland Univeristy

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    Content

    Shirley M. Ross

    Senior Behavioral/Social Scientist
    Education Ph.D. in industrial/organizational psychology, George Washington University; M. Phil in industrial/organizational psychology, George Washington University; B.A. in industrial/organizational psychology, University of Missouri at St. Louis

  • Content

    Content

    John D. Winkler

    Director, Forces and Resources Policy Center; Senior Behavioral Scientist
    Education Ph.D. in social psychology, Harvard University; B.A. in psychology, University of Pennsylvania