For decades, RAND has conducted extensive research to help U.S. and allied decisionmakers design training and career development programs that will attract and retain military professionals capable of meeting a nation's national security and defense goals.
As the largest provider of government civilians to support U.S. military operations, the Army stands to benefit to a great extent from a more robust process for forecasting future demand for its civilian workforce.
Managing the flow of Air Force rated officers has become more challenging. In this report, the authors document their efforts to develop a long-term career field planning model for all rated officers across the Total Force.
Recruiting and retaining military cyberspace officers is critical to national security. Through interviews, the authors examine potential drivers of retention and recruiting among cyberspace operations officers, making recommendations for the future.
This report outlines a computational model to measure whether flying units can feasibly meet U.S. Air Force continuation training requirements, presents the model's specifications, and describes how it was used to assess the Ready Aircrew Program.
The latest National Defense Authorization Act provides seven new authorities enabling the services to access, retain, and promote competitive officers. What are some considerations for using them to address compensation, performance data collection, and the civil-military divide?
In this report, the authors summarize departmental views on the military officer career management policies examined in the two reports required by the 2018 National Defense Authorization Act and provide data to inform potential policy changes.
In their own words, six junior soldiers describe why they joined the U.S. Army, their joys and frustrations, and what they hope the future brings. These stories offer lessons for policymakers, Army leaders and recruiters, and anyone considering a career in the Army.
This Perspective offers recommendations on how the relationship between the Assistant Secretary of the Air Force, Manpower and Reserve Affairs and the Air Force Deputy Chief of Staff for Manpower, Personnel, and Services might be further refined.
History records the names of generals, not of the privates filling out supply forms, cleaning out trucks, or huffing through another training exercise. But those privates keep the U.S. Army running. RAND research provides their unfiltered take on life in the ranks.
This report examines what the career of a "typical" Army civilian looks like. It identifies seven common career patterns among individuals who entered the Army civilian workforce between 1981 and 2000 as General Schedule employees.
The authors developed and employed a methodology to review general and flag officer requirements in the U.S. military, used results to identify opportunities to eliminate or downgrade positions, and explored the implications of reductions.
The primary mission of U.S. Army noncommissioned officers is to lead and mentor soldiers. But research has placed little emphasis on how to value their experience. Knowing how NCOs influence soldiers can help the Army maintain or improve leadership quality and soldier performance and reduce personnel costs.
The authors examine whether a Total Force (rather than component-specific) service commitment with increased service commitment lengths could reduce or eliminate projected pilot shortages in the Air Force.
This report documents analyses of two ways to supplement the traditional Air Force pilot career path to enhance force sustainment: a warrant officer component to fill pilot requirements or an aviation technical track for commissioned officers.
To reinvigorate graduate-level professional military education, the military could carve out a unique educational niche by focusing on intense, quality staff officer education that is more relevant to understanding the demands placed on top defense leaders.
This report addresses challenges for implementing new approaches to Air Force high-demand, high-attrition specialty recruiting, screening, and development processes, and takes a holistic approach to identifying methods to fill gaps in processes.
The U.S. Army wants to improve its understanding of soldiers' motivations to enlist, and how the reality of Army life matches up with expectations. Interviews with soldiers ranked E-1 to E-4 offer a rich portrayal of life as a private.