Air Force Enlisted Force Management

Air Force Enlisted Force Management PDF

Author: Michael Schiefer

Publisher: Rand Corporation

Published: 2007

Total Pages: 179

ISBN-13: 0833040138

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A fundamental goal of the Air Force personnel system is to ensure that the manpower inventory, by Air Force specialty code and grade, matches requirements. However, there are structural obstacles that impede achieving this goal. The three major independently managed systems the Air Force uses to determine manpower strength currently tend to function in isolation. Because the current organizational structure lacks broad coordinating and control mechanisms, actions taken to control one system often adversely affect another. The authors lay the foundation for a discussion of policy changes that would better synchronize these systems. They propose a methodology that would marginally modify grade authorizations within skill levels to make it possible to better achieve manpower targets. Each specialty would retain the same number of authorizations within each skill level, and the aggregate solution would maintain the same total number of enlisted authorizations by grade. This would help the manpower community follow the policy of equal selection opportunity while also taking personnel management system capabilities into account.

Air Force Enlisted Force Management: System Interactions and Synchronization Strategies

Air Force Enlisted Force Management: System Interactions and Synchronization Strategies PDF

Author:

Publisher:

Published: 2007

Total Pages: 0

ISBN-13:

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In September 2004, the active-duty enlisted component of the United States Air Force consisted of about 298,000 airmen. These airmen performed duties in about 200 specialties. Because the relationships between job requirements and personnel management policies are so complex, dedicated enlisted strength managers have never matched the inventory of people, by Air Force Specialty Code (AFSC) and grade, to manpower requirements. There are structural obstacles that impede achieving this goal. The three major independently managed systems the Air Force uses to determine manpower strength currently tend to function in isolation. These systems are as follows: (1) the manpower system, which sets requirements for each grade and AFSC combination; (2) the strength management system, which establishes targets for overall strength, recruiting, retraining, and bonuses; and (3) the enlisted promotion system, which determines the annual number of promotions for each grade in the aggregate and in each AFSC. Because the current organizational structure lacks broad coordinating and control mechanisms, actions taken to control one system often adversely affect another. The authors lay the foundation for a discussion of policy changes that would better synchronize these systems. They propose a methodology that would marginally modify grade authorizations within skill levels to make it possible to better achieve manpower targets. Each specialty would retain the same number of authorizations within each skill level, and the aggregate solution would maintain the same total number of enlisted authorizations by grade. This would help the manpower community follow the policy of equal selection opportunity while also taking personnel management system capabilities into account.

The Weighted Airman Promotion System: Standardizing Test Scores

The Weighted Airman Promotion System: Standardizing Test Scores PDF

Author:

Publisher:

Published: 2008

Total Pages: 0

ISBN-13:

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The U.S. Air Force has three major independent systems that affect the health of its enlisted force: the manpower system, the strength management system, and the enlisted promotion system. Because the current organizational structure lacks broad coordinating and control mechanisms, this independence spawns policies and procedures that occasionally work at cross-purposes. We discuss these systems at length in Air Force Enlisted Force Management: System Interactions and Synchronization Strategies (Schiefer et al., 2007). That monograph proposes multiple follow-on efforts, and this study fulfills one of those recommendations. Specifically, we examine the practice of not standardizing the test scores that are part of the enlisted promotion system. This practice produces results that are inconsistent with two overarching policies. First, Air Force Policy Directive 36-25 requires that the enlisted promotion system identify those people with the highest potential to fill positions of increased grade and responsibility. We show that not standardizing test scores means that the Air Force emphasizes longevity and testing ability differently across and within specialties to identify individuals with the highest potential. Our second concern deals with differences in promotion opportunity. While the testing dimension of the enlisted promotion system allows members to influence their own destinies, not standardizing scores means that members of specialties in which testing carries more weight have more control than members of other specialties do. This produces random promotion opportunity differences across Air Force specialty codes (AFSCs), thus violating an equity principle that can be traced to a 1970s-era strategic plan for enlisted force management known as the Total Objective Plan for Career Airman Personnel (TOPCAP).

The Weighted Airman Promotion System

The Weighted Airman Promotion System PDF

Author: Michael Schiefer

Publisher: RAND Corporation

Published: 2008

Total Pages: 172

ISBN-13: 9780833042316

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Because test scores that are part of its enlisted promotion system are not standardized, the U.S. Air Force effectively emphasizes longevity and test-taking ability differently across and within specialties, and this emphasis varies randomly over time. The random aspects of the promotion reward system mean that the Air Force cannot be sure that it is selecting individuals with the highest potential to fill positions of increased grade and responsibility. Furthermore, not standardizing scores means that some specialties randomly produce higher percentages of senior non-commissioned officers. The authors discuss a range of outcomes that the Air Force could achieve by adopting various standardization strategies. They propose a modification that would not change the policy of equal selection opportunity but would affect selection outcomes within specialties. They recommend that the Air Force implement a standardization strategy that will produce predictable outcomes that are consistent with its personnel priorities and policies.

Selecting a Decision Support System Generator for the Air Force's Enlisted Force Management System

Selecting a Decision Support System Generator for the Air Force's Enlisted Force Management System PDF

Author: Robert G. Walker

Publisher:

Published: 1986

Total Pages: 262

ISBN-13:

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"Many of the software requirements for a decision support system (DSS) are not specific to an application (e.g., database management and report generation). Developing the software to provide such general capabilities might take more effort than developing the software for the specific application. In order to facilitate the building of the Air Force's Enlisted Force Management System, a general-purpose off-the-shelf software package (called a DSS generator) was acquired in which the specific system models could be embedded. This report explains how the DSS generator was obtained. It presents the objectives that were defined for the generator and the requirements that were derived from these objectives. It then describes the structured evaluation process that led to the ultimate selection."--Rand abstracts

Design and Development of an Enlisted Force Management System for the Air Force

Design and Development of an Enlisted Force Management System for the Air Force PDF

Author:

Publisher:

Published: 1991

Total Pages: 103

ISBN-13:

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This report describes the concepts underlying the Air Force's Enlisted Force Management System (EFMS), briefly introduces, the system's models and databases, and presents some policy insights gained by use of the models. It serves as an overview of RAND's work on the Enlisted Force Management Project (EFMP). The Air Force's previous system for managing its enlisted force(TOPCAP) was adopted in 1971. At that time was the most advanced and sophisticated system for managing the enlisted force of all services. Although TOPCAP served the Air Force well, the environment in which it had to operate changed considerably. TOPCAP's models were not revised to keep peace with these changes, so many fell into disuse. The overriding objectives in the design of the EFMS were to: Improve the effectiveness and efficiency of enlisted force management. Place the personnel and manpower managers in more direct control of the information and models. Coordinate, integrate, and unify the enlisted force planning and programming system. Make the system flexible, adaptable, and easy to maintain. For purposes of describing the system and explaining its functions, we divide the constituent models in the EFMS into four major sets of computer programs according to their functions. Figure S.1 shows the four sets of models, their interrelationships, and their most important inputs and outputs.

Air Force Handbook 1

Air Force Handbook 1 PDF

Author: U. S. Air Force

Publisher:

Published: 2018-07-17

Total Pages: 582

ISBN-13: 9781387952380

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This handbook implements AFPD 36-22, Air Force Military Training. Information in this handbook is primarily from Air Force publications and contains a compilation of policies, procedures, and standards that guide Airmen's actions within the Profession of Arms. This handbook applies to the Regular Air Force, Air Force Reserve and Air National Guard. This handbook contains the basic information Airmen need to understand the professionalism required within the Profession of Arms. Attachment 1 contains references and supporting information used in this publication. This handbook is the sole source reference for the development of study guides to support the enlisted promotion system. Enlisted Airmen will use these study guide to prepare for their Promotion Fitness Examination (PFE) or United States Air Force Supervisory Examination (USAFSE).

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