Maintaining the Balance Between Manpower, Skill Levels, and PERSTEMPO

Maintaining the Balance Between Manpower, Skill Levels, and PERSTEMPO PDF

Author: Raymond E. Conley

Publisher: Rand Corporation

Published: 2006

Total Pages: 103

ISBN-13: 0833039512

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Air Force units have found differences between authorized and actual numbers of personnel, partly because of deployments. Using historical and other data and interviews, the authors assessed the wing-level effects of these disparities including skill levels and personnel tempo. The recommendations include improvements in manpower bookkeeping and requirement determination, use of dynamic simulation models, and implementation of suitable metrics.

Strengthening U.S. Air Force Human Capital Management

Strengthening U.S. Air Force Human Capital Management PDF

Author: National Academies of Sciences, Engineering, and Medicine

Publisher: National Academies Press

Published: 2021-03-02

Total Pages: 289

ISBN-13: 0309678684

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The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.

Air Force Non-Rated Technical Training

Air Force Non-Rated Technical Training PDF

Author: Lisa M. Harrington

Publisher:

Published: 2018-01-18

Total Pages: 0

ISBN-13: 9780833098863

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This report identifies opportunities for optimizing processes and policies in the U.S. Air Force nonrated technical training pipeline and recommends process and policy changes that could improve efficiency at all levels.

Manpower, Personnel, and Training Research and Development in the United States Air Force, 1946--1979

Manpower, Personnel, and Training Research and Development in the United States Air Force, 1946--1979 PDF

Author: Leland D. Brokaw

Publisher:

Published: 1981

Total Pages: 75

ISBN-13:

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This paper is a brief history of the behavioral science research program in the Air Force from 1946 through 1979, the period of professional activity in the Air Force of the senior author. It outlines organizations and personnel from the Aviation Psychology Program of World War II, on through the Human Resources Research Center (HRRC), then the Air Force Personnel and Training Research Center (AFPTRC), then the 6570th Personnel Laboratory, to the current Air Force Human Resources Laboratory (AFHRL). It describes principal research themes throughout the period.

Advancing the U.S. Air Force's Force-Development Initiative

Advancing the U.S. Air Force's Force-Development Initiative PDF

Author: S. Craig Moore

Publisher: Rand Corporation

Published: 2008-01-23

Total Pages: 57

ISBN-13: 0833044192

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The following steps are recommended for consistent, efficient, and effective plans and means for improving the development of U.S. Air Force officers in their career fields: (1) identify the demand for jobs in the field grades-major, lieutenant colonel, and colonel; (2) ascertain the backgrounds that officers have accumulated (assess the supply); (3) compare supply with demand (gap analysis); and (4) plan ways to close the gaps.