Manpower and Personnel Needs for a Transformed Naval Force (2008) / Chapter Skim
Currently Skimming:
Summary
Summary
Pages 1-10
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 1... ...
At the same time, demographics and other societal forces are acting to reduce the number of military-qualified youths. Moreover, in a constrained fiscal environment, the rising costs of uniformed personnel threaten to drain the Navy and Marine Corps of funding that is needed to modernize aging equipment, capitalize on emerging technologies, and realize the potential for transformation.
|
From page 2... ...
In 2005 the Center for Naval Analyses reviewed several past studies to assess the alignment of the Navy's compensation tools with those broad goals. In 2006 the Defense Advisory Committee on Military Compensation (DACMC) called for changes in the basic pay table, consolidation of today's plethora of bonuses and special pays into a few flexible incentives, and an overhaul of the retirement system. illiam W A
|
From page 3... ...
Realization of a Full Human Capital Strategy Finding 1: Completing, communicating, and implementing a comprehensive human capital strategy will be essential to achieving the Navy and Marine Corps transformation goals. In 2004 the Department of the Navy published an overview document outlining an HCS.
|
From page 4... ...
The committee recommends an assessment of current proposed human resource strategies against this list of criteria and creation of a template simple enough in form and content that it can be used to articulate the key success factors and human resource strategy to diverse audiences at all levels of the naval services. Recruitment of sailors and marines Finding 2: Changes in demographics, fitness, and attitudes toward military service call for creative approaches to Navy and Marine Corps recruiting.
|
From page 5... ...
Studies based on surveys and focus groups indicate that whether service members are deployed or at home, their morale and intention to continue in service appear to suffer when work hours are unexpectedly onerous, and when the realities of military life differ substantially from the individuals' expectations. The wars in Iraq and Afghanistan, other worldwide deployments and commitments including the global war on terror, and the continual downsizing of the Navy pose the potential for adverse effects on people and readiness.
|
From page 6... ...
Recommendation 5: The Chief of Naval Operations should work with the Secretary of the Navy to institute an enlisted-to-commissioned promotion path that pulls senior enlisted people into the midlevel officer ranks, and should use this program to avoid recruiting more ensigns than needed. Finding 6: Today's restrictions on entry levels for people will hamper Navy and Marine Corps efforts to exploit emerging technologies and address unexpected threats.
|
From page 7... ...
Recommendation 7: The Chief of Naval Operations and the Commandant of the Marine Corps should direct the development of programs for on/off ramps whereby sailors and marines could without undue prejudice to their careers take time off from their active-duty careers in order to obtain education, take advantage of training opportunities beyond those provided by the Navy and Marine Corps, or start a family.
|
From page 8... ...
In doing this, give particular attention to assignment and career incentive pay and selective reenlistment bonuses to best match the interests of sailors and marines with those of the services. Assuming that the broader pays are instituted, naval leaders, including personnel and budget offices, should make every effort to avoid "cost creep" as individual constituencies lobby for pay increases.
|
From page 9... ...
Experimentation has been one of the research tools that the Department of Defense and the Navy in particular have used in achieving changes to the shape of military forces, and the Navy's recent Sea Swap project illustrates that the Navy understands the value and challenges of experimentation. Recommendation 10: The Assistant Secretary of the Navy for Manpower and Reserve Affairs, the Chief of Naval Personnel, and the Deputy Commandant of the Marine Corps for Manpower and Reserve Affairs should continue to develop and use research tools and experimentation to address the many facets of the naval services' transformation equation.
|
From page 10... ...
• Use the Navy's Job Advertising and Selection System, Super-JASS, to create an experiment in the allocation of sailors to sea duty by using a variable economic incentive that could replace the blanket amount of sea pay now in use. • Use administrative data and other research tools to identify warfare behaviors and service appropriate to the requirements of irregular warfare, and encourage such behaviors and service by publicizing and rewarding them.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.