Strengthening U.S. Air Force Human Capital Management A Flight Plan for 2020-2030 (2021) / Chapter Skim
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Appendix A: Key Points from Strategic Guidance and Previous Studies
Appendix A: Key Points from Strategic Guidance and Previous Studies
Pages 169-180
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These include relevant Department of Defense (DoD) and USAF strategic guidance documents and findings and recommendations provided in previous studies and reports, which the committee sought out in address ing the study's charge to effectively recommend where USAF HCM should strive to be in the future.
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For example, the estab lishment of the Defense Digital Service was intended to leverage expertise outside DoD (Carter, 2015) and the Office of People Analytics to improve talent management through big data applications (Carter, 2016a)
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. To supplement the USAF Strategic Master Plan, four annexes were released to address narrowly focused objectives for specific attention.
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Within PAF, the Manpower, Personnel, and Training Program provides USAF with expertise and data analysis capabilities to ddress "questions about workforce size and composition and the best a ways to recruit, train, pay, promote, and retain personnel."1 Within the context of this study's charge, RAND's most comprehensive recent study on USAF human capital resulted in the report, "Air Force 1 See http://www.rand.org/paf/about.html.
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One gap identified in the RAND report stood out as particularly relevant to this study: potential duplication of effort. Specifically, the report explained: Without a single entity in charge of personnel research, consumers of that research are left with no guidance about whom to contact to get that re search accomplished, and several Air Force organizations accept requests to conduct personnel research or engage in research to support their own ends without consideration of cross-Air Force similarities in data needs or strategic future data applications (Sims et al., 2014, p.
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To assist Air Force leadership to operationalize these changes into a successful organization, the RAND report offered three distinct solution scenarios that covered the spectrum from relatively little change to a major organizational overhaul: 1. Baseline Plus One Scenario: Retain stovepipes, add oversight orga nization (Sims et al., 2014, p.
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. Relatedly, the second Perspective paper criticizes Air Force human resource policy and strategy decisions as overly budget focused.
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Effective Models for Successful Human Capital Management The committee identified two key previous studies that provided valuable input for effective models for successful HCM. The first, a Defense Science Board Task Force report on "Human Resources Strategy" (2000)
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. NOTE: MAGE = Mechanical, Administrative, General, Electronics; AFQT = Armed Force Qualification Test; ASVAB = Armed Services Vocational Aptitude Battery; AF-Win = Air Force Work Interest Navigator; TAPAS = Tailored Adaptive Personality Assessment System; PULHES = Physical ability: physical condition, upper extremities, lower extremities, hearing, eyes, and psychiatric; KSAO = knowledge, skills, ability, and other characteristics.
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SUMMARY As this Appendix shows, many of the areas identified in this study as being important to strengthen USAF HCM have been identified to varying degrees in previous reports. The Air Force itself is aware of its many challenges, as well as some of the actions recommended in this report that were formally documented 5 years ago in the Human Capital Annex to the USAF Strategic Master Plan (USAF, 2016b)
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. Human Capital Annex to the USAF Strategic Master Plan.
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