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6 Strengthening USAF Human Capital Management: A Flight Plan for 20202030
Pages 141-168

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From page 141...
... human capital management (HCM) system that has performed successfully in the past finds itself facing a different set of challenges than it confronted over the past three decades.
From page 142...
... To guide Air Force initiatives, starting today and extending over the next 10 years, the National Academies of Sciences, Engineering, and Medicine's Committee on Strengthening U.S. Air Force Human Capital Management offers this Flight Plan for immediate and future implementation to achieve objectives across three priorities -- Data, Airmen, and Research: The Data Priority Human capital data is the most important strategic asset to optimize Airmen to fly, fight, and win in uncertain futures.
From page 143...
... As such, the committee sought to take a fresh look at these ideas in the current environment and in light of predicted future environments, and in relation to emerging technological opportunities to emphasize how the Air Force might approach its objectives to strengthen the USAF HCM system. Specifically, this Flight Plan recommends implementable actions to initiate immediate and future steps to forge a path for successful HCM into the mid-21st century (Figure 6-1 provides an overview of the action items for the Flight Plan's three inter-connected priorities)
From page 144...
... 144 STRENGTHENING U.S. AIR FORCE HUMAN CAPITAL MANAGEMENT FIGURE 6-1  Overview of the Flight Plan to Strengthen USAF HCM Management.
From page 145...
... Thus, the committee believes that many elements within the Data Priority must be addressed very early in any comprehensive attempt to implement this Flight Plan. The Data Priority is a critical enabler of H ­ CM decision-making, and the action items contained in this Flight Plan are intended to help the Air Force understand how to improve its approach to data without specifically prescribing what should be done.
From page 146...
... To do so will require dedicated computational modeling research of the ecosystem so as to permit suitably comprehensive simulations necessary for exploring consequences of potential HCM decisions. The remainder of this Flight Plan offers a detailed discussion of the committee's recommendations and action items for each of the three priorities.
From page 147...
... 2030 DESIRED OUTCOMES • The Air Force human capital data ontology and governance ap proach is in line with the Air Force data strategy and governance. • Air Force personnel decisions across an Airman's career are data driven, and decision-makers leverage a collective human capital data superstructure2 for personnel data shared across the HCM system.
From page 148...
... As described below, the Air Force should take actions in data management, data collection, and HCM operations both to improve current data usage and to enable better data usage across the entire USAF HCM system. The major focus areas of the Data Priority are outlined in the Data Flight Plan overview (Figure 6-2)
From page 149...
... • Increase accessibility of data through robust de-identification pro cesses to facilitate Air Force-sponsored research. De-identified data should be made available for analytical purposes to improve under­tanding of decision implications and effects.
From page 150...
... Decision Pathways -- Focus decision pathways on identifying the areas in which decisions could be improved through better use of data, and through auditing and documenting the decision algorithms and methods. • Expand the capability for predictive and prescriptive analytics to support personnel decision processes.
From page 151...
... Potential technologies include collaboration tools and artificial i ­ntelligence-enabled software to facilitate data sharing and aware ness of complementary efforts, leveraging data contained in a h ­ uman capital data superstructure. Human Capital Data Superstructure -- Create a human capital data superstructure: a unified system of systems for storage, access, and analytics of human capital data that is populated with all currently collected data and that is structured to be expandable to include new types and sources of data.
From page 152...
... • Audit the human capital data superstructure against existing and planned USAF HCM processes to assess gaps in data and to iden tify decisions made without sufficient data. Use this information to evolve programs into systematic forecasting and modeling across the HCM system and to provide more robust analytics on how the overall USAF HCM system is performing.
From page 153...
... -- Identify opportunities to incorporate artificial intelligence and other technologies to improve data flow, granularity of decisions, and speed of interactions. • Consider a constellation of technologies, including machine learn ing and natural language processing, to better comprehend col lected data and inform decision-making.
From page 154...
... • Embed data into all levels of USAF HCM decisions, inspired by leaders who transparently base decisions on data rather than intu ition or anecdotal information. • Increase data literacy Service-wide, not just at senior leadership levels, so that any individual making human capital decisions can appropriately analyze and interpret data.
From page 155...
... THE AIRMEN PRIORITY Ensuring the right Airman is in the right job at the right time is the best way to maximize performance and retention of the most effective Airmen. Recommendation: The USAF should ensure Force effectiveness through evidence-based practices across a connected HCM system to optimally match Airmen to career fields, training, and job assignments.
From page 156...
... create inefficiencies and missed opportu nities for improved effectiveness when they do not capitalize on already existing data or validation processes to build upon each other or apply previously developed capabilities elsewhere. AIRMEN FLIGHT PLAN The USAF HCM system exists to ensure the readiness of Airmen to fulfill the mission of the Air Force.
From page 157...
... . FIGURE 6-3  Airmen Flight Plan overview.
From page 158...
... • Use results of the vetting above to inform priorities for filling gaps and improving personnel decision-making where needed. AIRMEN TESTING & LEARNING -- Leverage the human capital data superstructure to enable the creation of an augmented personnel record (including, for example, centralized testing scores, training failures, and performance reviews)
From page 159...
... • Review any proposed new job analysis or competency modeling effort against the consolidated results of the activities above (i.e., use the consolidated findings above as a starting point for new job analysis and competency modeling efforts)
From page 160...
... • Develop flexible procedures that preserve the possibility of retain ing candidates who have chosen to separate rather than accept an assignment, by exploring whether other assignments would cause them to reconsider. HUMAN CAPITAL MANAGEMENT OPERATIONS -- Make the USAF HCM system more user-friendly for Airmen.
From page 161...
... . THE RESEARCH PRIORITY A connected and effective research system that informs USAF human capital decisions is critical to develop the future force and will provide substantial return on investment.
From page 162...
... RESEARCH FLIGHT PLAN To ensure the current and future effectiveness of the USAF HCM system, the Air Force should implement systematic research initiatives to leverage routine data collection and analysis processes for accurate and effective sustainment of the system. As that sustainment research identifies the need for changes in the existing system, and as professional best practices suggest alternatives to the existing system, the Air Force should also maintain an active research program to build upon its successes with incremental ­ improvements.
From page 163...
... As these analyses indicate unacceptable trends, initiate research to correct the identified problems. FIGURE 6-4  Research Flight Plan overview.
From page 164...
... -- Establish an Air Force-wide process for evaluating and updating job analysis and occupational competency data to ensure that they remain current over time. -- Use occupational competencies and other competency modeling efforts as a foundation in designing and evaluating selection and classification tools and decisions.
From page 165...
... -- Assess USAF HCM decision points to determine whether some decisions that are now made by human judgment after a record review (e.g., a promotion board, school selection) could be made more efficiently, fairly, and reliably with statistical modeling.
From page 166...
... ALIGNMENT OF COLLABORATIVE/COMPLEMENTARY RESEARCH Across the Department of Defense and USAF HCM research community, the Air Force should understand what is being pursued, enable and encourage collaboration, and monitor progress from the enterprise-level perspective for a more effective and efficient research system to serve Air Force strategic needs. Air Force Research • Conduct routine systematic reviews of research proposals across the Air Force to identify potential collaborations for HCM research.
From page 167...
... SUMMARY The Flight Plans presented above represent an integrated approach to changing the existing USAF HCM system to better reflect the realities of changes in the world, including the people, processes, and technologies. Seismic changes have occurred in the past several decades that have impacted how people work, what people do, and how people work together.


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