Strengthening U.S. Air Force Human Capital Management A Flight Plan for 2020-2030 (2021) / Chapter Skim
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3 Effective Human Capital Management Systems
3 Effective Human Capital Management Systems
Pages 41-56
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From page 41... ...
In the chapters that follow, the committee describes cur m rent Air Force activities and research in these areas and discusses areas for enhancement and improvement. As Figure 3-1 also indicates, the Air Force works to keep Airmen engaged by providing meaning, growth, and challenge in their work and by rewarding and recognizing accomplishments.
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From page 42... ...
42 STRENGTHENING U.S. AIR FORCE HUMAN CAPITAL MANAGEMENT FIGURE 3-1 Chart mapping the flow of human capital management to achieve organizational objectives.
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From page 43... ...
IDEAL ATTRIBUTES OF A SYSTEM Although a list of desirable characteristics and important elements of a human capital system could be quite lengthy, this chapter focuses on the attributes that emerged most prominently and consistently in the committee's review of the research literature and best practices. In conducting this review, the committee solicited information from the other Services, other government agencies, and private-sector employers, and reviewed the vast body of human resources (HR)
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From page 44... ...
As Figure 2-2 illustrates, actions taken to address one attribute will ultimately have impacts on others, and as such, changes need to be made with an understanding of how such changes will impact other areas of the USAF HCM ecosystem. Mission Responsive An effective HCM system is one that is responsive to the mission, allowng the Air Force to access, develop, engage, and evaluate Airmen i in line with current priorities.
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From page 45... ...
An effective system has the attribute of mis sion responsiveness (i.e., vertical fit) that includes consideration of inter dependence and reciprocal relationships so that changes meant to meet an immediate or strategic goal in one element are not made without considering the cascading effects through the system and effects on alignment or complementarity of key HR functions (i.e., horizontal fit)
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From page 46... ...
To illustrate using the ecosystem model, if the data informing decisions about person-job fit are incomplete, outdated, or not inte rated g well with information about position requirements, this will affect the aggregate competency level of service members, training attrition, and job satisfaction. All these factors can lead to unforeseen chains of events downstream.
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From page 47... ...
To illustrate sing the ecosystem model, an agile HCM system would be one that could u detect a technological advance, analyze its implications for the Air Force, and then engage flexible resources to make adjustments in assignment, training, and retention practices to adapt to the effects of that advance (see Chapter 2, example of a Future Shock, for concept map)
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From page 48... ...
Specifically, in times of need, it affords the Air Force an opportunity to manage the interface between competing sectors, including across the Total Force. One successful historical example of such agility and flexibility to enable mission responsiveness is provided below, as personally experienced by a committee member.
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From page 49... ...
. Innovative Yet Disciplined An effective HCM system is one that encourages innovation, continuously strives for improvement, has a forward focus, anticipates developments of interest, and uses forecasting to make plans and adaptations in how Airmen are accessed, developed, engaged, and evaluated.
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From page 50... ...
But implementing adaptive training without disciplined research to indicate how much guidance to give, the frequency and form of assessments of learning needed, or the role of learner motivation, would likely lead to an innovation that fails at implementation. For the Air Force to be innovative in its uman h capital practices, it also needs to be disciplined in evaluating potential innovations, using methodologically rigorous approaches to evaluate the viability of new ideas.
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From page 51... ...
To illustrate using the ecosystem model, if a disruption such as a global pandemic occurred, a siloed approach would have those involved in accession, training, forecasting, research, and other areas each determining
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From page 52... ...
As an example, the ecosystem model shows that the inherent complexity of the USAF HCM system can sometimes lead to opacity about a specific decision (e.g., a decision may be made to lessen seats in training based on a future needs forecast, but that might not be readily apparent or adequately explained to a recently accessed individual who was hoping for that occupational direction)
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From page 53... ...
For example, how the Air Force assigns indi e viduals to positions requires a complex consideration of mission-driven requirements and not just individual competencies, desires, and position requirements, as might be the case in other organizations. In the next two chapters, we describe the current practices of the Air Force, noting where we feel it might learn from best practices elsewhere as well as noting where the mission and strategic priorities suggest practices that best fit the Air Force's unique needs.
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From page 54... ...
Presentation to the committee, Washington, DC. Presentation materials available by request through the study's public access file.
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From page 55... ...
Presentation to the committee, Washington, DC. Presentation materials available by request through the study's public access file.
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