Strengthening U.S. Air Force Human Capital Management A Flight Plan for 2020-2030 (2021) / Chapter Skim
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1 Introduction
1 Introduction
Pages 7-18
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From page 7... ...
But with the global spread of technology to allies and adversaries alike (with special concern over recently accelerating technological capabilities of China) , there is no guarantee that the Air Force can count on the same technological margin that once provided a solid foundation for American air and space dominance.
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From page 8... ...
and as a member of an effective team. This implies that the Air Force uses its testing and assessment processes to determine which career field best fits the individual; develops and maintains the education and training approaches that will impart the necessary preparation for service (and the continuing training and education investments needed over a career)
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From page 9... ...
Air Force, and this report adopts its use as such. Furthermore, in accordance with the Human Capital Annex to the USAF Strategic Master Plan, Airmen "includes uniformed and civilian Airmen from the Regular Air Force, Air Force Reserve, Air National Guard, and contractor/contracted workforce" (USAF, 2015a, p.
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From page 10... ...
In fact, many of the challenges to USAF HCM, as well as some of the actions recommended in this report were formally documented 5 years ago in the Human Capital Annex to the USAF Strategic Master Plan. In it, the Air Force recognized the opportunity an all-volunteer force affords to recruit quality volunteers, and cautioned to "take care to meet the challenges of competition and fiscal realities .
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From page 11... ...
. AF/A1 is the senior Air Force officer on the Air Staff with responsibility for comprehensive personnel management 6 At the outset of the study, the committee was instructed by the study sponsor that "high visibility" occupational specialties included, for example, cyber security and special operations.
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From page 12... ...
Because the Air Force is a large entity with nodes of its HCM system extending across and into its numerous organizations and offices, different parts of the system are anticipated to have interest in specific portions of the report and the Flight Plan, which offers the committee's roadmap of actionable recommendations. Accordingly, the committee addresses the Flight Plan to SAF/MR, as the resource authority, for implementation oversight across the various relevant USAF organizations as well as leveraging external research organizations as may be appropriate to supplement internal capabilities.
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From page 13... ...
Due to the short duration of the study, the committee prioritized its visits with stakeholders and experts identified by Air Force senior leadership and the committee as having critical roles and responsibilities in the USAF HCM system to emphasize collection of data anticipated to be of highest value to the study's specific task. Sub-groups of the committee who conducted site visits consulted on location with subject matter experts regarding Air Force personnel selection and classification assessment practices relevant to the followng sample of broad issues applicable across different Air Force popu i lations of interest (e.g., officers commissioned through USAF Academy versus Officer Training School and pilots versus special operators)
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From page 14... ...
• What are the plans for making changes to the assessments and decision-making processes used in this area? A key issue that emerged through the committee's review of previous studies and Air Force policies, discussion with key stakeholders, and internal deliberations and that consequently is prominent throughout this report is the critical role research has in supporting an effective and efficient USAF HCM system.
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From page 15... ...
. As cited throughout this report, the committee also consulted the extensive library of publicly available official USAF instructions, manuals, and regulations related to its HCM practices.
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From page 16... ...
Chapter 4 summarizes the personnel decisions associated with enlisted and officer Airmen accessions and discusses needed research support for recruiting, selection, and classification decisions. Chapter 5 summarizes post-accession personnel decisions for force devel pment, utilization, and retention of enlisted and officer Airmen, o including professional military education, basic and continuing military training, and subsequent promotion and assignments across a career trajectory.
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From page 17... ...
. Human Capital Annex to the USAF Strategic Master Plan.
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