The Defense Science Board Task Force on Human Resources Strategy

The Defense Science Board Task Force on Human Resources Strategy
Author: United States. Defense Science Board. Task Force on Human Resources Strategy
Publisher: DIANE Publishing
Total Pages: 142
Release: 2000
Genre: United States
ISBN: 1428981004

The Department of Defense (DoD) employs more than three million people. Nearly half of its personnel, 1.44 million, are active duty military. About 870,000 Reservists, composed of 410,000 Selected Reservists and 460,000 National Guard personnel, add to the active duty force. Civilian personnel make up the remaining workforce, numbering about 730,000. These three million employees are supported by an array of defense contractors providing a wide variety of goods and services to the Department. Moreover, the Department spends more than half of its $270 billion budget on pay and allowances alone. With a workforce this large, varied, diverse, and important, it is not surprising that its management is a uniquely challenging undertaking. The human resource challenges facing DoD have changed rapidly over the last decade as a result of many factors. A robust economy, civilian sector competition for employees to fill high-technology positions, declining American public interest in public service, major changes in the Department's missions and operational tempo, and a significant downsizing of the Department's workforce are a few examples. Reducing the size of the overall workforce by more than a million personnel, from a high in 1987 of 4.1 million, has left in place a very different force distribution - in age, education, and skill.

Report of the Defense Science Board Task Force on Strategic Communication

Report of the Defense Science Board Task Force on Strategic Communication
Author:
Publisher: DIANE Publishing
Total Pages: 111
Release: 2004
Genre:
ISBN: 1428980253

The Defense Science Board Summer Study on the Transition to and from Hostilities was formed in early 2004 (the terms of reference are contained in Appendix A) and culminated in the production of a final report and summary briefing in August of 2004. The DSB Task Force on Strategic Communication conducted its deliberations within the overall Summer Study schedule and revisited a topic that was addressed in October 2001.1 Task Force members and Government advisors are identified in Appendix B. The current Strategic Communication Task Force re-examined the purposes of strategic communication and the salience of recommendations in the earlier study. It then considered the following questions: (1) What are the consequences of changes in the strategic communication environment? (2) What Presidential direction and strategic communication means are required? (3) What should be done about public diplomacy and open military information operations? The Task Force met with representatives from the National Security Council (NSC), White House Office of Global Communications, Department of State (DOS), Department of Defense (DOD), Broadcasting Board of Governors (BBG), and the private sector (the schedule of meetings, briefings and discussions is contained in Appendix C). Based on extensive interaction with a broad range of sectors in the government, commercial, and academic worlds, as well as a series of highly interactive internal debates, we have reached the following conclusions and recommendations.

Commission on the National Guard and Reserves: Transforming the National Guard and Reserves Into a 21st-Century Operational Force

Commission on the National Guard and Reserves: Transforming the National Guard and Reserves Into a 21st-Century Operational Force
Author: Arnold L. Punaro
Publisher: DIANE Publishing
Total Pages: 448
Release: 2008-10
Genre: Technology & Engineering
ISBN: 1437901174

The Commission was chartered by Congress to assess the reserve component of the U.S. military and to recommend changes to ensure that the National Guard and other reserve components are organized, trained, equipped, compensated, and supported to best meet the needs of U.S. nat. security. Contents: Creating a Sustainable Operational Reserve; Enhancing the DoD¿s Role in the Homeland; Creating a Continuum of Service: Personnel Mgmt. for an Integrated Total Force; Developing a Ready, Capable, and Available Operational Reserve; Supporting Service Members, Families, and Employers; Reforming the Organizations and Institutions That Support an Operational Reserve; and Commission for the Total Operational Force. Illus.

Strengthening U.S. Air Force Human Capital Management

Strengthening U.S. Air Force Human Capital Management
Author: National Academies of Sciences, Engineering, and Medicine
Publisher: National Academies Press
Total Pages: 289
Release: 2021-03-02
Genre: Business & Economics
ISBN: 0309678684

The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.

Report of the Defense Science Board Task Force on Understanding Human Dynamics

Report of the Defense Science Board Task Force on Understanding Human Dynamics
Author:
Publisher:
Total Pages: 126
Release: 2009
Genre: Civil-military relations
ISBN:

Understanding human dynamics is an essential aspect of planning for success across the full spectrum of military and national security operations. Although the U.S. military belatedly increased its human dynamics awareness within the current Iraq and Afghanistan theaters, recent progress has been achieved because of its importance in strategic, operational, and tactical decision-making. The U.S. military also has made recent progress in training and sensitizing deployed U.S. forces to the importance of understanding human dynamics in dealing with individuals, groups, and societies. There have been numerous, though mostly uncoordinated, efforts within DoD to manage relevant databases and provide associated tools and cultural advisors. Nevertheless, substantial improvements by DoD are needed in understanding human dynamics. In particular, DoD must take a longer term view and build upon increased capability achieved in Iraq and Afghanistan. It must institutionalize the best of current programs and processes so that this capability is available across the full spectrum of military operations, including activities referred to as Phase 0 that seek to mitigate the likelihood of armed conflict. To be effective in the long term, DoD must develop more coherence in its efforts to enhance human dynamics awareness. Most importantly, capability must be expanded beyond the focus of current armed conflicts so that the DoD and military services have the flexibility to adjust rapidly to events in other places in the world. The task force believes that opportunities with both near-term and long-term payoffs exist for substantial improvement in the following areas: coordination and leadership; interagency and civil interactions; education, training, and career development; human dynamics advisors; science and technology investments; and data, tools, and products. Specific recommendations, grouped by the topics listed above, are detailed in the chapters that follow.