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From Follett
"RAND National Defense Research Institute.";"Prepared for the Office of the Secretary of Defense.";"This research was ... conducted within the Forces and Resources Policy Center of the RAND National Defense Research Institute"--Preface (page iv);Includes bibliographical references (pages 217-244).;Introduction -- Policy and Practice Surrounding Current Reserve Component Personnel Systems and Related Sources of Human Capital -- Service Demand for Key Types of Personnel -- Identifying Segments of the Labor Force Underrepresented in Military Service -- A Comparative Analysis of Reserve Component Organizational Models Across Foreign Militaries -- Innovative Employment Models in Other U.S. Public Organizations and the Private Sector -- Potential Workforce Constructs for Innovative Reserve Component Workforce Management Models -- Conclusions and Recommendations -- Appendix A: Identifying Shortfalls in Specialties Across the Services -- Appendix B: Detailed Analysis of Potential Human Capital Rewards of Alternatives -- Appendix C: Background and Case Studies of Nonstandard Work Arrangements.;Also available on the internet via WWW in PDF format. Changes in employment stability, family structure, and economic pressures since the development of the U.S. military reserve component (RC) in the twentieth century have created challenges and opportunities for how the RC is used. Sustaining an operational RC demands committed reservists and guardsmen, and since, at present, the population is not meeting that demand under traditional models, the U.S. Department of Defense (DoD) has begun to look for ways to access and retain ready participants under alternative programs. Modified assumptions about Reserve duty have the potential to improve RC member recruitment, performance, development, and retention in critical occupational fields-and it could stem projected manpower losses or provide alternative service options in fields with highly competitive civilian industries. The research team employs an iterative, qualitative analytical process to develop a list of possible workforce constructs aimed at enhancing innovation in U.S. military personnel processes. The findings in this report will be relevant and applicable primarily to U.S. military leaders and U.S. government policymakers. The authors provide specific recommendations and more general analysis that will be immediately applicable in developing and administering programs to facilitate access to civilian human capital to help meet DoD's most pressing requirements. This research will also be applicable to broader U.S. academic and policymaking communities that seek to understand how organizations are adapting to changes in the workforce and labor market.
From the Publisher
Changes in employment stability, family structure, and economic pressures have created challenges for the U.S. military reserve component (RC). It is necessary to modify assumptions about Reserve duty to improve RC member recruitment, performance, development, and retention. The authors provide recommendations and analysis that will be applicable in developing and administering programs to facilitate access to civilian human capital.