By Harry J. Thie, Clifford M. Graff, Margaret C. Harrell, Mark Berends, Roger A. Brown
This file is a follow-on to MR-470-OSD, destiny occupation administration structures for U.S. army officials, 1994. the sooner learn made up our minds more than a few most probably destiny officer standards and a couple of replacement occupation administration platforms. It didn't try and outline a top approach since it lacked the targets component―what the process was once to complete. the present file does layout a top officer occupation process, outlined as person who so much totally satisfies eleven ranked targets made up our minds via a technique that integrated interviews with a gaggle of senior army and civilian officers. The authors describe the method used to figure out the goals of the occupation administration procedure and the weights accorded these pursuits through policymakers. They then illustrate how the technique is used and current the profession administration procedure that effects for line officials. A sensitivity research and 6 appendices are incorporated.
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Additional resources for A Future Officer Career Management System: An Objectives-Based Design
We convened two major discussion and brainstorming sessions to determine objectives. One was attended by retired four-star generals and admirals, other general and flag officers, and senior executives with backgrounds in the four services, the Office of the Secretary of Defense (OSD), Congress, and academe. These individuals participated in a rich discussion of goals, assumptions, and objectives for officer management, based upon their career and lifetime experience. The second discussion seminar included area experts and analysts from the military manpower and personnel community.
These individuals participated in a rich discussion of goals, assumptions, and objectives for officer management, based upon their career and lifetime experience. The second discussion seminar included area experts and analysts from the military manpower and personnel community. As the study proceeded, the working group and the policymaker group of service members and DoD civilians participating in our effort reviewed potential objectives. Internal discussion with RAND colleagues also helped shape the set of objectives.
Designing an OCMS entails making decisions about these alternatives, which in turn determines the aspects. The research team designed the alternatives considered here. 1 shows, we drew heavily on the earlier report. It was clear from that research that some alternatives would figure into any officer management system—for example, only certain things can happen to an officer not selected for promotion: separation, retention in grade, and so forth. For these, we wanted to ensure that we included a range of alternatives bounding the status quo that was robust enough to capture most feasible options.
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