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Advancing the U.S. Air Force's Force-Development Initiative

A mismatch in the late 1990s between the qualifications needed for key general officer positions and the backgrounds of available candidates stimulated RAND research and then an extensive U.S. Air Force effort to improve the development of future senior leaders. In the past, most officers were managed within their career fields and were too narrowly specialized. This monograph summarizes the force development initiative's history and related research efforts that (a) identified colonel positions' needs for multiple (paired) occupational skills and set targets for the numbers of officers who sh.

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  • "A mismatch in the late 1990s between the qualifications needed for key general officer positions and the backgrounds of available candidates stimulated RAND research and then an extensive U.S. Air Force effort to improve the development of future senior leaders. In the past, most officers were managed within their career fields and were too narrowly specialized. This monograph summarizes the force development initiative's history and related research efforts that (a) identified colonel positions' needs for multiple (paired) occupational skills and set targets for the numbers of officers who sh."@en
  • "A mismatch in the late 1990s between the qualifications needed for key general officer positions and the backgrounds of available candidates stimulated RAND research and then an extensive U.S. Air Force effort to improve the development of future senior leaders. In the past, most officers were managed within their career fields and were too narrowly specialized. This monograph summarizes the force development initiative's history and related research efforts that (a) identified colonel positions' needs for multiple (paired) occupational skills and set targets for the numbers of officers who should acquire those skills before they are promoted to colonel and (b) illustrated a four-step approach that can create notably more specific developmental targets for officers at grades from lieutenant through colonel within an occupation or career field. The four steps are as follows: (1) identify and prioritize the types of experience, education, and training that should precede each category of job (identify the demand, at least for the jobs in the field grades-major, lieutenant colonel, and colonel), now and in the future; (2) ascertain the backgrounds that officers have accumulated (assess the supply); (3) compare supply with demand (gap analysis); and (4) plan ways to close the gaps. These ideas suggest steps that could improve the efficiency and effectiveness of force development for Air Force officers, the enlisted and civilian forces, and the reserve components."
  • "The Air Force's force-development initiative evolved from research that the RAND Corporation began in the late 1990s, aiming to improve the development of Air Force senior leaders. This monograph summarizes force development's history, recommends ways to advance the initiative, and suggests areas that need senior leaders' attention and decision making. In it they respond to discussions during 2005 with Maj. Gen. Tony Przbyslawski, Commander of the Air Force Personnel Center. In current force-development parlance, they concentrate on the development of "occupational competencies" that can be managed substantially and more definitively using officer assignments, in contrast to "institutional competencies" (e.g., negotiating, visioning, fostering diversity, listening actively, and demonstrating ethical leadership) that are less job-specific and that the Air Force is working to inculcate largely through education and training. This document should be of value across the Air Force manpower and personnel community and perhaps even more to career-field managers and development teams in other functional areas. It aims to help members of the Force Management and Development Council (FMDC) (formerly the Force Development Council) adopt a common vision for the future of occupational force development and to promote consistent advancements within and across their functional areas."@en
  • "A mismatch in the late 1990s between the qualifications needed for key general officer positions and the backgrounds of available candidates stimulated RAND research and then an extensive U.S. Air Force effort to improve the development of future senior leaders. In the past, most officers were managed within their career fields and were too narrowly specialized. This monograph summarizes the force development initiative's history and related research efforts that (a) identified colonel positions' needs for multiple (paired) occupational skills and set targets for the numbers of officers who should acquire those skills before they are promoted to colonel and (b) illustrated a four-step approach that can create notably more specific developmental targets for officers at grades from lieutenant through colonel within an occupation or career field. The four steps are as follows: (1) identify and prioritize the types of experience, education, and training that should precede each category of job (identify the demand, at least for the jobs in the field grades -- major, lieutenant colonel, and colonel), now and in the future; (2) ascertain the backgrounds that officers have accumulated (assess the supply); (3) compare supply with demand (gap analysis); and (4) plan ways to close the gaps. These ideas suggest steps that could improve the efficiency and effectiveness of force development for Air Force officers, the enlisted and civilian forces, and the reserve components."@en
  • "The following steps are recommended for consistent, efficient, and effective plans and means for improving the development of U.S. Air Force officers in their career fields: (1) identify the demand for jobs in the field grades-major, lieutenant colonel, and colonel; (2) ascertain the backgrounds that officers have accumulated (assess the supply); (3) compare supply with demand (gap analysis); and (4) plan ways to close the gaps."
  • "A mismatch in the late 1990s between the qualifications needed for key general officer positions and the backgrounds of available candidates stimulated RAND research and then an extensive U.S. Air Force effort to improve the development of future senior leaders. In the past, most officers were managed within their career fields and were too narrowly specialized. This monograph summarizes the force development initiative's history and related research efforts that "a" identified colonel positions' needs for multiple "paired" occupational skills and set targets for the numbers of officers who should acquire those skills before they are promoted to colonel and "b" illustrated a four-step approach that can create notably more specific developmental targets for officers at grades from lieutenant through colonel within an occupation or career field. The four steps are as follows: "1" identify and prioritize the types of experience, education, and training that should precede each category of job "identify the demand, at least for the jobs in the field grades-major, lieutenant colonel, and colonel", now and in the future; "2" ascertain the backgrounds that officers have accumulated "assess the supply"; "3" compare supply with demand "gap analysis"; and "4" plan ways to close the gaps. These ideas suggest steps that could improve the efficiency and effectiveness of force development for Air Force officers, the enlisted and civilian forces, and the reserve components."@en

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  • "Livres électroniques"
  • "Electronic books"@en

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  • "Advancing the U. S. Air Force's Force-development Initiative"
  • "Advancing the U.S. Air Force's Force-Development Initiative"@en
  • "Advancing the U.S. Air Force's force-development initiative"@en
  • "Advancing the U.S. Air Force's force-development initiative"
  • "Advancing the U.S. Air Force's Force-development Initiative"@en

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