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Responsibility for medically screening enlisted and officer applicants for the armed forces falls on two Department of Defense (DoD) organizations: the U.S. Military Entrance Processing Command (USMEPCOM), which screens mainly enlisted applicants at military entrance processing stations (MEPS) throughout the country; and the Department of Defense Medical Examination Review Board (DoDMERB), which contracts with civilian health care providers to screen officer applicants. Given the inconsistencies and inefficiencies of the two systems, the project team was tasked with exploring how best to reform the medical screening process. After conducting interviews, focus groups, and a workshop with key stakeholders; reviewing documentation on current policies and practices; and examining prior DoD efforts at improvement, the team developed three main courses of action (COAs) to reform the business models used for accession medical screening, considered the potential feasibility of implementing each COA, and identified the COA for a hybrid model of the two systems as presenting the least amount of risk while allowing for simultaneous testing of enlisted and officer applicants across the two systems. Because of the potential for major impacts of implementing the hybrid model COA, the team recommended that DoD conduct a pilot program involving a randomized control trial at four experimental sites in the United States. The program incorporates strategic elements of an accession medical screening system (regardless of business model) described by stakeholders, as well as findings from analyses of organizational and geographic-based features using a RAND-developed geographic information system tool.

Medical screening --- Armed Forces --- Medical examinations. --- United States. --- United States --- Recruiting, enlistment, etc. --- Evaluation.

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"U.S. Army military intelligence (MI) analysts work in increasingly complex and dynamic operational environments requiring intangible competencies, such as critical thinking (CT) and adaptability. This report describes the development and implementation of a process to assess key analytic competencies and proficiency of the Army's analysts in the 35F military occupational specialty and the design of a protocol for ongoing evaluation. The study included subject-matter expert interviews and document review to identify key analytic tasks for 35F analysts; a review of research regarding competencies associated with intelligence analysis and measures of those competencies; and a field study assessing competencies, life-cycle factors, training proficiency among junior analysts, and job proficiency among junior and midgrade analysts. Analysis of training proficiency results shows that analysts with greater general mental ability had higher grade-point averages and better odds of graduating from initial skill training than other analysts had. Results comparing junior and midgrade analysts indicate that both groups have few opportunities to perform MI tasks on the job. Both groups were similar in most competencies, but midgrade analysts demonstrated higher CT skills than junior analysts did. Differences between junior and midgrade analysts in job proficiency were mixed; junior analysts performed better on some criteria and midgrade analysts performed better on others. However, job proficiency scores were relatively low across groups, and few competencies predicted job proficiency; these findings could be a result of skill decay or low motivation of study participants"--Publisher's description.

Military intelligence --- Intelligence service --- Soldiers --- Military planning --- Training of --- Evaluation. --- United States. --- United States. --- United States. --- Occupational specialties --- Evaluation. --- Personnel management --- Evaluation. --- Operational readiness --- Evaluation.

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Cyber intelligence (Computer security) --- Employees. --- United States. --- Officials and employees --- Turnover --- Prevention.

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To support the Department of the Air Force's (DAF's) goal of improving diversity, equity, and inclusion (DEI) in its workforce, researchers conducted a qualitative literature review and interviews with subject-matter experts to identify the DAF's existing and planned DEI efforts. This report offers a snapshot of DAF's 2021 DEI efforts, highlighting potential gaps and limitations in several enlisted and officer career fields and across recruiting and accession sources. Recommendations focus on better evaluation and ways to sustain proactive DEI efforts across the DAF.

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The U.S. Coast Guard (USCG) has a broad set of missions in the maritime domain, including 11 statutory missions across the categories of maritime safety, maritime security, and maritime stewardship. Among its assets for accomplishing these missions are major cutters — large, oceangoing vessels capable of spending substantial amounts of time away from their home ports. The USCG faces a challenge in determining the optimal length of days away from home port for personnel on major cutters. Confronting this challenge requires an understanding of how personnel tempo (PERSTEMPO) relates to USCG servicemember behavior. However, the empirical relationship between days spent away from home port and servicemember behavior is unknown. To help address this knowledge gap, the authors analyze how servicemembers respond to various levels of PERSTEMPO, as well as the effects of working conditions and incentives on these responses.

Employee retention --- Quality of work life --- Armed Forces --- Sea life. --- United States. --- Personnel management.