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The Department of the Air Force (DAF) has prioritized growing and maintaining a diverse workforce across all pay grades. Because most positions are filled by promoting from within, having a diverse pool of candidates at the point of accession is critical to accomplishing the DAF's goal. However, a large segment of the U.S. population is not eligible to enlist as an airman or to be commissioned as an officer, and eligibility criteria affect women and racial and ethnic minority candidates differently than they affect White men. Understanding the population that meets the eligibility requirements to enlist in the military or to be admitted to the U.S. Air Force Academy (USAFA) or the Reserve Officers Training Corps (ROTC) or Officer Training School (OTS) is crucial to determining the potential demographic makeup of DAF accessions and, ultimately, all DAF personnel. In this report, the authors create benchmarks for comparison with the DAF's accession cohorts by estimating the fraction of the eligible (and propensed) population, using ten mutually exclusive categories of gender and race and ethnicity. The benchmarks provide a measure of progress on diversity and inclusion in the force and a comparison to clearly identify whether a demographic's overrepresentation or underrepresentation can be attributed to specific eligibility standards or propensity to serve, or both.

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The Fiscal Year (FY) 2017 National Defense Authorization Act (NDAA) mandated a pilot test of a program in which Army recruiters were authorized to recruit individuals into any of the three components and to receive credit for an enlistee for a period of not less than three years. This report provides the following: details about the design of the pilot test; a three-year analysis of the effects that consolidated recruiting efforts had on the ability of recruiters to attract and place qualified candidates; a determination of the extent to which consolidating recruiting efforts affected efficiency; and a discussion of challenges associated with a recruiter working to recruit individuals to enlist in a component in which the recruiter may not have served and of the satisfaction of recruiters with the pilot program. Overall, the program's effects on contracts and efficiency were small and not statistically meaningful. Given the absence of statistically or substantively meaningful effects on contract production or recruiting efficiency, as well as certain stakeholder concerns, the Army decided to terminate the pilot program after the third year. Weaknesses in the implementation of the program are highly likely to have contributed to the absence of meaningful differences in production between the test and comparison sites. But on balance, considering the organizational and operational changes required and related costs, the study team concluded that it is not likely that the Army can, particularly in the near term, overcome the challenges to launch a successful cross-component recruiting program.

Recruiting and enlistment. --- United States. --- Recruiting, enlistment, etc. --- Evaluation.

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The Department of the Air Force is revamping the way it manages officer development and promotion. As part of this overhaul, the Line of the Air Force (LAF)—a single developmental category (DevCat) accounting for more than 80 percent of officers and 40 career fields—is being split into six separate DevCats. New personnel management flexibilities, introduced by the John S. McCain National Defense Authorization Act for Fiscal Year 2019, are also being introduced. The purpose of these changes is to enable the identification, development, and rewarding of talent at all stages of an officer's career. The motivations behind these personnel policy changes are clear. However, given the complexity of officer development and promotion management, it is difficult to fully anticipate the effects of these changes. To help decisionmakers evaluate the utility and implications of new personnel policies, the authors built a strategic tool called the Air Force Personnel Policy Simulation Tool (PPST) to simulate the effects of new personnel policies on career field health and demographic diversity. This tool can help ensure that Air Force policy changes will further stated goals; identify potentially adverse consequences of personnel policy changes on career fields and demographic groups; and if needed, develop mitigating courses of action.

United States. --- Personnel management. --- Officers --- Promotions.