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Air Force Personnel Research Summary

Core Content

This document provides recommendations for improving the alignment and effectiveness of personnel research within the U.S. Air Force. It was commissioned by the Air Force Directorate of Force Management Policy (AF/A1P) and conducted by the RAND Project AIR FORCE (PAF) as part of a 2011 project focused on enhancing personnel selection and screening methods. The report outlines the current state of personnel research, identifies challenges, and proposes three potential scenarios for reorganization.

Main Objectives

The study aimed to:

1. Describe the Air Force organizations involved in personnel research, including the types of data collected and research conducted.
2. Examine the coordination, communication, and data sharing among these organizations.
3. Identify gaps in the current system and recommend strategies for improvement.

Key Findings

• Personnel research in the Air Force is decentralized, with multiple internal and external entities involved.
• The Air Force Human Resources Laboratory (AFHRL) was disestablished in 1991, and the Air Force Occupational Measurement Squadron (AFOMS) has been downsized multiple times, including in 2009.
• Current personnel research efforts face several challenges:
  • Narrow organizational missions
  • Inconsistent data coordination and sharing
  • Lack of internal research expertise
  • Limited resources
  • Reliance on contractors
  • Potential duplication of effort

Key Recommendations

To address these challenges, the report recommends the following components for better alignment:

• Clear Oversight: A single organization with responsibility for all personnel research efforts, ensuring coordination and strategic direction.
• Sufficient Authority: The ability to enforce data sharing, eliminate duplication, and integrate new research initiatives.
• Institutional Knowledge: Understanding of the Air Force's culture, values, and personnel system to identify knowledge gaps.
• Quality Control: Ensuring all research and data collection meet minimum standards for quality and utility.
• Access to Scientific Expertise and Resources: Sufficient funding and expertise to support strategic research and development.
• Wider Data Availability: Facilitating efficient data sharing without compromising other priorities.
• Increased Visibility: Enhancing the role of the research system as a central hub for information and decision support.

Proposed Scenarios

The report outlines three potential scenarios for reorganization:

1. Baseline Plus One Scenario

   • Organizations continue as they are with minimal changes.
   • Oversight is provided by a lean team, focusing on strategic research and development.
   • Pros: Economical and quick to implement.
   • Cons: May lack the capacity to enforce a clearinghouse mandate and achieve strategic alignment.

2. Comprehensive Alignment Scenario

   • All personnel research organizations are reorganized under a single oversight entity.
   • Promotes communication and coordination by bringing stakeholders together.
   • Pros: Maximizes quality and ensures strategic alignment.
   • Cons: Likely to be costly and time-consuming.

3. Hybrid Scenario

   • A new Personnel Research Directorate is created, housing some specialized divisions.
   • This approach balances centralized oversight with the retention of specialized functions.
   • Pros: Offers a middle ground between cost, speed, and quality.
   • Cons: Requires additional coordination and communication efforts.

Strategic Focus

The report emphasizes the need for the Air Force to include a Major Force Program 6 (MFP6) funding line to support a strategic research and development focus. This would allow the Air Force to be proactive in personnel research rather than reactive.

Conclusion

Aligning the Air Force's personnel research system is a crucial organizational change that can enhance strategic decision-making, especially in times of fiscal constraint. It requires sustained leadership commitment and careful consideration of the trade-offs between cost, speed, and quality in the context of the triple constraint model.

Key Organizations Involved in Personnel Research

• Air Education and Training Command (AETC): Conducts personnel research, including occupational analysis and airman advancement.
• Air Force Personnel Center (AFPC): Houses research and data analysis divisions.
• Air Force Manpower Agency (AFMA): Manages performance and training data.
• Air Force Research Laboratory (AFRL): Engages in strategic personnel research.
• Air Force Directorate of Force Management Policy (AF/A1P): Oversight for personnel research and policy.

Acknowledgments

The report acknowledges the contributions of numerous Air Force personnel, contractors, and RAND colleagues who provided insights and data throughout the research process.