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Congress has recently expressed concern that the current tenure system for developing general and flag officers does not effectively prepare them for handling increasing levels of responsibility and for performing with maximum efficiency at each level of assignment. This report assesses the continued appropriateness of mandatory retirement of general and flag officers after 35 years. It focuses on the value of extending tenure, specifically examining promotions, number of assignment, and career length. The study discusses two types of consequences resulting from such an extension. Systemic results of longer service lead to fewer promotions and fewer rising to the highest grades, but increased stability and experience. Career-path consequences indicate more depth or breadth of experience could result for officers. The appropriateness of continued mandatory retirement after 35 years depends, finally, on objectives. If the objective is rapid career-path movement to positions of responsibility, the 35-year limit accomplishes this. If the goal is more experienced officers and greater stability, removing the limit seems best. Decision makers will need to decide which objective is most important.
Congress has long taken a keen interest in the management of officer careers. It played a major role in the Defense Officer Personnel Management Act of 1980, the legislation that currently governs officer personnel management in all services. Recently, it has turned its attention to the tenure of the most senior military personnel, the general and flag officers. Although current law permits exceptions, it requires most flag-rank officers to retire once they have 35 years of active commissioned service. Congress is concerned that the current system does not adequately prepare officers for the most senior assignments. As a result of these concerns, Congress asked the Secretary of Defense to review the career patterns of flag-rank officers. It requested specific data about average time-in-grade both when selected and when promoted as well as the length of tours. It also asked the Secretary to assess the appropriateness of mandatory retirement at 35 years.
"Many of the laws and policies that govern officer career management (often collectively referred to as "DOPMA," after the Defense Officer Personnel Management Act of 1980) have been in place for decades. DOPMA has served the needs of the services reasonably well, but the current system may not meet the requirements of the future operating environment. One criticism of DOPMA is that it does not allow for much variety in officers' career paths because it is time-driven. Alternatively, officers' competencies are now emerging as the basis for career management. In this monograph, the authors demonstrate how a competency-based officer personnel management system could provide more flexibility in preparing military officers for the wide range of roles and missions of the U.S. military in the 21st century. This analysis focuses on practices governing promotions for military officers and closely related assignment and retirement policies."--Rand web site
At the request of Congress to the Secretary of Defense, RAND undertook a study on the advisability and feasibility of a cadre of officers whose assignments and schooling would be managed so as to ensure a viable career track in which the officers would serve in interagency and international assignments. This report presents the results of the study. It (1) identifies approximately 330 such assignments at the policy level and an additional 1200 positions at the other organizational levels; (2) develops four career management models that are variations of the due-course model--managing leader succession, managing competencies, managing skills, and managing the exception; (3) looks at the feasibility of each career model at the level of the officer personnel management system as a whole and at the level of officer career tracks; and (4) assesses the advisability of the models from the perspective of the individual officer, the interagency and
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