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Describes work done for the National Defense Research Institute documented in Aligning the stars: improvements to general and flag officer management by Margaret C. Harrell [and others].
The Department of Defense (DoD) experiences a high turnover from its general and flag officers (G/FOs). A concern exists that simply lengthening the stay of senior officers will only clog the system, stagnating promotions throughout the entire officer corps. In response to this, RAND researchers analyzed the current system, reviewed literature on corporate management practices, and modeled different ways of managing G/FOs. In addition to proposing variations to the promotion model, the authors address the concerns expressed by those in DoD and Congress about implementing such changes.
Adverse and reportable information must be considered at the time of assignments, promotions, and retirements of senior military officers. This monograph documents current policies and practices for identifying and considering such information, identifies potential gaps in these processes, and makes recommendations on how to make them more consistent and reliable.
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.
The U.S. Congress determines the maximum number of general and flag officers that the military may have by specifying service-specific ceilings. The Defense Dept. has been required to study officer requirements and to recommend changes to the law, if necessary. This interim report on DoD's progress to date reviews DoD's draft recommendations and estimates the cost to implement them, reviews the criteria the services use in doing their studies, compares troop strength to officer requirements, and determines whether certain general or flag officer positions may be candidates for conversion to civilian status. Tables.
This report describes the professional experiences and other characteristics general and flag officers in the military services tend to share due to each service's approach to personnel management, and potential implications of those approaches.
"Today's active-duty military has become progressively more joint. But in recent years, U.S. joint military activities have also seen higher participation rates by reserve component general and flag officers, senior civilians, and senior noncommissioned officers. This report examines the preparation of reserve component general and flag officers, senior civilians, and senior noncommissioned officers for participation in joint military activities. The authors interviewed a select group of senior people who had served at the highest executive levels of DoD and a number of senior members who had been identified as being exemplars with respect to participating in joint activities. They then used this information to develop their recommendations and worked with the appropriate OSD staffs to link them to possible initiatives." -- publisher's website.