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The authors developed an Army Enlistment Options Optimizer approach that creates bundles of bonus and non-bonus enlistment incentives, often paired with smaller, supplemental bonuses. If implemented, potential recruits would choose the bundle they most value from those available according to job type, term length, recruit characteristics, and recruiting environment. This gives recruits greater agency in choosing their enlistment options, potentially increasing satisfaction and enlistments. At the same time, the recruit cohorts would have the characteristics desired by the Army and the Army would benefit from cost savings resulting from reduced bonus expenditures. Through two surveys of young adults ages 18–27, the authors found that non-bonus incentives were as attractive as bonuses of

Recruiting and enlistment. --- Military Career Field Management --- Military Compensation --- Military Recruitment --- United States Army --- Recrutement des armées. --- United States. --- Recruiting, enlistment, etc. --- Personnel management. --- United States --- Armed Forces --- Pay, allowances, etc.

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Many of the units the U.S. Army plans to deploy in response to future contingencies are in the Reserve Components (RC). Although all such units would ideally be manned at a wartime state of readiness, in reality this is infeasible. Part of the current mobilization plan, accordingly, is a practice termed "cross-leveling," that is, moving soldiers from one unit to another to ensure that each has enough qualified soldiers for the required jobs. This practice was employed extensively in Operation Desert Shield/Storm, and was regarded as largely successful. But even though cross-leveling can be a cost-effective means to ensure unit deployability, it is not the ideal solution to reserve readiness problems. The greater the reliance on cross-leveling, the less the likelihood that units will have had peacetime individual and collective training adequate to permit cohesive performance of their wartime mission. This project examined the extent of cross-leveling during Desert Shield and Desert Storm, the reasons for it, the likelihood of serious personnel shortfalls in future deployments, and, based on these findings, the types of policies that could enhance the RC's readiness to deal with future contingencies. The analyses make it clear that there are personnel readiness shortfalls worth fixing in the Army RC and that reducing personnel turnover is the key to accomplishing that goal. They also suggest that reducing job turbulence--the tendency of soldiers to switch jobs--is likely to cost less than reducing attrition, but incentives to reduce both types of turnover will be required for many RC units.

United States. --- United States. --- Reserves. --- Operational readiness.

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"Selecting recruits who will complete their term of enlistment is very important for both maintaining Army readiness and minimizing cost. This report describes a recruit selection tool that estimates prospective outcomes and costs for different combinations of recruits' cognitive, noncognitive, demographic, physical, and behavioral attributes. The tool assesses the effects of multiple, simultaneous changes in the selection of prospects on losses during the first term, on the incidence of certain adverse personnel actions, and on specific reasons for early separation from the Army. This enables the Army to identify potential changes to selection of youth based on a variety of attributes in order to expand supply smartly or to decrease the rates of targeted adverse outcomes, and to strategically examine trade-offs in outcomes and costs associated with changes in the characteristics of the recruit cohort."--Publisher's description

Recruiting and enlistment --- Labor turnover --- Employment stabilization --- Recrutement des armées --- Emploi --- Methodology. --- Prevention. --- Méthodologie. --- Stabilisation --- United States. --- United States. --- Recruiting, enlistment, etc. --- Evaluation. --- United States.

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Investigates differences between wartime and peacetime non-deployable rates and suggests reasons for a higher peacetime rate. The research was conducted in 1998-1999 for Stabilization Forces 4-7, and reflects Army policies and deployment guidelines in effect at that time.

Deployment (Strategy) --- United States. --- Operational readiness.

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This report describes the PACER SHARE Productivity and Personnel Management Demonstration and the plan that has been developed to evaluate it. The report also presents statistical results concerning the quality of work life, organizational flexibility, work quality, and cost savings during the baseline period prior to the demonstration and throughout the demonstration's first three years. PACER SHARE is a five-year demonstration being conducted at the Directorate of Distribution (DS) within the Sacramento Air Logistics Center (SM-ALC) under the legal authority of the Office of Personnel Management. Its purpose is to determine whether several changes in federal civil service practices being tried on an experimental basis will improve organizational productivity, flexibility, and quality of work life, while sustaining (or improving) the quality and timeliness of work and the capability to mobilize during emergency or wartime. The DSs at the four remaining ALCs (which perform similar functions) serve as the comparison sites. The demonstration formally began in February 1988 after several years of planning. If effective, the interventions will subsequently be considered for wider application.

Quality of work life --- Sacramento Air Logistics Center --- Personnel management.