| OPNAV N14 Quick Reference: Officer Manpower and Personnel Governance in the US Navy. Law, Policy, and Practice |
2005 |
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| Authors:
Roland J. Yardley; Peter Schirmer; Harry J. Thie; Samantha J. Merck; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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 | Navy transformation will require an understanding of how law, policy, and practice affect the composition of the officer corps and how certain changes might enable the Navy to better match skills, experience, and grades with mission requirements. The RAND National Defense Research Institute was asked to identify policies and processes that will enable the Navy to align the skills, experiences, and grade structure of its officer corps with its operational ... |
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| Past and Future: Insights for Reserve Component Use |
SEP 2004 |
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| Authors:
Harry J. Thie; Raymond E. Conley; Henry A. Leonard; Megan Abbott; Eric V. Larson; RAND CORP SANTA MONICA CA
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| The Quadrennial Defense Review, released in September 2001, expresses concern about the current readiness of its operational units. Post-Cold War downsizing and widespread budget cuts have occurred side by side with intensive deployment and operational-tempo demands-conditions that have translated into a growing reliance on the Reserve Components (RC). The reserves now play a far more substantial role in military contingencies, including peacekeeping and humanitarian missions, and the military's reliance on ... |
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| Expanding Enlisted Lateral Entry: Options and Feasibility |
2004 |
65 pages |
| Authors:
Dina Levy; Joy Moini; Jennifer Sharp; Harry J. Thie; OFFICE OF THE SECRETARY OF DEFENSE WASHINGTON DC
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 | Most recruits into the U.S. military currently follow a set training pattern upon entry: new-entry training followed by occupational training. Some new recruits come to the military with advanced training or experience acquired outside the military, but in many cases the military retrains them in the same occupation or prepares them for a different occupation altogether. Several possible explanations exist for this seemingly inefficient practice. First, by choice, the military ... |
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| New Paths to Success: Determining Career Alternatives for Field-Grade Officers |
2004 |
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| Authors:
Peter Schirmer; Dina G. Levy; Harry J. Thie; Joy S. Moini; Margaret C. Harrell; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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| The Department of Defense (DoD) wants to create a more strategic, modern, and flexible officer personnel system. At present, most military officers are subject to a policy commonly known as "up-or-out," which requires separation from service if an officer is not promoted within a certain period of time (or selectively continued) or when an officer reaches established grade tenure limits. The RAND Corporation was asked to outline alternatives to up-or- ... |
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| Aft and Fore A Retrospective and Prospective Analysis of Navy Officer Management |
2003 |
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| Authors:
Harry J. Thie; Margaret C. Harreil; Jefferson P. Marquis; Kevin Brancato; Roland J. Yardley; RAND CORP SANTA MONICA CA
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| The Navy recently examined its officer structure with an eye toward determining how well it can meet current and future demands. It was particularly interested in gaps between the supply of and demand for officers and the potential costs of such gaps. Of equal interest was how demands might change in the future and whether the current system for managing officers-accession, development, assignment, promotion, and, ultimately, separation-would satisfy tomorrow's requirements. ... |
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| Outside the Fleet External Requirements for Naval Officers |
2002 |
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| Authors:
Margaret C. Harrell; Harry J. Thie; Jefferson P. Marquis; Kevin Brancato; Roland J. Yardley; RAND CORP SANTA MONICA CA
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| In addition to filling their own ranks, the military services must assign people to outside organizations, such as the Joint Staff, unified commands, the Department of State, and the White House. While external billets require both officer and enlisted personnel, the officer billets tend to garner the most attention, both because of the cost and because of the management required to ensure that they are filled appropriately-i.e., with officers of ... |
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| Transitioning NAVSEA to the Future: Strategy - Business - Organization |
2002 |
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| Authors:
Michael V. Hynes; Harry J. Thie; John E. Peters; Elwyn D. Harris; Robert M. Emmerichs; RAND CORP SANTA MONICA CA
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| As with any business, the Naval Sea Systems Command (NAVSEA) must evaluate itself in relation to the uncertainty of the future and its current environment. As part of the Department of Defense (DoD), NAVSEA is confronted with pressures to continue downsizing; with declining Research, Development, Test, and Evaluation (RDT&E) infrastructure and resources; and with strong competition from the private sector for scientific, engineering, and management resources. At the same time ... |
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| Methods & Actions for Improving Performance of the Department of Defense Disability Evaluation System |
2002 |
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| Authors:
Cheryl Y. Marcum; Robert M. Emmerichs; Jennifer S. Sloan; Harry J. Thie; RAND CORP WASHINGTON DC
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| The Disability Evaluation System (DES) is a management tool used by the Department of Defense to determine the disposition of a service member who has a medical condition that calls into question the member's ability to perform his or her duties. The DES exists to evaluate service members with such medical conditions, remove those unable to fulfill their duties, and determine a disability rating for those who are removed. This ... |
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| Finding the Right Balance. Simulator and Live Training for Navy Units |
2002 |
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| Authors:
John F. Schank; Harry J. Thie; Clifford M. Graf Ii; Joseph Beel; Jerry Sollinger; RAND CORP SANTA MONICA CA
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| The Navy trains its forces with a combination of classroom, simulated, and actual training events. The relation of these types of training events to each other and their relative proportions have not been closely examined in decades. However, the technological capabilities of simulators and classroom instruction have grown enormously. At the same time, the cost of actual training events has increased, and the opportunities to conduct them have decreased. Environmental ... |
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| Department of Defense Political Appointments: Positions and Process |
2001 |
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| Authors:
Cheryl Y. Marcum; Lauren R. Weinstein; Susan D. Hosek; Harry J. Thie; RAND CORP SANTA MONICA CA
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| Political appointees constitute the heart of civilian leadership in the Pentagon. Individuals who are appointed by the President and confirmed by the U.S. Senate occupy a total of 45 positions in the top echelons of the Department of Defense (DoD), including the Office of the Secretary of Defense (OSD) and the military departments-up from 12 a half-century ago. |
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| General and Flag Officer Careers: Consequences of Increased Tenure |
2001 |
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| Authors:
Harry J. Thie; Margaret C. Harrell; Clifford M. Graf Ii; Jerry M. Sollinger; RAND CORP SANTA MONICA CA
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| 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 ... |
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| A Future Officer Career Management System: An Objectives-Based Design |
2001 |
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| Authors:
Harry J. Thie; Margaret C. Harrell; Roger A. Brown; Clifford M. Graf Ii; Mark Berends; RAND CORP SANTA MONICA CA
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| This report represents a follow-on effort to an earlier National Defense Research Institute study, Future Career Management Systems for U.S. Military Officers, MR-470-OSD, 1994, that serves as a source for alternative career management practices. The current report applies an objectives-based methodology using preferences of Department of Defense policymakers in the development of a career management system for officers. The work was completed and provided to the sponsor in 1997. This ... |
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| Characterizing the Future Defense Worksforce |
2001 |
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| Authors:
Dina G. Levy; Harry J. Thie; Albert A. Robbert; Scott Naftel; Charles Cannon; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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| The Director for Manpower and Personnel, J1, the Joint Staff, has had a long-standing interest in the types of service personnel who will be needed in the future and whether they will be different from past personnel. As a result, the research reported here has been sponsored by three successive incumbents in that office. The Deputy Assistant Secretary of Defense for Civilian Personnel Policy also became interested in how change ... |
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| Interagency and International Assignments and Officer Career Management |
1999 |
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| Authors:
Harry J. Thie; Margaret C. Harrell; Robert M. Emmerichs; RAND NATIONAL DEFENSE RESEARCH INST SANTA MONICA CA
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| Interagency and international processes have received renewed emphasis as a means to integrate diplomatic, economic, and military activities. The idea of specialists in interagency operations was broached in the National Defense Panel Report. (Congress mandated the Panel to assess the Defense Department's Quadrennial Defense Review and to address the future defense and security needs of the United States.) A former Chairman of the Joint Chiefs ... |
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| Relating Resources to Personnel Readiness. Use of Army Strength Management Models |
97 |
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| Authors:
John F. Schank; Margaret C. Harrell; Harry J. Thie; Monica M. Pinto; Jerry M. Sollinger; RAND CORP SANTA MONICA CA
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| The objective of the research was to understand how current models might be used to predict and measure personnel readiness. Four tasks were undertaken to accomplish this objective: (1) Develop a framework for describing and measuring personnel readiness. (2) Identify the various personnel models used by the Services and the Office of the Secretary of Defense (OSD). (3) Describe in detail how and how well a selected subset of these ... |
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| Enlisted Personnel Management: A Historical Perspective |
96 |
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| Authors:
Sheila N. Kirby; Harry J. Thie; RAND CORP SANTA MONICA CA
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| Enlisted force management is concerned with meeting national military manpower requirements with the nation's citizens. It attempts to balance the demand for enlisted personnel as determined by the requirements process with the supply of enlisted personnel in a cost-effective manner. This report represents the first phase of the larger study. It presents a historical view of enlisted force management, and it does so from two perspectives. First, it provides a ... |
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| How Many Can Be Joint? Supporting Joint Duty Assignments |
96 |
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| Authors:
Margaret C. Harrell; John F. Schank; Harry J. Thie; Clifford M. Graff Ii.; Paul Steinberg; RAND CORP SANTA MONICA CA
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| The Goldwater-Nichols Department of Defense (DoD) Reorganization Act of 1986 directed a broad range of organizational and functional changes to improve the ability of the military services to carry out successful joint military operations. However, from the act's initial implementation, the defense agencies and the services have raised numerous concerns about its provisions and procedures. Congress recognized these concerns and tasked DoD to revisit the implementation of the Goldwater-Nichols legislation. ... |
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| Who Is Joint? Reevaluating the Joint Duty Assignment List |
96 |
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| Authors:
John F. Schank; Harry J. Thie; Jennifer Kawata; Margaret C. Harrell; Clifford M. Graf Ii; RAND CORP SANTA MONICA CA
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| The Goldwater-Nichols Department of Defense (DoD) Reorganization Act of 1986 directed a broad range of organizational and functional changes to improve the military services' ability to carry out successful joint military operations. Title W of the act contains the personnel provisions including management policies, promotion objectives, and education and experience for officers assigned to "joint" billets. However, the defense agencies and services have from the act's initial implementation raised numerous ... |
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