Avery Calkins

The authors examined retention of racial-ethnic minorities in the Regular Army's enlisted and officer ranks and how racial-ethnic composition changes as soldiers progress in their careers. The authors also explored reasons that individuals stay in the Army or leave at given points, how unit leader decisionmaking affects such decisions, and what influences promotion decisions.

This report presents the results of three analyses: (1) determining which characteristics of recruiters are most strongly linked to recruiting production, (2) identifying which Department of the Air Force recruiting offices would gain the most from adding recruiters, and (3) examining how the factors affecting recruiter productivity are different in two types of markets. The report also provides recommendations for improving recruiting data.

This tool describes RAND efforts to develop and employ personnel inventory models to conduct human capital management analyses. It should be of interest to analysts at the formative stage of a project to help in visualizing potential analytic paths.

The authors used the RAND Dynamic Retention Model to determine the most cost-effective way to increase the force size of the uniformed mental health provider workforce; specifically, accessing more providers or retaining more providers. The authors also compared military compensation for psychiatrists, clinical psychologists, social workers, and mental health nurse practitioners with expected civilian compensation for these types of providers.

The U. S. Army is looking to modernize its special and incentive (S&I) pays to increase their efficiency in improving retention and incentivizing greater performance. Specifically for aviator S&I pays, the Army is considering proposals that would make S&I pays contingent on achieving specific career milestones. Such a policy would aim to not only sustain retention but also target compensation to individual qualifications and talent.