Design of Air Force Human Resource Management Governance Board Membership and Processes for Optimal Force Management: Preliminary Discussion and Recommendations

Abstract

Within the past decade, the Air Force has employed two governance structures to oversee human resource development and human resource management (HRM). The first was known as the Force Management and Development Council (FMDC), and the current is a nested structure of the HRM Strategic Council (HSC) and HRM Strategic Board (HSB). Recently, considerable interest has been expressed in discarding the HSC/HSB format in favor of returning to an FMDC-like structure. This Perspective reviews the two structures and provides analysis of strengths and weaknesses. The primary objective is to provide insights to assist in development of a new, more effective governance structure that will meet the challenge of providing greater adaptability and flexibility as called for in current Air Force strategy. The insights offered are based on the authors informed judgments and perspectives based on their experience, observations, and discussions with knowledgeable subject-matter experts and stakeholders.

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Document Details

Document Type
Technical Report
Publication Date
Dec 01, 2018
Accession Number
AD1084793

Entities

People

  • Charles P. Armentrout
  • Shirley M. Ross

Organizations

  • RAND Corporation

Tags

Communities of Interest

  • Cyber
  • Human Systems
  • Materials and Manufacturing Processes

DTIC Thesaurus Topics

  • Air Force
  • Air Force Personnel
  • Air National Guard
  • Corporations
  • Education
  • Employment
  • Human Resources
  • Intellectual Property
  • Law
  • Management Personnel
  • Manpower
  • Military Personnel
  • National Guard
  • Organizational Structure
  • Personnel Management
  • Resource Management
  • Training

Readers

  • Aerospace logistics and air mobility.
  • Defense Acquisition Program Management
  • Systems Analysis and Design