Researchers interviewed member companies participating in the 100,000 Jobs Mission to capture lessons and experiences and to identify further improvements to veteran employment opportunities.

Introduction -- Part I: Understanding Technical Training and Flying Training -- Characteristics of the Technical Training Environment -- Characteristics of the Flying Training Environment -- Part II: Adapting and Pretesting the Survey Content and Administration -- Adapted and New Survey Content -- Survey Pretest Methods -- Part III: Survey System Recommendations -- When to Administer the Survey -- Who Should Participate in the Survey -- Confidentiality and Maximizing Survey Participation -- Technical and Human Resource Challenges to Resolve Before Implementing the Survey System -- Recommendations for Analyses and Reporting -- Conclusion -- Appendix A. Air Force and DoD Surveys That Assess Misconduct -- Appendix B. Enlisted Occupational Specialties Available to Non-Prior Service Students -- Appendix C. Survey Instrument -- Appendix D. Responsible Comparisons of Survey Results.

This study informs the development of career models for the Department of Defense security cooperation workforce. It assesses potential requirements for competencies and experience and identifies potential job families within the workforce.

Air Force Special Warfare (AFSPECWAR) operators conduct some of the most physically and mentally challenging missions in the U.S. military. Operating in these career fields and job environments benefits from specialized assessment and selection. Assessing and selecting personnel begins with identifying job-relevant attributes for AFSPECWAR. Based on several sources from civilian and military domains, the authors identify eight attributes: Communication, Drive, Integrity, Physical Fitness, Problem Solving, Stress Tolerance, Teamwork, and Trainability. They then explore the relative importance of these attributes and whether certain attributes should be weighted more heavily than others when making a final selection decision. Although this process for identifying, weighting, and evaluating the job-relevant attributes is resource-intensive and requires engagement from many subject-matter experts, the outputs are foundational for establishing effective talent management practices. Selecting candidates who are suitable for the job and the environment has the potential to improve performance, increase satisfaction and commitment, and reduce turnover. The authors also highlight approaches for improving the accuracy of ratings and identify potential gaps in current AFSPECWAR assessment and selection practices, which can be addressed by adopting best practices for designing and implementing assessment centers. Closing these gaps will further strengthen AFSPECWAR's objective to effectively assess and select individual members of the U.S. Air Force who have the attributes needed for training and job success.

"The coronavirus disease 2019 pandemic that began in late 2019 and continues as of the writing of this Perspective in summer 2022 has been the cause of both tremendous tragedy-in lives lost and economic hardship-and great triumph in the rapid development of effective vaccines. Many nations around the world have scrambled to respond to a once-in-a-century event that has exposed many weaknesses in response planning and capabilities, including those of the United States. Even as the pandemic continues, it is not too early to reflect on the missteps that have been made and lessons that can be learned so that the United States and nations worldwide can be better prepared for the future. This volume contains a collection of essays that explores topics of critical importance toward that aim and identifies actions that can be taken to not only improve pandemic preparedness but also help prevent the occurrence of future pandemics. The essays center on U.S. challenges and experiences, but the solutions, in many cases, require collaborative efforts that reach across national boundaries."--

As the first of 25 offshore patrol cutters (OPCs) nears delivery, the U.S. Coast Guard (USCG) is focusing greater attention on the staffing needs of these ships, particularly during the precommissioning period. USCG leadership believes that crew satisfaction with these assignments is low and that this has implications for force readiness. In addition, the USCG has limited return on its training investment if crew members leave the service or return to shore duty soon after their precommissioning assignments. Thus, increasing institutional knowledge is also a priority. Researchers evaluated 11 courses of action (COAs) that the USCG could consider to improve crew satisfaction with precommissioning assignments and overall fleet readiness-the first being the status quo precommissioning process. Of the remaining ten COAs, five would delay crew reporting; three would develop expertise, facilitate the sharing of best practices across OPC crews, and promote standardization; and two would adjust personnel assignment and compensation policies. Although some COAs are mutually exclusive, others could be combined to address a broader set of problems or more effectively address a single issue. The most appropriate combination depends on how the USCG prioritizes the various evaluation criteria. One way forward would be for the USCG to adopt an incremental approach: Implement some of the more-feasible COAs in the short term while working toward some of the higher-impact COAs over the long term.