By Harry J. Thie, Clifford M. Graff, Margaret C. Harrell, Mark Berends, Roger A. Brown
This file is a follow-on to MR-470-OSD, destiny occupation administration structures for U.S. army officials, 1994. the sooner examine made up our minds more than a few most likely destiny officer necessities and a couple of replacement occupation administration platforms. It didn't try to outline a top approach since it lacked the targets component―what the procedure was once to complete. the present document does layout a most sensible officer profession process, outlined as person who such a lot absolutely satisfies eleven ranked targets made up our minds by way of a procedure that integrated interviews with a gaggle of senior army and civilian officers. The authors describe the method used to figure out the pursuits of the profession administration approach and the weights accorded these pursuits via policymakers. They then illustrate how the technique is used and current the profession administration procedure that effects for line officials. A sensitivity research and 6 appendices are integrated.
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Additional resources for A Future Officer Career Management System: An Objectives-Based Design
The two alternatives in this study are separation or directed migration to another skill. Thus, a line officer not selected for career status would, under the first alternative, leave the military. Under the second alternative, the officer might continue in another skill group, perhaps as a specialist or support officer. Average Assignment Length. Maintaining the current average assignment length, lengthening the average by either one-third or twothirds of an average assignment, or shortening it by the same amounts are the five alternatives for average assignment length.
The career selection point is the time in an officer’s prospective career when individual potential is matched with needs of the service for longer-serving officers in higher grades. In other words, selection for career status generates expectations for additional service as long as performance is satisfactory and the officer’s skills and experience are needed. , all who wish to continue may); between five and ten years, which represents a notional early- to mid-career selection point (the status quo is between eight and ten years of service, the period during which officers are promoted to O4 and, under DOPMA’s provisions, gain tenure until 20 years); after ten years, ______________ 1 Augmentation, the process of becoming a career officer, begins after initial entry into military service and ends with judgments about officer potential to serve for a full career or until separated.
In this case, customer satisfaction is the objective and total quality management a means to satisfy it. In the military, rapid promotion is cited as a way to ensure career satisfaction and to retain officers. But retention is pursued for the sake of meeting the military’s requirement for experienced officers at multiple levels of leadership responsibility. Thus, rapid promotion is actually a means to accom- Objectives of the Officer Career Management System 29 plish three potential objectives: provide career satisfaction, satisfy skill requirements, and meet grade requirements.