Air Force Life Cycle Management Center’s Post

US Congress I request an investigation into the United States Department of Defense Leadership ASAP! #Navy §2301. Merit system principles (a) This section shall apply to- (1) an Executive agency; and (2) the Government Publishing Office. (b) Federal personnel management should be implemented consistent with the following merit system principles: (1) Recruitment should be from qualified individuals from appropriate sources in an endeavor to achieve a work force from all segments of society, and selection and advancement should be determined solely on the basis of relative ability, knowledge, and skills, after fair and open competition which assures that all receive equal opportunity. (2) All employees and applicants for employment should receive fair and equitable treatment in all aspects of personnel management without regard to political affiliation, race, color, religion, national origin, sex, marital status, age, or handicapping condition, and with proper regard for their privacy and constitutional rights. (3) Equal pay should be provided for work of equal value, with appropriate consideration of both national and local rates paid by employers in the private sector, and appropriate incentives and recognition should be provided for excellence in performance. (4) All employees should maintain high standards of integrity, conduct, and concern for the public interest. (5) The Federal work force should be used efficiently and effectively. (6) Employees should be retained on the basis of the adequacy of their performance, inadequate performance should be corrected, and employees should be separated who cannot or will not improve their performance to meet required standards. (7) Employees should be provided effective education and training in cases in which such education and training would result in better organizational and individual performance. (8) Employees should be- (A) protected against arbitrary action, personal favoritism, or coercion for partisan political purposes, and (B) prohibited from using their official authority or influence for the purpose of interfering with or affecting the result of an election or a nomination for election. (9) Employees should be protected against reprisal for the lawful disclosure of information which the employees reasonably believe evidences- (B) mismanagement, a gross waste of funds, an abuse of authority, or a substantial and specific danger to public health or safety. (c) In administering the provisions of this chapter- (1) with respect to any agency (as defined in section 2302(a)(2)(C) of this title), the President shall, pursuant to the authority otherwise available under this title, take any action, including the issuance of rules, regulations, or directives. https://lnkd.in/gBckyxF2 https://lnkd.in/g2KxgxSG)

Great article that brings up some very salient points. Additionally, since 9/11, the cost per active-duty service member has surged by over 80% in today's dollars (or approximately 50% in adjusted inflation). Military pay has outpaced civilian pay by 40% since 2000, with enlisted personnel earning nearly 90% of civilian counterparts' pay for similar education and experience levels. Over the past two decades, the overall expenses to support a mid-career individual on active duty have soared. The comprehensive costs, which encompass recruitment, skills training, healthcare, a subsidized grocery chain, schools for dependents, childcare systems, and more, surged from $80,000 annually during the George W. Bush era to around $160,000. Present estimates now hover close to $400,000 per year. These escalating expenses shed light on the 2% reduction in the active-duty force since 2001; the high cost associated with adding more members became prohibitive. However, the $400,000 fully burdened cost could be somewhat misleading, as the Department of Defense uses a composite rate solely for budgeting purposes. https://lnkd.in/eTKjD5wT

Several solid ideas - all key to not only recruiting but most importantly, retention. The military profession is very different, in dozens of ways, than a civilian career path, which makes recruiting and retention a unique challenge. Every enlisted person enters as a Private/Airman/Seaman. Every officer enters as a Lieutenant/Ensign. Talent growth starts at the bottom and promotes up.* Unlike the civilian world, there is no such thing as just hiring a bunch of civilians and making them non-commissioned officers, or hiring a swath of civilians as officers to fill mid/upper ranks. Experience matters. A critical element in our armed forces. *Very few exceptions in critical fields - legal, medical, etc). #Veterans #military US Congress US Army United States Air Force US Navy United States Marine Corps United States Space Force https://lnkd.in/gmZRgxbN

🇺🇸 Rising to the Challenge: Strengthening Our Nation's Recruitment Efforts 🇺🇸 As we reflect on the current state of military recruitment and the challenges faced over the past year, it's evident that we are at a pivotal moment. Despite substantial efforts, including enhanced bonuses, relaxed policies, and innovative programs, our armed forces have faced significant shortfalls in meeting recruitment goals. This underlines a critical need for renewed strategies and patriotic commitment. The Challenge: The decline in enlistment numbers highlights not only the evolving recruitment landscape but also the broader societal changes influencing our youth’s perspective on military service. From the Army to the Navy, each branch has faced its unique hurdles, demonstrating a need for continuous adaptation and innovation. The Path Forward: 1. Reinforcing Commitment: It is essential to reaffirm the value of military service and its impact on national security and personal growth. 2. Innovative Approaches: Embracing new technologies and refined outreach strategies, like Indeed’s AI-powered Smart Sourcing, can streamline recruitment and attract a diverse pool of candidates. 3. Community Engagement: Strengthening ties with local communities and leveraging stories of service members can inspire the next generation to consider military careers. As we move forward, let us unite in support of our military's mission and efforts to recruit and retain dedicated individuals. Together, we can ensure that our armed forces remain strong and resilient, prepared to meet any challenge that lies ahead. #MilitaryRecruitment #Patriotism #Innovation #NationalSecurity #USArmedForces #RecruitmentChallenge https://lnkd.in/dqVRjdBy

Gen Z is not lazier than previous generations. I work next to a 20-year old junior-enlisted Guardian who owns and manages three rental properties and operates a drop-shipping business in his spare time. He's also reading and heavily annotating a professional development book about leadership (on his own volition), and his actual work responsibilities dwarf anything I could have imagined doing as a 20-year old. People have not fundamentally changed, but tools have. The tools available for work today have made unproductivity more discernible and less necessary for this generation than prior ones. Every minute spent on unproductive work is a minute stolen from a person's sense of purpose, and that theft is more apparent now than ever. Organizational leaders who ignore this reality do so at their own peril. The key to motivating "this new generation" is the same as motivating any group of people in all of history--creating a sense of purpose. "Be all you can be" was effective because it catered to peoples' sense of purpose and desire to do productive work. Productive work includes actions that make a meaningful contribution to an organization's mission. That mission is what gets people up in the morning, and it is the "why" behind their choice of profession. Unproductive work includes administrative and logistical burdens like spending time commuting, arranging childcare, and sitting idly in office buildings waiting for their notoriously slow Internet to start working again. Every leader at every level of every organization needs to be thinking hard about how to maximize the utility of their subordinates' time. Properly valuing time and promoting productive work fosters a strong sense of purpose. I sincerely believe this is the key to recruitment and retention in any industry today. On a similar note, I have seen many posts of leaders unfortunately conflating the concepts of hardships and productivity. Reducing unproductive work does not mean eliminating all hardships. It's not about toughness. Hardship itself can be desirable because it forges resilience and adaptability. Nevertheless, there are productive hardships (i.e., challenging assignments, rigorous training, exposure to new and complex problem-sets) and unproductive hardships. We have to keep the former, but we should eliminate the latter.

We talk often about the #transition for Military members. RAND put together this great research paper detailing the journey for a service member from post service to years later. Some of the questions they sought to answer were: Research questions • Which military occupations are associated with higher rates of employment and higher levels of earnings after service? How does that relationship develop over time post-separation? • What individual characteristics of service members are associated with labor market success? • How does service members’ income after service compare with their active-duty income?  Some of there findings were: Key findings • Civilian earnings varied widely across service members transitioning from different military occupations. • Intelligence and information systems MOCs consistently appeared in the high tier of first-year earnings after separation across all four services. • Combat arms, medical, supply, and transportation MOCs were generally in the moderate or low tier of first-year earnings after separation. • Earnings grew on average from the first to second to third years after separation, with the gap between MOCs narrowing somewhat. • Individuals with higher levels of education and more favorable separation codes had higher earnings after separation. The way I looked at this research was more in line with how we can help support those transitioning out of the military that have not already been impacted by this change. We can not change the MOS/AFSC we worked, but we can ensure we did not let tuition assistance go by without using it while active. Another key point of the research was that service members in their last year earned more income on Active Duty then they did in the private sector in their 1st year. Setting proper expectations for service members entering the work force is quantifiably important when it comes to a family budgeting off of one income and moving to another. I know most folks I communicate with take pride in ensuring the next generation of transitioning service member is squared away upon entering the civilian workforce. I trust this information will be of some use. INvets Ryan Gilfillan you may have already run across this but would like your thoughts. https://lnkd.in/d7kTkR5U

Veterans: Navigating Civilian Pay Doesn't Have to Be a Mystery! When leaving the military, many of us wonder: "How much will I need to earn?" The shift from a predictable pay structure to the unknown world of civilian compensation can feel overwhelming. After digging into platforms like Glassdoor, I realized how little information was out there for veterans. That’s why we created the Reverse Glassdoor, a platform by veterans, for veterans. It's designed to reveal what others in similar situations are earning and how bonuses and equity play into the picture. Here’s what we found so far: - Officers: On average, 37% snagged bonuses, and 14% received equity. O-6s lead with 52% receiving some type of bonus - Enlisted: 17% reported bonuses, and 4% received equity, with E-8s and E-9s coming in strong. Join the movement to empower veterans with the knowledge they need! Take the survey and help us build the most comprehensive database of compensation insights. https://lnkd.in/eTtZWX2q #veteran #military #money

Established in 1964, the 180-day rule is a restriction preventing the Department of Defense from hiring recently retired military personnel into civilian positions within the first six months of their retirement. Navigating Through It: Waivers are possible! If your skills are critical and there is no conflict, the agency you've applied to can request a waiver. This can happen if it's evident that you are the best fit for the job, surpassing any current applicants. There must be convincing evidence to show the search for best qualified candidate was thorough and that the your skills, knowledge, and abilities are unmatched. Your role in this process: Your federal resume should effectively detail why your expertise stands out. This waiver must be obtained before the retired military member can start the job. It's important that the waiver application clearly shows the efforts were made to advertise the vacancy widely, ensuring a fair and open competition. Approaching the Situation: Understand your eligibility, initiate early conversations with ethics offices, ensure your documents are ready, and don't hesitate to seek advice. Don't be discouraged: The 180-day period is easily manageable. With the right steps, transitioning into a civilian role within the Federal Government can be smoother than you think. I’m always here to provide guidance. Please text me at 571-477-7007 if you have any questions. #VeteransTransition #FederalGovernmentJobs #DoDCareers #MilitaryToCivilian #TransitionAssistance #VeteransEmployment #GovernmentCareers #FederalService #MilitaryTransition #CivilianJobs #DefenseDepartment #VeteransInGovernment #JobSearch #CareerTransition #FederalHiring #resumewriting #federaljobs #resumeyourway

Prime example of "can't see the forest for the trees." This is not political for Americans. The grim recruiting is due to failed trust in upholding the promises made to these Veterans, such as failure by VA to provide care, benefits, and services to injured and sick Veterans from their military service. Why encourage young adults to serve without a guarantee of care and benefits, as promised, knowing the risks that come with that service and uphill battle to obtain benefit, care, and services? https://lnkd.in/eDUNWPag

This program has such great potential! The 4+1 Commitment: The Formula for Military Spouse Success is a first-of-its-kind, nationwide effort aimed at reducing the 21% military spouse unemployment rate. #doyourpart #militaryspouse #militaryspouseemployment