Margaret C. Harrell

As part of a broader research effort examining officer education and development in joint matters, the authors use data analysis and complex modeling to identify billets that that provide and/or require joint experience; and determine whether there are sufficient numbers of officers with joint experience to fill such billets.

The U.S. Army Recruiting Command asked RAND Arroyo Center to undertake research to improve its understanding of soldiers' motivations to join the Army, and how the reality of Army life matches up with expectations. This study's portrayal of the U.S. Army private could serve as an educational tool for a variety of important audiences, such as Army senior leadership, junior officers, noncommissioned officers, and prospective new recruits.

Eleven companies cofounded the 100,000 Jobs Mission in 2011 to promote veteran employment. The coalition has grown to more than 175 member companies, representing almost every U.S. industry. These companies have hired more than 190,000 veterans as of September 2014, already far exceeding the original goal. RAND interviewed member companies to capture lessons and experiences and to identify further improvements to veteran employment opportunities.

An overview of the launch of the Qatar National Research Fund (QNRF)--the first research-funding organization of its kind in the Middle East--including the design and implementation of its first programs, from August 2006 through January 2008. It describes the thinking behind the programs, policies, planning methods, and decisions and discuses ways of learning from the first grant cycles and improving upon them, as well as early program results.

The relationships among stakeholders involved in manpower, personnel, and training processes for managing the U.S. Navy information systems technician rating are discussed. The authors examine the effects of these different stakeholders on efficiency and effectiveness measures for the information technician community in general and the Consolidated Afloat Networks and Enterprise Services program specifically.

During his second tenure as Secretary of Defense, Donald H. Rumsfeld considerably revised the process for selecting senior U.S. military officers for top-ranking positions. The authors examine these changes and how the process evolved after Rumsfeld left office in 2006. They also identify key system attributes that defense officials should consider as they contemplate how senior officer selection and assignments will be managed.

The computer networks, systems, and applications used on Navy ships are an amalgam of disparate hardware and software systems that were developed and introduced onboard largely independent from one another. This report assesses the manpower, personnel, and training implications associated with the introduction of the Consolidated Afloat Networks and Enterprise Services (CANES)--a common computing environment--to U.S. Navy ships.

Provides an annotated version of a short course on qualitative research methods. The course includes an overview of semi-structured interviews and focus groups, two techniques that are commonly used in policy research and applicable to many research questions.

Recognition of the problem of sexual assault, especially acquaintance rape, has increased dramatically since 1990. This compendium provides an overview of recent research on sexual assault and summarizes more than 450 individual studies of the topic, including research on its prevalence, victim and perpetrator risk factors, prevention, recovery and coping, and the responses of the health care, law enforcement, and criminal justice systems.

Use of the Reserve Component has steadily increased since the 1990s, but little research has focused on how deployment affects guard and reserve families. This monograph presents the results of interviews with reserve component personnel and spouses, focusing on their deployment experiences and military career intentions. The authors conclude with suggestions on how the Department of Defense can better support guard and reserve families.

This book develops a fact-based approach to modeling diversity management in U.S. corporations, analyzes the strategies pursued by 14 large U.S. companies recognized for their diversity or human resource achievements, and compares a number of company characteristics. Firms recognized for diversity are distinguished by a core set of motives and practices, but best practices per se may not enable a company to achieve a high level of diversity.It develops a fact-based approach to diversity management in U.S. corporations and uses it to compare corporate practices.

Since current policies for assigning military women were issued, the U.S. Army has changed how it organizes and fights. Assessing the Assignment Policy for Army Women considers whether the Army is adhering to the assignment policies as well as the appropriateness of the current U.S. Department of Defense and Army assignment policies, given how units are operating in Iraq.

An analysis of whether the Department of Defense manpower, resources, and personnel systems are aligned to provide the personnel inventory necessary to meet changing military readiness and operational requirements effectively and efficiently.

Outlines a strategic approach to reserve joint officer management that addresses the requirements for, and the supply of, joint officers and also accounts for the unique constraints and challenges involved in joint officer management for reserve active status list officers. The authors estimate the supply of joint reserve officers and make several recommendations to help implement this strategic approach.

Many of the laws and policies that govern officer career management (often referred to as "DOPMA," after the Defense Officer Personnel Management Act of 1980) may not meet the requirements of the future operating environment. One criticism of DOPMA is that it does not allow for much variety in career paths because it is time-driven. The authors demonstrate how a competency-based system could provide more flexibility in preparing officers for the wide-ranging roles and missions of the 21st century military.

The Department of Defense has an identified need to update the practice, policy, and law applied to Joint Officer Management and Joint Professional Military Education. As a lead-in to this study, the 2005 Joint Officer Management Census survey polled officers serving in billets. The authors examine the extent to which officers believe their jobs provide them with joint experience or require joint education or experience and examine how respondents' answers differ across organizations.

Revisits joint officer management and frames a strategic approach to further officers' development in joint matters. The Goldwater-Nichols Act of 1986 dramatically changed the way in which the Department of Defense prepares for and executes its mission. The authors of this report revisit Goldwater-Nichols by examining the current state of joint officer management and framing a strategic approach to further officers' development in joint matters.

Are there feasible alternatives to the present "up-or-out" policy for U.S. military officers? Most military officers are subject to a policy known as "0up-or-out," which requires separation from service if they are not promoted or selectively continued within a certain period of time or when they encounters established grade/tenure limits. RAND considered a range of potential substitutes for, or modifications of, the existing policy and recommends that the Department of Defense implement four demonstration projects to establish the relative value of specific policy alternatives and requirements.