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兰德_空军飞行员的补充职业道路(英文)2018.8_58页

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Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RANDintellectual property is provided for noncommercial use only. Unauthorized posting of this publicationonline is prohibited. Permission is given to duplicate this document for personal use only, as long as itis unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any ofits research documents for commercial use. For information on reprint and linking permissions, please visit /pubs/permissions. The RAND Corporation is a research organization that develops solutions to public policy challenges to help makecommunities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit,nonpartisan, and committed to the public interest.RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at/giving/contributeLibrary of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-1-9774-0090-1 For more information on this publication, visit /t/RR2617 Published by the RAND Corporation, Santa Monica, Calif.Copyright 2018 RAND Corporation R is a registered trademark. iiiPrefaceIn response to congressional staff interest, the U.S. Air Force Director of Military ForceManagement Policy asked RAND Project AIR FORCE (PAF) to compare force sustainment andcost considerations for introducing a component within the pilot workforce that is restrictedlargely to continuous flying duty. We considered two options: a warrant officer component,comparable to the Army aviation warrant officer program, and an aviation technical track forcommissioned officers. Neither would replace the current career path but rather wouldsupplement it in ways intended to be retention-enhancing for some segment of the pilot force.We conducted an analysis of the alternatives as a direct-assistance effort, with some supportinganalyses performed as part of ongoing work in projects pertaining to aircrew management andpilot retention. Although the concepts examined in this report might be applied in the reservecomponents, our analysis was limited because of time and resource constraints to the activecomponent. The research reported here was commissioned by the Director of Military ForceManagement Policy and conducted within the Manpower, Personnel, and Training Program ofPAF.This report should be of value to policymakers interested in exploring potential avenues formanaging the Air Force’s most critical human capital—its pilot workforce. Pilots are expensiveto produce and difficult to retain because of competing economic opportunities. Maintaining anappropriately experienced workforce requires careful calibration of inventory stocks and flowsthat is easily tipped out of balance. Like with all departures from the currently calibrated system,the potential introduction of alternative human capital approaches should be carefully analyzed.This report was prepared primarily for a readership familiar with Air Force aircrewmanagement, pilot retention issues, and retention modeling. Deeper background on these issuescan be found in various references cited in the report.RAND Project AIR FORCERAND Project AIR FORCE (PAF), a division of the RAND Corporation, is the U.S. AirForce’s federally funded research and development center for studies and analyses. PAFprovides the Air Force with independent analyses of policy alternatives affecting thedevelopment, employment, combat readiness, and support of current and future air, space, andcyber forces. Research is conducted in four programs: Strategy and Doctrine; ForceModernization and Employment; Manpower, Personnel, and Training; and ResourceManagement. The research reported here was prepared under contract FA7014-16-D-1000.Additional information about PAF is available on our website: /pafivThis report documents work originally shared with the U.S. Air Force on April 19, 2018. Thedraft report, issued on May 25, 2018, was reviewed by formal peer reviewers and U.S. Air Forcesubject-matter experts.vContentsPreface .. iii Figures ..vii Tables .... ix Summary ........... xi Abbreviations.. xvii Acknowledgments ....... xix Chapter One. Introduction ........... 1 A Uniquely Critical Workforce2 Air Force Pilot Roles ........... 2 Aircrew Management Dynamics ...... 2 Basis for This Report ... 3 Organization of This Report .... 3 Chapter Two. A Warrant Officer Component ...... 5 Force Structure Considerations5 Retention ......... 8 Costs . 12 Personnel Costs ..... 12 Training Costs ....... 12 Total Per Capita Costs ....... 13 Risks . 17 Chapter Three. An Aviation Technical Track .... 19 Force Structure Considerations .......... 20 Flying Versus Nonflying Requirements ..... 20 Recommended Characteristics ....... 20 Sizing the Aviation Technical Track .......... 24 Expected Inventories ......... 26 Retention ....... 28 Costs . 29 Risks . 30 Chapter Four. Conclusions ........ 31 Force Structure Considerations .......... 31 Retention ....... 31 Costs . 32 Risks . 32 Comparisons . 33 References ........ 35 。。。。。。