Research for Career Paths

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March 1, 2008
This study provides analysis in support of development of an education strategy for URL officers. The primarily focus is graduate education, but we also consider undergraduate education. For graduate education, we conclude that the Navy should have a strategic goal of providing advanced education that meets Navy goals and needs, without sacrificing warfare proficiency or officer and family quality of life. We find there are many reasons for graduate education and every officer should have an opportunity for graduate education that is focused on Navy needs. Officer careers are varied and contain little time for graduate education. In addition, career paths inhibit graduate education utilization. So, the Navy should examine the timing of education and expand varied education delivery options, including resident, non-resident, online and short certificate programs, to provide education that fits into officer careers and facilitates education utilization. The Navy should expand PME to broaden officers’ knowledge of the Navy beyond their communities. Finally, the Navy should take steps to remove institutional barriers, such as commands having no incentives to support graduate education.
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November 1, 2007

This study is part of an analysis of lateral entry as a personnel management tool for Navy enlisted personnel and officers. For officers, a critical personnel management challenge is that retention rates for women are substantially lower than those for men, particularly in the unrestricted line (URL) communities. Traditional retention tools, such as continuation bonuses, do not appear to be closing the gap in the male/female retention rates. Likewise, the observable characteristics that affect female stay/leave decisions do not translate into feasible accession or retention policies. However, survey and focus group results for both male and female officers suggest that taking time away from the active duty career to achieve a better work/life balance could help retention so long as career progression is not hindered. These breaks in service, called off-on ramps, could help achieve a better work/life balance and improve retention, although some laws and traditions must be modified to accommodate the off-on ramps. We reviewed the male/female retention rate differences in the Surface Warfare, Judge Advocate General, and Meteorology/Oceanography communities. Although the retention patterns are different across the communities, and community leaders cite different management challenges, we find that all three communities could benefit from off-on ramp programs.

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January 1, 2006
Career paths and compensation are ideally tailored to fit the requirements of specific occupational fields and individual workers. Different skills and occupations call for different pay as well as different amounts of in-house training, career lengths, and assignment patterns. In the military, however, career paths and the structure of compensation tend to be rigid and the basic outlines have persisted since before the beginning of the All-Volunteer Force. Most analysts and policy-makers agree that the future Navy will consist of more technologically advanced platforms organized to have a more agile fleet. This fleet will call for a smaller, more experienced workforce that spends more time in operational billets. If these predictions are correct, substantial changes must occur in manpower, personnel, and training systems. It will be necessary to have more innovative career paths. In this paper, we will first show that the Navy workforce is more junior than its nonmilitary counterpart. We will then review literature that shows that this has already created problems. Next, we argue that future changes will make it even more compelling to undertake reforms needed to create a more experienced force. Then we will explore some possible reforms to create innovative career paths.
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