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Part 1
How can we develop internal talent?
The United States Airforce is facing major challenges in hiring and retaining a high-quality force. The 21st century presents new challenges which will require an even more advanced force technically and professionally to counter the emerging issues. However, there is the uncertainty in the budgetary allocations to the military due to sequestration since 2013. Consequently, the prestige of the US Air Force service, as well as other military jobs, has dwindled making the civic jobs less attractive.
The demographic pool is also limited due to competition from the private industry which is offering better perks. Currently, the military is composed of 69% civilians while 39% are expatriates. The percentage of expatriates is expected to grow as the civilians desire to work in civil service declines. The levels of illiteracy are also at an alarming high as reported by the business council of illiteracy. 27 million of 17 and older Americans are illiterate while 45 million are marginally illiterate with low productive function at their places of work. The academic institutions have also failed in producing students who are suitable to solve the challenges at their workplaces.
The shortage in the pool of labor, budgetary allocations and deficiency in technical and technical and professional know-how present an array of challenges to the US Air Force. The military has been forced to seek technical and professional recruits...
Additionally, the Airforce has been forced to allocate funds for training in an attempt to retain the standards and quality of the Air Force. The remuneration policies are being revised to taking into consideration competitors such as the private sector and drawing a comparison with other leading armies such as Israel.
Part II
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The US air force could adopt the SG Cowen’s on-campus recruitment strategy. The strategy involves identifying educational institutions and beginning programs for recruitment as early as the first and semaphore years. At the identified core schools before any interviews begin, the organizational representatives do presentations after which they carry out a quick questions assessment establish the levels of interest in the audience. The selection of recruits is based on two schedules one closed and another open. On the closed schedule, the recruits are selected from the submitted resumes while on the open schedule students are signed up based on interest. After the students have been selected, they are taken through a tough interview process to make sure only the best among the signed up students are selected.
In the first round interviews, assessment involves an analysis of the interviewee's resume and persona in relation to the job positions. It also attempts to find out if the interviewee is culturally fit to the position they…
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