Focusing primarily on the officer structure, this technical report provides a brief primer on the specialty-classification system, summarizes major changes in progress or planned, and suggests additional changes based on interviews and comparative analyses, to determine whether the existing specialty codes still provide the appropriate clustering of specialties.

U.S. military personnel are required to adhere to standards of body composition, fitness, and appearance to achieve and maintain readinessâ€"that is, the maintenance of optimum health and performance so they are ready for deployment at any moment. In 1992, the Committee on Military Nutrition Research reviewed the existing standards and found, among other things, that the standards for body composition required for women to achieve an appearance goal seemed to conflict with those necessary to ensure the ability to perform many types of military tasks. This report addresses that conflict, and reviews and makes recommendations about current policies governing body composition and fitness, as well as postpartum return-to-duty standards, Military Recommended Dietary Allowances, and physical activity and nutritional practices of military women to determine their individual and collective impact on the health, fitness, and readiness of active-duty women.

Describes some early results of research designed to evaluate the economic efficiency of specialty training for first-term enlisted personnel. To make such an evaluation, one must develop reliable measures of on-the-job performance that (1) reflect net rather than gross productivity, (2) reflect productivity over time, and (3) are based on the performance of specific individuals. Measures that have these properties can be collected by a variety of methods, including direct measurement, job-knowledge tests, and supervisory ratings. The authors provide a preliminary analysis of supervisory rating data assembled to explore tradeoffs among training courses of different lengths. These data consist of enlisted supervisors' estimates of military trainee net productivity at different points in first-term service. The estimates are used to construct profiles of the time path of productivity; a number of profiles are presented. Results suggest that meaningful conclusions can be drawn from data based on carefully constructed supervisory ratings.

Are you interested in enlisting in the United States Air Force? Are you curious what the Air Force has to offer for career and job opportunities? The Air Froce has over 121 enlisted career options to choose from! Whether you are looking to enlist in the Air Force for the first time, or whether you have served in the United States Armed Forces before, this book will provide you with all of the possible career opportunities that you may qualify for as a First Term Airman in the World

The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.