Bøger af James Hosek

The authors developed an Army Enlistment Options Optimizer approach that creates bundles of bonus and non-bonus enlistment incentives, often paired with smaller, supplemental bonuses. If implemented, potential recruits would choose the bundle they most value from those available according to job type, term length, recruit characteristics, and recruiting environment. This gives recruits greater agency in choosing their enlistment options, potentially increasing satisfaction and enlistments. At the same time, the recruit cohorts would have the characteristics desired by the Army and the Army would benefit from cost savings resulting from reduced bonus expenditures. Through two surveys of young adults ages 18-27, the authors found that non-bonus incentives were as attractive as bonuses of $10,000-$15,000. Options that included non-bonus incentives and supplemental bonuses were chosen more often than larger stand-alone bonus options. Respondents choosing those options rated their likelihood of joining the Army in the next few years to be as high as or higher than respondents choosing stand-alone bonuses. The results also indicate that the student loan repayment option is very popular among today's young adults. It could be used to help penetrate the college market and could save recruiting resources when used in a controlled fashion as an element of the option menus. The results suggest that providing information in the recruiting marketing process on the many jobs that the Army offers and the pay and benefits of serving could increase consideration of joining the Army.

Are special and incentive pays to retain current U.S. Air Force pilot officers more efficient for sustaining the size of the pilot force than accessing new pilots? If so, how much do those pays need to be?

This report documents efforts to implement a capability for the U.S. Department of Defense to assess alternative policies to enhance officer retention using estimates of behavioral responses to policy and provides source code and foundations of a spreadsheet version of the model.

In a multimethod analysis, RAND researchers assess whether the military should continue using its 40-year pay table to retain experienced personnel or whether such retention could be equally achieved with a 30-year pay table.