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Our Military Personnel System Is in Definite Need of Reform

A snow day (which is what today is in the New York suburb where I live) is the perfect day to catch up on some reading. For those interested in military affairs, I recommend this intriguing article in the Atlantic, which argues that the armed forces are plagued by an antiquated personnel system which drives the best young officers out of the service.

The weakest part of the article, written by Kauffman Foundation fellow Tim Kane (a former Air Force officer), is its claim that “many of the most talented officers are now abandoning military life for the private sector.” There is little evidence that this is the fact; Kane cites the example of counterinsurgency strategist John Nagl, who left the Army as a lieutenant-colonel, and no doubt he was an outstanding officer; but the officers I meet still on active duty are no slouches either. Nevertheless, Kane makes a cogent critique of the out-of-date, top-down, industrial-era, one-size-fits-all personnel system that is an enduring source of frustration for most career officers. He writes:

The military’s problem is a deeply anti-entrepreneurial personnel structure. From officer evaluations to promotions to job assignments, all branches of the military operate more like a government bureaucracy with a unionized workforce than like a cutting-edge meritocracy. …

[T]he military personnel system—every aspect of it—is nearly blind to merit. Performance evaluations emphasize a zero-defect mentality, meaning that risk-avoidance trickles down the chain of command. Promotions can be anticipated almost to the day—regardless of an officer’s competence—so that there is essentially no difference in rank among officers the same age, even after 15 years of service. Job assignments are managed by a faceless, centralized bureaucracy that keeps everyone guessing where they might be shipped next.

Some of these complaints echo issues I raised in a Foreign Affairs article in 2005. I wrote:

Soldiers shuttle through units with dizzying rapidity: two-thirds of army personnel change stations every year, and the average officer spends only 18 months at each assignment over the course of a 25-year career. This system is designed to create a cadre of generalists who will be qualified for the upper echelons of command, but it prevents the kind of unit cohesion and inspired leadership that characterizes the highest-quality armies. Even the best troop leaders do not get to spend very much time with the troops: the average officer spends no more than 30 percent of his or her career in the field, with the rest spent in staff jobs and schools. Ordinary soldiers shuffle in and out of units just as rapidly.

This personnel system makes it especially difficult to cultivate the kind of cultural and linguistic expertise we need in today’s world, where most wars are fought against insurgents who blend into the population.

Kane suggests that the answer is to borrow personnel practices from the private sector, giving officers more power to choose their own assignments and commanders more power to choose their subordinates, rather than delegating these tasks to some faceless, far-off bureaucracy. He suggests:

Each commander would have sole hiring authority over the people in his unit. Officers would be free to apply for any job opening. If a major applied for an opening above his pay grade, the commander at that unit could hire him (and bear the consequences). Coordination could be done through existing online tools such as monster.com or careerbuilder.com (presumably those companies would be interested in offering rebranded versions for the military). If an officer chose to stay in a job longer than “normal” (“I just want to fly fighter jets, sir”), that would be solely between him and his commander.

I am intrigued by these ideas and hope that at least one of the services will experiment with them. Even if the “best and brightest” aren’t necessarily leaving, and even if the services are hardly broken (in fact the armed forces are as good as they have ever been), there is always room for improvement, and the personnel system, which dates back to World War II, is a prime candidate for reform.


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