By Dina G. Levy
In the course of the Nineties, questions arose approximately how destiny alterations in army missions, companies, and expertise might have an effect on paintings and employees within the division of protection (DoD). to handle those questions, RAND undertook research of the results of the long run atmosphere at the features of DoD paintings and employees. utilizing the dep. of Labors Occupational info community (O*NET) and teh O*NET Analyst Database, army and civilian ocupational analysts assigned new rankings rankings to O*NET occupational dimensions, predicated on a basic description of the longer term DoD atmosphere derived basically from Joint imaginative and prescient 2010 and comparable files. RAND then analyzed the diversities among destiny and previous rankings. regardless of the numerous alterations expected in DoD strategies, rather few features are anticipated to alter. Given current choice and coaching strategies, present and potential workforces can be capable of adapt to the anticipated adjustments, which separate into 4 huge issues:
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Extra resources for Characterizing the Future Defense Workforce
S. DoL, 1999). The shift from a manufacturing to service-based economy is expected to increase in the future. High-tech service professions are expected to grow more rapidly than in the past and to account for a larger proportion of overall job growth (Hecker, 1999). This expansion of service employment appears to require workers with an enhanced service orientation. The growth in the service sector has occurred during a period of rapid technological advance that is putting pressure on workers to strengthen their technical skills.
A move toward simplification and greater commonality among the classification systems could help OSD and the services more easily manage interchangeable workforces. Even given the current classification systems, functional or organizational managers with interests in specific segments of the workforce could complement and extend the work reported here by collecting similar data from experts and job incumbents within those segments. Such data would permit more detailed analyses of expected changes within specific segments and would increase the precision of any program or policy changes based on the findings.
For the entire workforce and the military subset, no changes in ability dimensions were high enough to be included in the top 10 percent list. Only one ability (speech clarity) was expected to change enough to reach the top 10 percent of changed dimensions for the civil service workforce. Among the military services, only the Army had significant changes in ability dimensions. In contrast, significant change was far more prevalent among generalized work activity, work context, knowledge, and skill dimensions.
Characterizing the Future Defense Workforce by Dina G. Levy