Author Description

Retention is a primary concern for the U.S. Air Force today, and the Air Force needs to explore all avenues of retention for its officers. The Air Force should carefully evaluate the impact of changing demographics on its officer retention. A review of the demographic studies performed by the Air Force Chaplain Office in the early 1980s and the National Families and Work Institute in 1997 reflect the trend towards an increasing concern for a work/life balance among both military members and their civilian counterparts. As the labor shortage for professional skills continues, the Air Force must look for innovative ways to retain its officers. The private sector leads the way with creative programs that are diversified enough to attract both the career professionals who aspire to be a CEO one day, and the career-family professionals who more highly value the balance of a strong family and successful career. Many of the programs begun by private industry are viable options for the Air Force; it only depend son how high a priority the Air Force places on retaining its professional corps. The Air Force should also consider adopting family support programs implemented by other armed forces, such as the Royal Australian Air Force. Improving family support programs is an important step in modifying the current career progression plan for officers. Implementing a dual-track career progression program will allow officers to choose options that provide a better career/family balance without sacrificing certain career success. This career flexibility, which has already proven successful in the private sector, will be one more strong factor in retaining quality officers.