The events of 9/11 accelerated the transformation of the Army National Guard from a strategic reserve to what many now call an operational reserve; yet a corresponding change to the full-time workforce has not been realized. It remains a workforce comprised largely of dual status military technicians and Active Guard and Reserve soldiers, augmented by a small non-dual status civilian sector that has not changed in numbers these past 40 years. It is a workforce that is sufficient for one sector of the Army National Guard - the Modified Table of Organization and Equipment units or deployable organizations, but is wholly inadequate for another sector - the larger headquarters and other non-deployable organizations. This project looks at the history of the full-time workforce in the Army National Guard, its current mix of civilian and military technicians and Active Guard and Reserve soldiers, and the difficulties that composition poses for the large, non-deployable organizations. Finally, this paper makes a recommendation as to how best to base the arrangement of technicians in the full-time workforce to meet the needs of today's operational Army National Guard.

The events of 9/11 accelerated the transformation of the Army National Guard from a strategic reserve to what many now call an operational reserve, yet a corresponding change to the full-time workforce has not been realized. It remains a workforce consisting largely of dual-status military technicians and Active Guard and Reserve soldiers, augmented by a small non-dual-status civilian sector that has not changed in numbers for 40 years. It is a workforce that is sufficient for one sector of the Army National Guard, the Modified Table of Organization and Equipment units or deployable organizations, but is wholly inadequate for another sector: the larger headquarters and other nondeployable organizations. This project looks at the history of the full-time workforce in the Army National Guard, its current mix of civilian and military technicians and Active Guard and Reserve soldiers, and the difficulties that composition poses for the large, nondeployable organizations. Finally, the paper makes a recommendation as to how best to base the arrangement of technicians in the full-time workforce to meet the needs of today's operational Army National Guard.

Executive Summary of the Final Report by the Commission on the National Guard and Reserves, which was chartered by Congress to assess the reserve component of the U.S. military and to recommend changes to ensure that the National Guard and other reserve components are organized, trained, equipped, compensated, and supported to best meet the needs of U.S. national security.

The Commission was chartered by Congress to assess the reserve component of the U.S. military and to recommend changes to ensure that the National Guard and other reserve components are organized, trained, equipped, compensated, and supported to best meet the needs of U.S. nat. security. Contents: Creating a Sustainable Operational Reserve; Enhancing the DoD¿s Role in the Homeland; Creating a Continuum of Service: Personnel Mgmt. for an Integrated Total Force; Developing a Ready, Capable, and Available Operational Reserve; Supporting Service Members, Families, and Employers; Reforming the Organizations and Institutions That Support an Operational Reserve; and Commission for the Total Operational Force. Illus.

One practice that sets premier organizations apart from others is the ability to hire and retain only the top quality performers. With the increased operational tempo and deployment of the Army National Guard (ARNG), and the impact that the full-time Guard person has upon both recruiting and retention, it is crucial to hire and retain only the best full-time employees. Retaining only top quality personnel to include Title 10, 32, and Military Technicians will continue to improve upon the premier organization of the ARNG. To improve current practices, the ARNG must create a challenging and synergistic environment utilizing standardized methodologies and practices in hiring, training, managing, assessing, and retaining a top quality full-time staff. A top quality full-time force will then be able to maintain the highest level of focus on the traditional force structure that will directly affect the overall readiness of the traditional force to include personnel retention. This paper will discuss proven techniques utilized by major United States Corporate Organizations that can be implemented by the ARNG to improve the performance and caliber of the full-time employees by implementing a systematic program of identifying talent, rewarding superior performance, and eliminating the non- performers.