The U.S. Air Force's special operations and combat support specialties in the enlisted force are among the highest in demand by the service yet have persistently high rates of attrition in their initial skills training, which is called "technical training" in the Air Force. These high-demand, high-attrition (HDHA) specialties include Combat Control; Explosive Ordnance Disposal; Pararescue; Survival, Evasion, Resistance, and Escape; Special Operations Weather Team; and Tactical Air Control Party. The Air Force has conducted or sponsored several efforts to address training attrition in these specialties over the past several years, yet training attrition remains high. The reasons for high training attrition are interrelated, with size and quality of the recruiting pool, utility of screening tools, and training environment factors all playing a role. This report addresses the broader challenges for implementing new approaches to HDHA specialty recruiting, screening, and development of Air Force candidates, and takes a holistic approach to identifying methods and tools to ll gaps in current processes

Presenting a fascinating insider's view of U.S.A.F. special operations, this volume brings to life the critical contributions these forces have made to the exercise of air & space power. Focusing in particular on the period between the Korean War & the Indochina wars of 1950-1979, the accounts of numerous missions are profusely illustrated with photos & maps. Includes a discussion of AF operations in Europe during WWII, as well as profiles of Air Commandos who performed above & beyond the call of duty. Reflects on the need for financial & political support for restoration of the forces. Bibliography. Extensive photos & maps. Charts & tables.

The USAir Force human capital management (HCM) system is not easily defined or mapped. It affects virtually every part of the Air Force because workforce policies, procedures, and processes impact all offices and organizations that include Airmen and responsibilities and relationships change regularly. To ensure the readiness of Airmen to fulfill the mission of the Air Force, strategic approaches are developed and issued through guidance and actions of the Office of the Deputy Chief of Staff for Manpower, Personnel and Services and the Office of the Assistant Secretary of the Air Force for Manpower and Reserve Affairs. Strengthening US Air Force Human Capital Management assesses and strengthens the various U.S. Air Force initiatives and programs working to improve person-job match and human capital management in coordinated support of optimal mission capability. This report considers the opportunities and challenges associated with related interests and needs across the USAF HCM system as a whole, and makes recommendations to inform improvements to USAF personnel selection and classification and other critical system components across career trajectories. Strengthening US Air Force Human Capital Management offers the Air Force a strategic approach, across a connected HCM system, to develop 21st century human capital capabilities essential for the success of 21st century Airmen.

This publication, Army Techniques Publication ATP 3-21.8 Infantry Platoon and Squad April 2016, provides the doctrinal framework for all Infantry platoons and squads. It provides techniques for employment of Infantry platoons and squads in conducting decisive actions. The principle audiences for ATP 3-21.8 are commanders, staffs, and leaders who are responsible for planning, preparing, executing, and assessing operations of the Infantry platoon and squad. It serves as an authoritative reference for personnel developing doctrine materiel and force structure, institutional and unit training, and standard operating procedures (SOPs) for Infantry platoon and squad operations. Army Techniques Publication (ATP) 3-21.8 encompasses techniques for the Infantry platoons and squads of the Infantry, Stryker, and Armored brigade combat teams (I, S, and ABCTs). It replaces Field Manual (FM) 3-21.8, published in March 2007, Army Tactics Techniques, and Procedures (ATTP) 3-21.71, published in November 2010, and ATTP 3-21.9, published in December 2010. ATP 3-21.8 provides doctrinal guidance; describes relationships within the platoon and squad; defines organizational roles and functions, capabilities, limitations; and lay outs the responsibilities for platoons and squads during unified land operations. The Infantry platoon and squad is an all-weather, all-terrain unit. Against this backdrop, the Infantry platoon and squad must be ready to adapt to various levels of conflict and peace in various environments. This requires bold, aggressive, resourceful, and adaptive leaders- leaders of character, competence and commitment - who are willing to accept known risks to accomplish the mission. Infantry leaders must use their initiative and make rapid decisions to take advantage of unexpected opportunities. This publication addresses the significant changes in Army doctrinal terminology, concepts, and constructs and proven tactics, techniques, and procedures (TTPs): Chapter 1 - Organization Chapter 2 - Offense Chapter 3 - Defense Chapter 4 - Stability Chapter 5 - Movement Chapter 6 - Patrols and Patrolling Chapter 7 - Sustainment Appendix A describes the process of troop leading procedures (TLPs). Appendix B describes direct fire planning and control. Appendix C describes indirect fire support planning. Appendix D addresses security. Appendix E describes vehicle employment considerations. Appendix F addresses machine gun employment. Appendix G describes and addresses shoulder-launched munitions (SLMs) and close combat missile systems (CCMS). Appendix H describes obstacle reduction and employment. Appendix I covers chemical, biological, radiological, and nuclear (CBRN) operations. Appendix J describes 14 selected battle drills for both the Bradley and Stryker. ATP 3-21.8 applies to the active Army, the U.S. Army National Guard, Army National Guard of the U.S., and the U.S. Army Reserve unless otherwise stated. It is designed for platoon, squad and company level chains of command, company grade officers, senior and junior noncommissioned officers (NCOs), U.S. Army Training and Doctrine Command (TRADOC) institutions and components, and the U.S. Army Special Operations Command.

Special Operations ForcesReference Manual Fourth Edition

This report examines U.S. decisions related to the development or use of special operations forces. It should assist in future planning and execution by the Army Special Operations Forces, the U.S. Army, and the joint special operations community.