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.

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.

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.

Strategic human capital management is a persistent challenge that many leaders of organizations face. Deploying the right skill sets, in the right places, at the right time is a delicate balance that all Human Resource (HR) managers should strive to achieve. Effective workforce planning is an essential tool to forecast suitable workload staffing levels, and justify budget allocations, so that the organizational leadership can achieve their stated long-term goals and objectives. Like many other organizations, the operating environment of the Army National Guard (ARNG) has been impacted by changes in national security, technology, budgets, demographics, and other factors. However, the full-time manning model has not transformed along with the ARNG's new organizational situations and missions. This may have resulted in a full-time labor force that is insufficient to accomplish the work required. The following qualitative dissertation study was designed to gain attitudinal insight, from a purposefully selected population, regarding the suitability and supportability of the current ARNG full-time manning model to meet the current and long-term strategic needs of the organization. A content examination of the attitudes reflected that significant weaknesses exist in the current ARNG manpower model. Key findings suggested a considerable gap in the published guidance and formulas used by the present model to compute ARNG manpower authorizations. A strongly perceived shortcoming was also observed regarding the correct mix and number of personnel. Furthermore, the study found that a majority of participants believed that alternative critical mission factors and key characteristics should be taken into consideration when computing FTS/FTM authorizations. A rank order of these factors and characteristics is provided in the study's findings. Research recommendations include improving the personnel resource administrator's general knowledge about the current manpower models, updating the present FTS manning guidelines, and continuing to work with lobbyists to seek a more abbreviated ramp-up on more near-term requirements. A more complex and long-term recommendation was that the leadership of the National Guard Bureau and the Department of the Army reconsider the attributes of the present ARNG FTS manpower models.

Although there is great debate about how work is changing, there is a clear consensus that changes are fundamental and ongoing. The Changing Nature of Work examines the evidence for change in the world of work. The committee provides a clearly illustrated framework for understanding changes in work and these implications for analyzing the structure of occupations in both the civilian and military sectors. This volume explores the increasing demographic diversity of the workforce, the fluidity of boundaries between lines of work, the interdependent choices for how work is structured-and ultimately, the need for an integrated systematic approach to understanding how work is changing. The book offers a rich array of data and highlighted examples on: Markets, technology, and many other external conditions affecting the nature of work. Research findings on American workers and how they feel about work. Downsizing and the trend toward flatter organizational hierarchies. Autonomy, complexity, and other aspects of work structure. The committee reviews the evolution of occupational analysis and examines the effectiveness of the latest systems in characterizing current and projected changes in civilian and military work. The occupational structure and changing work requirements in the Army are presented as a case study.

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.