This document summarizes the requirements for promotion of enlisted personnel within each of the services of the U.S. military. This document is not a historical review and does not assess or evaluate the promotion systems. Furthermore, this document does not address the enlisted promotion systems used for the reserves. There is marked variety in the specific requirements for promotion across services. However, there is similarity in the tiered structure of the services' promotion systems. For example, each service developed a tiered enlisted promotion system (Figure S.1). Basically, the first level of the promotion systems controls the promotion of enlisted personnel up to paygrades E-3/E-4. At this level, advancement is noncompetitive and requirements are minimal; generally enlisted personnel need only meet time-in-service (TIS) and time-in-grade (TIG) requirements for advancement. The middle tier covers a wider range of enlisted personnel between paygrades E-4 and E-5/E-7 with competitive advancement based primarily on point systems. The advancement requirements in the top level vary across services. However, at this level, promotion decisions are made primarily by board reviews.

This handbook implements AFPD 36-22, Air Force Military Training. Information in this handbook is primarily from Air Force publications and contains a compilation of policies, procedures, and standards that guide Airmen's actions within the Profession of Arms. This handbook applies to the Regular Air Force, Air Force Reserve and Air National Guard. This handbook contains the basic information Airmen need to understand the professionalism required within the Profession of Arms. Attachment 1 contains references and supporting information used in this publication. This handbook is the sole source reference for the development of study guides to support the enlisted promotion system. Enlisted Airmen will use these study guide to prepare for their Promotion Fitness Examination (PFE) or United States Air Force Supervisory Examination (USAFSE).

This document summarizes the requirements for promotion of enlisted personnel within each of the services of the U.S. military. This document is not a historical review and does not assess or evaluate the promotion systems. Furthermore, this document does not address the enlisted promotion systems used for the reserves. There is marked variety in the specific requirements for promotion across services. However, there is similarity in the tiered structure of the services' promotion systems. For example, each service developed a tiered enlisted promotion system (Figure S.1). Basically, the first level of the promotion systems controls the promotion of enlisted personnel up to paygrades E-3/E-4. At this level, advancement is noncompetitive and requirements are minimal; generally enlisted personnel need only meet time-in-service (TIS) and time-in-grade (TIG) requirements for advancement. The middle tier covers a wider range of enlisted personnel between paygrades E-4 and E-5/E-7 with competitive advancement based primarily on point systems. The advancement requirements in the top level vary across services. However, at this level, promotion decisions are made primarily by board reviews.

A study of how Air Force enlisted personnel helped shape the fi%ture Air Force and foster professionalism among noncommissioned officers in the 195Os.

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.

The U.S. military has been continuously engaged in foreign conflicts for over two decades. The strains that these deployments, the associated increases in operational tempo, and the general challenges of military life affect not only service members but also the people who depend on them and who support them as they support the nation â€" their families. Family members provide support to service members while they serve or when they have difficulties; family problems can interfere with the ability of service members to deploy or remain in theater; and family members are central influences on whether members continue to serve. In addition, rising family diversity and complexity will likely increase the difficulty of creating military policies, programs and practices that adequately support families in the performance of military duties. Strengthening the Military Family Readiness System for a Changing American Society examines the challenges and opportunities facing military families and what is known about effective strategies for supporting and protecting military children and families, as well as lessons to be learned from these experiences. This report offers recommendations regarding what is needed to strengthen the support system for military families.

The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces. Introduction The Backbone of the Armed Forces To be a member of the United States Armed Forces--to wear the uniform of the Nation and the stripes, chevrons, or anchors of the military Services--is to continue a legacy of service, honor, and patriotism that transcends generations. Answering the call to serve is to join the long line of selfless patriots who make up the Profession of Arms. This profession does not belong solely to the United States. It stretches across borders and time to encompass a culture of service, expertise, and, in most cases, patriotism. Today, the Nation's young men and women voluntarily take an oath to support and defend the Constitution of the United States and fall into formation with other proud and determined individuals who have answered the call to defend freedom. This splendid legacy, forged in crisis and enriched during times of peace, is deeply rooted in a time-tested warrior ethos. It is inspired by the notion of contributing to something larger, deeper, and more profound than one's own self. Notice: This is a printed Paperback version of the "The Noncommissioned Officer and Petty Officer BACKBONE of the Armed Forces". Full version, All Chapters included. This publication is available (Electronic version) in the official website of the National Defense University (NDU). This document is properly formatted and printed as a perfect sized copy 6x9".

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.