Recommendations for Enhancing U.S. Army Company Grade Officer Career Continuance

Abstract

This report recommends potential initiatives to improve the retention of company grade officers. The report builds on prior work completed for the ARI research program entitled "Strategies to Enhance Retention" (STAY). The officer portion of the STAY program sought, over a three-year period, to improve the continuance of the Army's company grade officers. The recommendations are based on (a) focus groups and interviews on Army posts, (b) interviews with other subject matter experts, (c) literature review, (d) the model of company grade officer continuance, (e) the results of the evaluation of three interventions developed to enhance continuance, and (f) special expert panel meetings. First, we summarize major factors that were identified in focus groups and interviews as negatively and positively influencing officer retention. Then we propose a set of recommendations for future initiatives, organized in terms of the factors identified as influencing retention. Within each description, we discuss the nature of the intervention, the reasons the intervention should improve retention, and issues that may limit the effectiveness or feasibility of the intervention. Finally, we present recommendations that are specific to the three STAY interventions and the model of officer career continuance.

Development and Evaluation of a Career Continuance Model for Company Grade Officers in the United States Army

“…It is also a significant issue for the Army, because the strength of the Army's officer corps is determined in part by whether or not company grade officers remain in the Army and advance from company grade officers to field grade officers and beyond (Langkamer & Ervin, 2009). Officers in their first ADSO indicate that their intention to leave the Army is a result of a number of factors, including lack of work predictability, excessive operational pace, unmet career expectations, and perceptions that the Army is not committed to them or their families (Johnson, Hezlett, Mael, & Schneider, 2009). …”

Development and Evaluation of Counseling Training for Commanders to Enhance U.S. Army Company Grade Officer Career Continuance

“…Time 2 ratings were significantly higher for career satisfaction, satisfaction with leadership, job involvement, satisfaction with pay, perceived organizational support, work/family conflict, and career intentions. Many of these things were identified in our focus groups and interviews as factors that negatively influence retention decisions (Johnson, Hezlett, Mael, & Schneider, 2009), so it is not surprising that improved attitudes toward these factors coincides with more positive career intentions. Examination of attitude changes within brigades that participated in the evaluation study at different times indicated that there was likely not a single event or change in circumstances beyond our training intervention that influenced attitudes.…”

“…Career satisfaction and satisfaction with leadership improved following counseling training in every analysis we conducted. These were two of the factors that we identified as having the largest influence on retention decisions in our focus groups and interviews (Johnson et al, 2009). Attitudes that were not influenced in any of our analyses included Army identity salience, normative commitment, satisfaction with education/training opportunities, perceived economic constraint, support for family, family adjustment, spouse satisfaction, unit cohesion, and thoughts of leaving.…”

Understanding and Managing the Career Continuance of Enlisted Soldiers

“…The work described here on enlisted retention was conducted in conjunction with a parallel effort that was directly focused on officer retention (Johnson, Hezlett, Mael, & Schneider, 2009). Wherever possible, we worked together with the officer project team, and many of the data collections and meetings described in this report were conducted jointly.…”