{
  "id": "RL31297",
  "type": "CRS Report",
  "typeId": "REPORTS",
  "number": "RL31297",
  "active": false,
  "source": "EveryCRSReport.com",
  "versions": [
    {
      "source": "EveryCRSReport.com",
      "id": 101147,
      "date": "2002-02-25",
      "retrieved": "2016-05-24T20:14:48.729941",
      "title": "Recruiting and Retention in the Active Component Military: Are There Problems?",
      "summary": "This report provides information on recruiting and retention trends in the active component of\nthe\narmed forces since 1989, including recruiting and retention shortfalls that occurred within the past\nfew years; the congressional and executive branch response to these shortfalls; and an assessment of\nthe current situation. Additionally, it contains an analysis of factors that may have an impact on\nrecruiting and retention in the future, and discusses policy options that could be considered to\nminimize any negative effects that these factors might cause.\n  In recent years, the Military Services have experienced recruiting and retention shortfalls for\ntheir active component forces. The Army, Navy, and Air Force had trouble meeting their goals for\nnew recruits (also known as \"accessions\") in the late 1990s, and all of the Services experienced\ndeclines in the quality of their recruits from the early 1990s to 2000. With respect to retention, the\nArmy, Navy, and Air Force had difficulty meeting their retention goals for enlisted personnel in the\nlate 1990s, and the Navy and Air Force are still having some problems today. Also, concerns have\nbeen raised about low retention rates in certain critical specialties and a declining retention rate among\nyounger officers. \n  Cited causes of recruiting shortfalls in the late 1990s include the residual effects of the post-Cold\nWar drawdown, competition with a robust civilian economy, competition with institutions of higher\neducation, demographic and attitudinal changes among younger Americans, and a need for more\nrecruiting resources. Commonly cited causes of retention shortfalls include competition with the\ncivilian economy and job dissatisfaction due to a variety of factors, including the nature and pace of\ncurrent military operations, a lack of critical supplies and equipment, \"quality of life\" issues, and\nchanges in the military culture. However, the data used to ascertain the causes of these shortfalls\nhave often been rather limited.\n  Congress and the executive branch have initiated or modified a number of policies in response\nto these shortfalls. Most notably, Congress provided more money for recruiters, advertising,\nenlistment bonuses and re-enlistment bonuses, as well as increasing military pay and improving\nretirement benefits. The executive branch refocused its advertising, provided its recruiters with more\nand better resources, launched several programs designed to expand the pool of potential enlistees,\nand began working on ways to better manage deployments. Additionally, other policy changes have\nbeen made, most notably with respect to improving military housing benefits and reimbursements for\nmoves.\n  These policy changes and other factors appear to have had the desired effect, at least in the short\nterm. In fiscal years 2000 and 2001, all of the Services met their quantity goals for new recruits. \nRecruit quality in fiscal year 2001 was slightly better than it had been the previous year. With respect\nto retention, the data indicate improvements in some areas. In spite of these positive signs, a number\nof longer term factors -- such as demographic, attitudinal, and lifestyle shifts -- could have a negative\nimpact on recruiting and retention in the future.",
      "type": "CRS Report",
      "typeId": "REPORTS",
      "active": false,
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          "encoding": null,
          "url": "http://www.crs.gov/Reports/pdf/RL31297",
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      "topics": []
    }
  ],
  "topics": [
    "Foreign Affairs",
    "National Defense"
  ]
}