Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Building the Hybrid Cloud
- Connected Government: How to Build and Procure Network Services for the Future
- Continuing Diagnostics and Mitigation: Discussion of Progress and Next Steps
- Federal Executive Forum
- Federal Tech Talk
- The Future of Government Data Centers
- The Future of IT: How CIOs Can Enable the Service-Oriented Enterprise
- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- The New Generation of Database
- Satellite Communications: Acquiring SATCOM in Tight Times
- Targeting Advanced Threats: Proven Methods from Detection through Remediation
- Transformative Technology: Desktop Virtualization in Government
- The Truth About IT Opex and Software Defined Networking
- Value of Health IT
- Air Traffic Management Transformation Report
- Cloud First Report
- General Dynamics IT Enterprise Center
- Gov Cloud Minute
- Government in Technology Series
- Homeland Security Cybersecurity Market Report
- National Cybersecurity Awareness Month
- Technology Insights
- The Cyber Security Report
- The Next Generation Cyber Security Experts
Shows & Panels
Why talented officers are leaving the military
Monday - 1/24/2011, 4:56pm EST
At DoD, the biggest reason for people leaving is the "massive bureacracy" that treats everyone as equals, said Tim Kane, economist with the Kauffman Foundation.
Kane conducted a survey of 250 West Point graduates and found that 93 percent believe that half or more of "the best officers leave the military early rather than serving a full career."
Retention is not just a Defense Department problem. Government overall needs to do more to keep its top talent, said a January report from the Partnership for Public Service. Kane offers some suggestions that perhaps other agencies can use as well.
In the military, people are "promoted lockstep" according to the year they enter the service, Kane said. This system does not recognize top talent. Kane said the military could introduce meritocracy by allowing local commanders to hire their officers.
The military can also take a lesson from the private sector by implementing "360 degree reviews" where peers and subordinates review the employee as well, he said.
"I think you'll see a lot of entrepreneurial leaders flourish in a system like that," Kane said.
Another challenge to retaining top talent is the military's lack of flexibility for re-entering the service.
"One of the ridiculous things about the military is, it's like the priesthood, once you leave, you can never come back," Kane said.
The military could be missing out on opportunities to keep future leaders. A 2006 study by Korn/Ferry International found that a veteran is three times more likely to become a CEO than a civilian is.
"My nightmare is that we've lost a David Petraeus," Kane said.
Read Kane's article in the Atlantic.