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Women are underrepresented in the Air Force’s top leadership ranks, which could rob the service of innovation, agility and performance improvement.
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Air Force Chief of Staff Gen. David Goldfein recognized the value of diversity, saying, “Recruiting and retaining diverse Airmen encourages innovation. Just as different aircraft and missions make up a single Airlift Command, different people make better teams. The Air Force has worked to address diversity in the service through diversity and inclusion initiatives, and its Work continues to improve demographic representation within the ranks.
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One factor contributing to this underrepresentation is that women tend to leave the active Air Force at a higher rate than men. Project Air Force conducted a study to better understand the factors Air Force personnel consider when deciding whether to remain in the active Air Force. The project team conducted focus groups with female officers from multiple installations in mid-2016.
In the Air Force, women currently make up 21.1 percent of officers in grades 0-1 (second lieutenant) to 0-5 (lieutenant colonel), but only 13.9 percent and 7.5 percent of officers in grades 0-6. Brigadier General Officers (0-7) or above. In addition to differences related to promotion, the research found that persistent differences in retention were important drivers of career advancement for men and women in the Air Force and military services.
Most Air Force officer jobs require a four-year active duty service commitment. Pilots make a 10-year service commitment, and combat systems officers and air warfare managers make a six-year commitment. As expected, officers in air-rated jobs have higher overall retention rates because they have a greater commitment to service. However, female officers have lower overall retention rates than male officers in both air-rated and non-rated jobs.
For example, the majority (55 percent) of non-enlisted male officers are retained for 10 years, while the retention rate for non-enlisted female officers is only 37 percent at that point. Gender differences among graded officers are greater than among non-rated officers. At 13 years (completion of initial service commitments), 63 percent are male rated officers, compared to, on average, 39 percent female rated officers. Therefore, understanding the reasons for these differences in retention rates is important to improving the overall representation of women, including senior leadership, in the Air Force.
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In our study, groups of female Air Force officers discussed their desire to have children or a family, noting frequent moves, deployments, and demanding work schedules as key factors influencing decisions to continue or leave the service. Many groups also discussed child care facilities at military installations, the difficulty of focusing on pregnancy with a busy schedule, and the difficulty of finding accommodations to pump breast milk after maternity leave. (About half of the groups discussed issues related to breastfeeding.)
Women officials said the new maternity leave policy, which extended the leave period to 12 weeks, was a step in the right direction. However, some participants expressed concern that taking long maternity leave would negatively affect their careers. In addition to the change in maternity leave policy, some women officers discussed the issue of extending and adopting maternity leave, saying the change could reduce the stigma associated with only women officers taking maternity leave.
Female officers indicated that regular movements and military deployments were challenging for their regular partners. She noted that civilian partners often face a lack of support from Air Force partner groups and programs. For couples with both husband and wife in the military, separation due to incompatible careers and back-to-back deployments is described as difficult to bear.
More than half of the groups cited the issue of inflexible career paths as a reason for Air Force personnel leaving the service. The groups described the Air Force’s job pyramid as a rigid structure that allows for little variation and few alternatives. They find that this strict way of working is often incompatible with family and personal life.
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When asked about the importance of leadership in their retention decisions, they discussed the difference a supportive leader can make compared to a toxic one in terms of job satisfaction, motivation, and desire to stay. Several groups also discussed the importance of women role models in senior leadership positions, noting that they rarely see women leaders who are married with children.
When asked how the gender composition across the profession affected retention decisions, female officers received mixed responses. Many reported experiencing sexism and the existence of an “old boy network” in male-dominated work fields. Some linked male-dominated work fields to experiences of sexual harassment and assault. Some also mentioned cases where they or someone they knew left specifically because of sexual assault.
More than half of the groups cited other reasons for staying, including several Air Force benefits that were important in deciding to stay in the service, such as health care, education and retirement benefits.
By using and synthesizing this group’s feedback, the team was able to make specific recommendations to promote women’s representation among officers. These recommendations fall into three broad action categories: dissemination of information or additional education, improvement of existing programs or policies, and workforce structural changes.
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A combination of senior leadership involvement, internal perspective, and analytical recommendations enabled progress within the Air Force. This service has recently been modified or established to address some of the retention issues noted above.
The revised maternity leave policy extends the duration of maternity leave and postpones fitness tests and military deployment for one year after the birth of a child. The Temporary Work Program allows activation and transfer to the Ready Person Reserve with partial payments for up to three years before returning to work.
New service initiatives include working to avoid involuntary assignments that separate dual-military spouses and working for new parents in the Air Force to provide additional support and guidance by connecting them with other Airmen who can balance work and family.
Continuation of these and related programs, such as expanded subsidized child care, increased maternity leave, and designated nursing facilities, should allow the Air Force to take advantage of many of the benefits of a more diverse workforce.
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On August 4, 2018. Comments provide a platform for researchers to present knowledge based on their professional expertise. Airman 1st Class Natasha Libby inspects the barrels of a Gau-2 submachine gun mounted on an HH-60 Pave Hawk helicopter, June 20, 2013, at Nellis Air Force Base. Libby must inspect all parts of the weapon systems on the HH-60 Pave Hawk to ensure safety and proper operation. Libby is the Salvation Army’s 66th gunner. (US Air Force photo by Senior Airman Daniel Hughes/Released)
The first female Air Force tactical airman could be trained and assigned to an active duty unit this year, the Air Force said in its official plan.
The Air Force said in a plan for women’s participation in combat that the Pentagon released Thursday, years before five other all-male combat missions begin fielding women.
Defense Secretary Ash Carter on Dec. 3 announced the decision to open all restricted jobs to women across the military, including six Air Force special ranks, including 4,099 positions: 13C Special Tactics Officers, 13D Rescue Officers, Combat Controls 1C2XX and 1C4XX Tactical. Air Control Association (TACP) airmen, 1T2XX parasquemen, and 1W0X2 special weather operations airmen are listed.
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Air Force Secretary Deborah Lee James presented her service’s implementation plan to Carter on December 29. In it, the Air Force expressed its determination to follow the path of opening all jobs to women.
“Achieving gender equality will take time and requires a strong focus on standards, policies, education and inclusive leadership at all levels,” the plan says.
The plan says women will be assigned to these jobs in accordance with the Air Force’s regular assignment process, but female TACPs could be assigned to units in the 2016 calendar year. Some battlefield jobs take two or more years to train, which means it’s time-consuming. Time to appoint women there.
“There should be no gender-based preference, critical mass or special preference,” the plan says. “The Air Force has not changed, raised, or lowered standards as part of opening our aircrew battlefield to women. The mental and physical standards set prior to opening to women will be set and used after we open our career fields. Women, women
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