Stabilization and Reconstruction Staffing - RAND Corporation

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72 Stabilization and Reconstruction Staffing: Developing U.S. Civilian PersonnelIn other words, there would be multiple staffing problems thatwould need to be managed concurrently: of the SSTR effort and ofensuring that contributing domestic offices were able to function aftergiving up staff members for the overseas effort. An approach to dealingwith these conflicting needs will be addressed under the next option.Providing sufficient incentives to cause civilians in the publicand private sectors to volunteer for deployments. Personnel whoworked for private contractors in Iraq earned much more than didgovernment employees with similar jobs, because they were hired anddeployed according to market principles, not government pay scales.For example, it was not unusual for the members of a Personal SecurityDetachment (PSD) for a CPA senior executive to have salaries significantlylarger than that of the person they were guarding. 18 This disparityraises the question of what could be done with incentives, althoughit contradicts the previous discussion about the possibility for disparatebenefits causing friction on staffs. The cases for private- and publicsectorcivilians are sufficiently different to require different approaches,each presented below.Based on our discussions with executives from the private sectorwho served on the CPA staff and those charged with recruiting them,incentives could only reasonably be used for junior- and mid-level positions.Executives with private for-profit firms would not be enticed bygovernment salaries or by any benefits that the government would likelybe able to offer, especially for temporary positions for which long-termretirement and health insurance coverage is not possible. To paraphrasethe words of one such official who served with the CPA as a senior advisor,he was in effect donating his time while in Iraq, even though hewas receiving the maximum allowable salary for a government seniorexecutive. 19 This same senior executive thought incentives might workfor junior- and mid-level personnel, although doing so could providethem with salaries disproportionately larger than those of their publicsectorpeers in a SSTR deployment.18 Based on discussions Kelly had with PSD personnel in Baghdad in 2004.19 Interview with former senior CPA official, March 2005.
Process, Structure, and Management—What Can Be Done Today? 73Incentives for public-sector employees are more likely to providegood results, or at least would not suffer from the same large-scaledisparities between market and government salaries that appear at theupper levels of the senior executives. As already discussed, the U.S.government personnel system has the ability to provide several types ofincentives to civilians willing to deploy. These include relocation andretention incentives, danger pay, and a foreign-post differential. Furthermore,personnel who deploy should have at least as good a chanceof getting an annual performance bonus as they would if they did notdeploy, and considerations for promotions should be handled on thesame basis. In particular, explicit or implicit penalties for deploymentwill adversely affect the U.S. ability to staff SSTR operations, andeliminating them is essential.One overall impression from our interviews of public- and privatesectorpersonnel who deployed with the CPA, as well as the authors’experiences with the CPA, was that most CPA staff members’ primarymotivation was not monetary. Patriotism and the desire to be part ofsomething important seem to have been the major factors in why manypeople volunteered to serve in Iraq. Personnel managers need to factorsuch inclinations into their recruiting and retention plans.Establishing standing contracts with public- and private-sectorcivilians or private companies for deployment on SSTR operations.The third approach establishes contractual agreements that collectivelyfulfill anticipated requirements to provide personnel as needed. Forfederal employees, this option overlaps with the two previous solutionsin that employment contracts can be associated with specific billets,requiring individuals in such billets to deploy as needed in a mannersimilar to the military National Guard and Reserve concept. Such contractscould include various incentives beyond those discussed above(which addressed incentives that would be forthcoming upon deployment).Examples of monetary incentives might include specialty pay,perhaps modeled after the flight pay given to military pilots and thelanguage pay given to personnel who maintain proficiency in neededlanguages.Furthermore, if career tracks were developed in federal departmentsand agencies for personnel willing to deploy on SSTR operations
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THE ARTSCHILD POLICYCIVIL JUSTICEED
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Stabilization andReconstruction Sta
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PrefaceThe United States participat
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ContentsPreface ...................
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ContentsviiCHAPTER FIVEConclusions
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Tables3.1. Number of U.S. Governmen
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xviiiStabilization and Reconstructi
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AcknowledgmentsThe authors acknowle
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AbbreviationsACTAWCCACCFRCJTF-7CMPT
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AbbreviationsxxvMNSTC-IMoDMOINATOND
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CHAPTER ONEThe ProblemThe United St
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The Problem 3• How long are perso
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The Problem 5The authors’ first-h
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The Problem 7sonal correspondence w
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The Problem 9sets of CPA civilian s
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12 Stabilization and Reconstruction
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Page 127 and 128: Select BibliographyBinnendijk, Hans
Page 129 and 130: Select Bibliography 101Oliker, Olga
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