I__. - International Military Testing Association

community tends to focus on “system performance” Traditionally, most of the
previous’work on assessing aptitude requirements has been based on the job
performance perspective. Yet, aptitude requirements (i.e. ASVAE3 area composite
cutoffs] are set for occupational specialties not weapon systems. The tasks
associated with a particular weapon system may only constitute a subset of the total
amount of tasks assigned to a particular occupational specialty.
Figure 1 displays a strategy for linking the job-based and system-based approaches
for aptitude assessment. Prior to the development of the new system, the
personnel community will set a ASVAl3 area composite for each MOS. It is assumed
that the process for setting this cut-off will include consideration of the impact of
the cut-off on “job performance.” During the system development process, the,P-
CON and PER-SEVAL tools can be applied to determine the impact of the cut-off on
system performance. P-CON can be used to project what the future distribution of
personnel will be at or above the cut-off and PER-SEVAL can be used to determine
if this populatitin can successfiilly meet system performance requirements. If
system performance is adequate, no change in aptitude cut-off is needed. If system
performance is not adequate, the possibility of using higher cut-offs can be
examined. The P-CON tool can be used to examine the impact of higher cut-offs on
personnel availability (i.e, the numbers of people at or above the cut-off). P-CON
outputs can be used to assess the impact of personnel availability on the Army’s
ability to provide the manpower to successfully man the new system. Another ARI
tool, the Army Manpower Cost System or AMCOS. can be used to assess the
personnel costs associated with recruiting higher aptitude personnel. The
information on system performance, personnel availability, and personnel costs can
then be used by the personnel community in reassessing the MOS cut-off. It is
assumed that this assessment will consider the impact of the aptitude change on
total “job performance.”
Personnel
Community
LSets MOS
Cut-Off
‘J
pact of
riig her
. . . . . . ..-I..- -n
AVellaOlllly
and Cost
I V I
t
Figure 1. Potential relationships between job and system perspectives
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Personnel
Community
Reassess
Cut-OH