To build a bigger force, Army tries new tack

Retention of soldiers – via bonuses and special training – to be key as the service strives to expand as ordered.

from the November 8, 2007 edition

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"We have a sinking pool of qualified candidates," says Curtis Gilroy, who oversees recruiting for the Pentagon. "That's one of the reasons why we're focusing on the retention. We have to retain more soldiers if we're going to grow the Army [in full] by 65,000."

Shortage of officers

But retaining soldiers isn't easy, either, as any Army commander can attest. Although retention rates remain generally high among combat units, shortages among mid-grade officers and mid-career enlisted ranks have persisted in the service in recent years.

The "surge" of forces in Iraq since January 2007, Army restructuring, and the creation of a new combatant command in Africa all have contributed to the shortages. Among officers, retention of lieutenants and captains has stayed about the same – about 92 percent stay in uniform – but there are more missions to fill. The new burdens on the Army in recent years have resulted in the shortages, Army officials say.

"The number of Army captains available has not kept pace with growing requirements," an Army document on retention states. The Army estimates that it needs about 3,500 more active-duty captains and also majors.

The shortage has also led to a promotion rate of nearly 97 percent for majors and 98 percent for captains – meaning most of those officers are being promoted faster than usual and perhaps some who wouldn't be qualified for promotion are getting the nod anyway.

As a result, the Army is pushing to retain more. For example, it is offering as much as $35,000 apiece in bonuses to captains who have crucial skills, as well as civilian graduate-school programs, specialized military schooling such as language training, and "post of choice," in which an officer is allowed to choose where he or she will be assigned.

But after nearly five years of the war in Iraq and repeated deployments for many of these officers, the allure of the civilian world beckons – a point not lost on Army officials struggling to keep up.

"The Army wants to influence the career decisions of talented officers who are heavily recruited by corporate America," the Army document says. "To retain the best, the Army must recognize their competitive worth in corporate America, and provide tangible incentives that complement the intangible value of Army service."

Both the Army and Marine Corps met their active component recruiting goals for fiscal 2007, which ended Sept. 30. But the Army, which is nearly three times the size of the Corps, has struggled all the more to make its goals. This year its "delayed entry pool" – a cushion of recruits who have already enlisted but have yet to ship to basic training – is at one of its lowest levels in years.

That pool, from which the Army can draw during slower recruiting periods over the course of the year, sits at about 9 percent – down significantly from the Army's historic comfort level of about 25 percent.

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