US: to retain the best, the Army must stop managing them as numbers
Last November, the US Army delivered an unexpected "Christmas gift" advanced to 800 NCOs: an order for immediate transfer to Fort Knox Recruit School for eight weeks, with only a few days' notice. No one had asked them whether this was compatible with the needs of their families, career plans or the operational priorities of their home units. After the course, they would be sent to work as recruiters in often remote locations, causing forced dismissals of their spouses and school transfers in the middle of the academic year for their children.
This episode, which infuriated many of those involved, is symptomatic of a broader crisis: that of a rigid, centralised and impersonal personnel system that regards soldiers as interchangeable pawns. But above all, it is a sign that even the most powerful armed force in the world is beginning to question its personnel management model. Because the real problem, even many American analysts now say, is not so much 'how to increase recruitment' as 'why we cannot retain those who are already inside'.
A system designed for another century
The current system of the US military was born in the 1940s, during the transition to a mass army based on compulsory conscription. To make the flow of soldiers manageable in the short term, it was adopted a centralised model based on scientific management, standardised careers, competitive assessments and the principle of 'up or out' - compulsory promotion or exclusion. An efficient system to manage millions of conscripts, but dehumanising.
With the introduction of the All-Volunteer Force in 1973, there was hope for a return to a long-term model: less turnover, more loyalty, higher quality. But the management system remained unchanged. Despite the increase in pay, the drop-out rate did not decrease. Today, the US military needs 470,000 new enlistments per year to maintain its ranks, more than under the voluntary model. A paradox that led to a recruitment crisis: in 2023, the annual target was missed by 10%, after a resounding -25% in 2022.
The end of social crutches
To make matters worse, the end of certain 'structural' factors that had underpinned the Volunteer Force for decades. Wage stagnation and the lack of opportunities for certain groups - particularly black Americans and people from the South - had made enlistment a competitive choice. But today the economy has recovered, opportunities have diversified and the traditional pool of recruits has shrunk.
Another crucial factor is the end of the 'patriotic drive'. post-9/11. After the withdrawal from Afghanistan in 2021, the war-related sense of mission has faded. Only 9% of 16-21 year olds say they would consider a military career. E according to internal surveys, only 53% of soldiers would recommend enlistment to a loved one.
A cultural problem, not just a numerical one
The malaise is not just a question of numbers. It is cultural. The logic of 'all replaceable', competitive peer evaluations, continuous transfers imposed from above and lack of stability are eroding cohesion and a sense of belonging.
This is where the - increasingly discussed - proposal for a return to a decentralised, human and professional model. A model based on long-term tenure, flexible careers and stable territorial assignments, similar to the regimental system still in use in the British and Canadian armies. These armies, not surprisingly, have lower suicide rates and lower drop-out rates than the American army.
The return to cohesion
The current system fragments human and professional relationships. Soldiers move around all the time, do not know their commanders, do not build lasting bonds. This not only undermines motivation, but also affects operational efficiency. A platoon that works together for years will be more cohesive, better prepared and more effective.
Careers in the pre-1940 model were flexible and mission-oriented. Officers like Matthew Ridgeway spent years in 'unconventional' assignments (teaching, foreign missions, strategic planning), developing diverse skills and strategic vision. Today, such careers are almost impossible, crushed by a rigid and bureaucratic logic of advancement.
Decentralise to humanise
A breakthrough could be the adoption of a divisional system, in which each division manages its staff independently: recruitment, promotions, special assignments such as instructors and recruiters. This creates direct responsibility, develops a sense of community and encourages real growth paths.
Moreover, the competitive evaluation system introduced in the post-war period could finally be abandoned. Studies and private companies show that this model lowers productivity, breeds cynicism and inhibits cooperation. Promotion could go back to being decided locally, on the basis of direct knowledge of the person, not a tick box.
The family also wants its share
Another not insignificant element is the burden that a military career has on families. Today, almost 50% of military wives earn as much or more than their spouses, but the unemployment rate for military wives is three times the average. In a 2021 survey, almost half of the soldiers mentioned the negative impact of military life on their partner's career as one of the main reasons for leaving the army.
Stabilising assignments, avoiding continuous transfers and valuing permanence in the same location would help build stronger families, longer-lasting careers and a more attractive army.
A better product sells itself
Recruitment works when the 'product' is good. If the military experience is enriching, human, professional and stable, there is no need for millionaire advertising campaigns to attract new soldiers. As an old saying goes: a good product sells itself. And it is precisely this lesson that the US Army is also beginning to learn.
The time of mass, impersonal, bureaucratic armies is over. The future - even in America - lies in a return to the soldier as a professional, as a person, as a human being.
Published by Condoralex
Born Alessandro Generotti, C.le Maj. Parachutist on leave. Military Parachutist Patent no. 192806. 186th RGT Par. Folgore/5th BTG. Par. El Alamein/XIII Cp. Par. Condor.
Founder and administrator of the website BRIGATAFOLGORE.NET. Blogger and computer scientist by profession.
