Multidimensional military manpower planning based on a career path approach
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Multidimensional military manpower planning based on a career path approach Oussama Mazari-Abdessameud1,2
· Filip Van Utterbeeck1 · Guy Van Acker3 · Marie-Anne Guerry4
Received: 22 March 2020 / Revised: 7 September 2020 / Accepted: 8 September 2020 / Published online: 22 September 2020 © Springer Science+Business Media, LLC, part of Springer Nature 2020
Abstract This article presents a modeling approach to tackle the multidimensional military manpower planning problem. Requirements relevant to military manpower planning include the need to maintain distributions of manpower characteristics (such as rank and age) with respect to career advancement within acceptable proximity to desired norms. Moreover, they include ensuring that the personnel allocated to the various roles of the defence force will be adequate throughout the planning period. Addressing these tasks simultaneously represents a significant challenge for human resources managers. This paper proposes a model that assigns personnel to career paths (CPs) pre-defined as feasible prior to optimization. Adequate solutions through this model are generated by mixed integer goal programming. This solving approach is applied to a case study of the Belgian Defence’s manpower and results in valuable insights for military human resources managers. For the illustration of our approach, we focus on a military organization, but it could be used for any hierarchical organization, such as a police force or a university. Keywords Human resource planning · Statutory and competence logics · Mixed integer goal programming · Career paths
1 Introduction Resources planning is crucial to organizations of different areas such as industry (Luzzini and Ronchi 2011), education as well as defence. The present paper focuses on military manpower planning. Generally, manpower planning is concerned with the provision of adequate numbers of personnel, with adequate skills, to fulfill the anticipated requirements of an organization (Gass 1991). Defence Forces are hierarchical not only in their command structure but also in the career opportunities that they offer their personnel. Normally entry is at a low (trainee) rank, and Oussama Mazari-Abdessameud
[email protected] 1
Royal Military Academy, Department of Mathematics, Renaissancelaan 30, 1000, Brussel, Belgium
2
Present address: Military Polytechnic School, Bordj El Bahri, 16111, Algiers, Algeria
3
General Directorate of Human Resources of the Belgian Defence, Eversestraat 1, 1040, Brussel, Belgium
4
Department of Business Technology and Operations, Vrije Universiteit Brussel, Pleinlaan 2, 1050, Brussel, Belgium
personnel make their way up the hierarchy of ranks through the accumulation of experience and skills acquired in the course of their service (Wang 2005; Hall 2009). Promotions and transfers of staff must conform with overall objectives of building organizational capabilities. Quality management must rely on good workforce management with adequate planning (Zeng et al. 2013). A manpower plan compr
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