In this report, authors examine opportunities and challenges and make recommendations for incorporating artificial intelligence (AI) into Department of the Air Force human resources (HR) operations. The integration of AI represents a transformative opportunity to enhance the efficiency, consistency, and effectiveness of HR processes by providing critical tools for HR specialists and users of the HR system.

An Initial Assessment of Opportunities for Technology-Enabled Civilian Talent Management in the Department of the Air Force

Robert Romer, Kirsten M. Keller, Kelly Hyde

ResearchPublished Dec 22, 2025

Cover: An Initial Assessment of Opportunities for Technology-Enabled Civilian Talent Management in the Department of the Air Force
Download PDF
Additional Downloads

Includes Research Summary

In this report, authors examine opportunities and challenges and make recommendations for incorporating artificial intelligence (AI) into Department of the Air Force (DAF) human resources (HR) operations. The integration of AI into civilian talent management processes in the DAF has the potential to significantly enhance the efficiency, consistency, and effectiveness of key HR functions by providing critical tools for HR specialists and users of the HR system.

In this report, the authors provide an initial assessment of the following eight civilian HR operations categories’ suitability for using AI to improve or enhance processes and decisionmaking: recruitment, selection, onboarding, training, performance management, promotion, retention, and employee benefits.

Key Findings

  • AI can streamline the creation and standardization of position descriptions (PDs), ensuring consistency and reducing redundancy. By automating the drafting of PDs, the DAF can also facilitate more effective and efficient recruitment and selection.
  • AI can automate the creation of job announcements based on standardized PDs, ensuring alignment with organizational needs and simplifying actions for HR personnel and hiring officials. Additionally, AI-driven tools can simplify the classification process, reducing administrative burden and improving the accuracy of job grade assignments.
  • AI can optimize the résumé review and candidate screening process by matching résumés to job qualifications, automating repetitive tasks, and ensuring more objectivity. AI-based tools can also assist in evaluating skills, making the recruitment process more aligned with current talent needs.
  • AI can automate many aspects of the onboarding and internal transfer processes, such as managing new employee checklists, processing benefits and entitlements, and ensuring timely access to necessary resources. This can enhance the employee experience and reduce the time required to complete administrative tasks.
  • AI can support the identification of skills gaps and help create tailored development plans, ensuring employees receive the necessary training to meet the evolving needs of the DAF. AI-powered dashboards could also help Developmental Teams evaluate employee performance more efficiently, facilitating strategic workforce planning.
  • AI could assist in developing a career advancement readiness pool that evaluates employee potential based on defined criteria, such as performance data, awards, position data, and endorsements. This data-driven approach could improve fairness and consistency in potential advancement decisions.

Topics

Document Details

Citation

Chicago Manual of Style

Romer, Robert, Kirsten M. Keller, and Kelly Hyde, An Initial Assessment of Opportunities for Technology-Enabled Civilian Talent Management in the Department of the Air Force. Santa Monica, CA: RAND Corporation, 2025. https://www.rand.org/pubs/research_reports/RRA2996-2.html.
BibTeX RIS

Research conducted by

The research reported here was sponsored by the Director of Plans and Integration, Deputy Chief of Staff for Manpower and Personnel, and conducted within the Workforce, Development, and Health Program of RAND Project AIR FORCE.

This publication is part of the RAND research report series. Research reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND research reports undergo rigorous peer review to ensure high standards for research quality and objectivity.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.

RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.