This report documents the development of detailed process maps that outline the steps in the various phases of the civilian hiring process in the 96th Test Wing, barriers to timely and effective hiring, and other organizations’ best practices for streamlining the process. The report concludes by providing recommendations for improving the civilian hiring process in the 96th Test Wing.

Improving the Civilian Hiring Process in the Department of the Air Force 96th Test Wing

Kirsten M. Keller, Kimberly Curry Hall, Ginger Groeber, Andrea M. Abler, Adam Givens, Isabelle Winston

ResearchPublished Jul 1, 2025

Cover: Improving the Civilian Hiring Process in the Department of the Air Force 96th Test Wing
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The military services are increasingly in competition with the private sector for civilian talent. Two of the main challenges the Department of the Air Force faces in competing for this talent are the complexity and the lengthy timelines associated with the process of hiring civilians. To improve the civilian hiring process for the 96th Test Wing at Eglin Air Force Base, RAND Project AIR FORCE researchers developed process maps documenting all the steps in the hiring process, identified key barriers, and developed recommendations to help improve and streamline that process.

The researchers interviewed 70 subject-matter experts and stakeholders involved in the civilian hiring process for the 96th Test Wing and reviewed relevant research, statutes, regulations, policies, and hiring materials. To glean potential best practices in the civilian hiring process, the researchers also interviewed people from ten outside organizations about their processes and related process improvement efforts.

Key Findings

  • Lack of automation contributes to delays, and most coordination is done through email.
  • Multiple systems track the same information, sometimes resulting in duplication of effort.
  • Key stakeholders lack access to some necessary systems.
  • There is a lack of visibility into the status of hiring actions.
  • Hiring managers do not have a comprehensive understanding of hiring processes.
  • Standardized written guidance and training to assist hiring managers and human resources liaisons during the hiring process are lacking.
  • Frequently changing guidance and forms creates confusion and delays.
  • The overall process involves many steps, owners, policies, and layers of approvals.
  • Some prerequests for personnel actions, such as classification, incentive and pay negotiations, and preemployment steps, were cited as particularly lengthy.
  • Certain requirements, such as the 120-day certification requirement, completion of the Air Force Test Center Centralized Selection Process, and resume review, are seen as frustrating and lengthy.
  • Only limited data are tracked through all steps in the hiring process, including at the local level and for processes that occur prior to a formal request for personnel action.

Recommendations

  • Establish a centralized tracking database and workflow manager; use this in collecting standardized data and developing key metrics.
  • Develop electronic forms to facilitate more-efficient information collection and coordination.
  • Ensure data synchronization of relevant civilian hiring databases.
  • Explore using artificial intelligence to reduce workload and timelines.
  • Develop a guide and integrate standardized training for hiring managers and human resources liaisons on the civilian hiring process.
  • Standardize checklists and processes across the 96th Test Wing.
  • Maintain and publicize a template library for relevant hiring documents.
  • Use standard position descriptions and requirements, and review and update them periodically to be ready for future recruitment.
  • Establish methods of collecting additional information on job requirements and an ideal candidate’s qualifications and attributes.
  • Explore opportunities to reduce duplication of effort and for conducting activities in parallel.
  • Preapprove incentives and pay-setting ranges for certain types of positions and levels.
  • Streamline approval processes.
  • Request that Air Force Materiel Command reassess and consider relaxing the requirement that the certificate of eligibles remain open for 120 days.
  • Make the Air Force Test Center centralized selection process optional, and explore ways to improve the process for hiring into developmental positions.
  • Include information on available waivers for deferring preemployment activities and options for completing requirements as part of the proposed civilian hiring toolkit and training.
  • Explore setting preapproved standards for using available waivers to defer preemployment requirements for certain positions based on risk level.
  • Advocate changes that relieve current employees of having to repeat certain requirements.

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Keller, Kirsten M., Kimberly Curry Hall, Ginger Groeber, Andrea M. Abler, Adam Givens, and Isabelle Winston, Improving the Civilian Hiring Process in the Department of the Air Force 96th Test Wing. Santa Monica, CA: RAND Corporation, 2025. https://www.rand.org/pubs/research_reports/RRA3181-1.html.
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Research conducted by

The research reported here was commissioned by Brig Gen Jeffrey T. Geraghty, commander of the 96th Test Wing at Eglin Air Force Base, and conducted within the Workforce, Development, and Health Program of RAND Project AIR FORCE.

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