	High Rate of Attrition Continues Despite Increases in Recruit Quality

By 1986, recruit quality was at historically high levels. Attrition Is Costly

On the basis of DOD-provided cost data, we estimated that in fiscal year 1996, DOD and the services spent about $390 million to enlist personnel who never made it to their first duty stations. Currently, available data on attrition does not permit DOD to pinpoint the precise reasons that enlistees are departing before completing their training. Reducing Attrition Will Not Be Simple

In the absence of complete data on why first-term attrition is occurring, we examined the various pre-enlistment screening processes that correspond to the types of separations that were occurring frequently. For example, because a significant number of enlistees were being separated for medical problems and for fraudulent entry, we focused our work on recruiting and medical examining processes that were intended to detect problems before applicants are enlisted. These processes involve many different military personnel. We also believe that the services’ mechanisms for medically screening military applicants could be improved. To improve the selection of recruiters and enhance the retention of recruits, we recommended that the services (1) use experienced field recruiters to personally interview all potential recruiters, use communication skills as a key recruiter selection criterion, and develop or procure personality screening tests that can aid in the selection of recruiters; (2) emphasize the recruiter’s role in reducing attrition by providing opportunities for recruiter trainees to interact with drill instructors and separating recruits; (3) encourage the services to incorporate more structured physical fitness training for recruits into their Delayed Entry Programs; (4) conduct physical fitness tests before recruits report to basic training; (5) link recruiter rewards more closely to recruits’ successful completion of basic training; and (6) encourage the use of quarterly floating recruitment goals as an alternative to the services’ current systems of monthly goals. Inclusion of GAO’s Recommendations in the National Defense Authorization Act for Fiscal Year 1998

In its National Defense Authorization Act for Fiscal Year 1998 (P.L. DOD and Service Actions in Response to GAO’s Recommendations and the Fiscal Year 1998 Defense Authorization Act

DOD and the services have taken many actions in response to our recommendations and the requirements in the Fiscal Year 1998 Defense Authorization Act. As of January 1998, DOD reported that the following changes have been made in response to the recommendations in our 1997 report: (1) the Military Entrance Processing Command is formulating procedures to comply with the new requirement to obtain from military applicants the names of their medical insurers and health care providers; (2) the Accession Medical Standards Working Group has created a team to evaluate the Applicant Medical Prescreening Form (DD Form 2246); (3) DOD has adopted the policy of using codes from the International Classification of Diseases on all medical waivers and separations and plans to collect this information in a database that will permit a review of medical screening policies; (4) DOD plans to form a team made up of officials from the Office of the Assistant Secretary of Defense (Health Affairs) and the Office of Accession Policy to conduct semiannual reviews of medical separations; and (5) all services are now testing applicants for drugs at the Military Entrance Processing Stations. Until DOD has uniform and complete information on why recruits are being separated early, it will have no basis for determining how much it can reduce attrition.
Why GAO Did This Study

GAO discussed its work on the attrition and recruiting of the military services' enlisted personnel, focusing on: (1) the historical problem of attrition and its costs; (2) the Department of Defense's (DOD) lack of complete data on why enlistees are being separated early; (3) GAO's recommendations on ways to improve the screening of recruiters and recruits; and (4) DOD's actions thus far to respond to GAO's recommendations.

What GAO Found

GAO noted that: (1) despite increases in the quality of DOD's enlistees, about one-third of all new recruits continue to leave the military service before they fulfill their first term of enlistment; (2) this attrition rate is costly in that the services must maintain infrastructure to recruit and train around 200,000 persons per year; (3) solving the problem of attrition will not be simple in large part because DOD does not have complete data on why enlisted personnel are being separated; (4) in GAO's work, it has concentrated on what it has found to be major categories of separation, such as medical problems and fraudulent enlistments; (5) because these types of separations involve services' entire screening processes, GAO has reexamined these processes from the time recruiters are selected, through the time that applicants are prescreened by recruiters, through the medical examinations applicants undergo, and through physical preparation of recruits for basic training; (6) the process of attracting quality recruits and retaining them involves many service entities and many processes; (7) GAO has recommended ways to improve the: (a) data DOD collects to analyze reasons for attrition; (b) services' criteria for selecting recruiters; (c) incentive systems for recruiters to enlist persons who will complete basic training; and (d) services' mechanisms for identifying medical problems before recruits are enlisted; (8) many of these recommendations have been incorporated into the National Defense Authorization Act for Fiscal Year 1998; (9) DOD and the services have already taken some positive steps in response to GAO's recommendations and the National Defense Authorization Act; and (10) however, GAO believes that DOD needs to take further action to change the criteria by which recruiters are selected, provide recruiters with more opportunities to interact with drill instructors, and revise recruiters' incentive systems to improve their quality of life.