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Recruitment, Training, Development, and Retention of AF Intelligence Personnel

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  • By HAF/A2/6
  • HAF/A2/6

TOPIC SPONSOR: HAF/A2/6

How should recruiting, training, development, and retention of AF intelligence personnel change, with the dramatic increase in the importance of data science and space-based capabilities to the intelligence field?

  • Cartwright, Maj. Michael, "Critical Thinking in a Degraded Environment: Are Air Force Intelligence Analysts Prepared?" GCPME thesis, 2024, 45 pgs. 
  • ​Cohan, Major Geoff, "Enhancing Critical Thinking Training for Intelligence Analysts: A DoD-Wide Solution," ACSC Elective paper, 2020, 21 pgs.
  • Kidd, Maj. Stephen M., "The Role of Digital Transformation in Air Force Artificial Intelligence Workforce Strategy," AFGC thesis, 2025, 71 pgs. 
    •  Kidd answers the data science component of this question by arguing that the strategic imperative of AI adoption requires a deliberate digital talent management strategy that currently eludes the Air Force. Because the Air Force lacks an updated AI strategy fully aligned with the DoD's priorities for data science and continuous competition, specialized training programs are currently insulated within specialized organizations like AFWERX rather than being accessible to the total force. He recommends that the Air Force restructure its operational approach by centralizing its data, analytics, and AI policy and governance, while simultaneously decentralizing data management and data quality operations so personnel can effectively utilize these technologies closer to the tactical edge.
  • Lawrence, Capt. Andrew, "Making Airmen=Analysts," SOS AUAR elective paper, 2021, 6 pgs.