Quantitative analysis

Quantitative business analysis Name Institution Professor Course Date

Introduction The decision made on the recruitment and retention of the US army since 10-15 years is the main concern of the report. The main decision made on the recruitment process is aimed at the identification and attraction of the potential US army numbers determined by the lower and upper limits of the retention and recruitment correlation. According to Padilla & Laner (2012), the number of the US army is influenced by the state of the economic scale in the defense department. The economy of the US is recessive and therefore, there is need for the determination of the number of military to be recruited and retained. Over the last 10 to 15 years, there have been vacancies for more recruits in the US army defense department. Most of the vacancies according to the report covering figures since last 10 to 15 years show that occupation capacity has been understaffed. The decision made on the recruitment and retention process is guided by the recruitment policy that states that all vacancies should be filled before retention is opted. Glassman & Choi (2014) states that over the 15 years, there have been defense support members of labor in the defense department of the US army. This has attracted the need for action plan on the decision made regarding the number of recruits and retention capacity. The reflex action in the decision-making process lower the standards of the selection of the recruits and therefore many applicants will be eligible for the vacancies available (Schoenbaum, 2014). The recruitment and retention process majorly depends on the characteristics of the applicants in the pool of the sent data on quantitative value needed for the US army recruits. The kind of decision made on this recruitment process is determined by the various jobs to be assigned to the US army applicants. Focusing on the 2004 program used in the decision-making process on the model of the enlisted personnel, there was a need for the immediate rule on the classification of the recruits (Keating & Murray, 2014). The immediate classification method is used when assigning the US army recruits the relevant attributes to be assessed for every personnel. The decision made on recruitment and retention of the military personnel in the US defense team is compared to a set of specific trade criteria. Based on the decision frameworks of the report, the recruits should meet the certain features of the job for them to qualify in the position. The decision on whether personnel will be recruited is determined by the unique characteristics different from other members. Determination of what I know In the determination of how I know about the process of recruiting members and the US army and retention, the quantitative frameworks have been applied in this case. I know that in the recruitment process, the rule of the first come first served is applied but this is bound to the capacity of the personnel needed. In consideration of the military leadership diversity as per the year 2009, I know that there is a single category established regarding the US army islanders. I think the decision process is formally extended to the current personnel enlisted in the complicated recruitment process. The re-enlistment rate is difficult to be qualified in the rates of the continuation. Reflecting on the last 10-15 years the recruits have been assigned through the means of the batch classification which contrary to the immediate process of decision-making classification. I know that from 10 years ago the US army has been in need of recruiting new members and retaining the available personnel. I think some of the military analysts have expressed some concerns on ongoing operations about the recruitment and retention process. I think from the year 1997, the military personnel in the line of duty are highly experienced and they need to be retained in the squad to train the new recruits on what should be done in the military. The retention of the US army military can be determined by the capacity of the recruit's needs in the defense department. Bigliardi, Nosella & Verbano (2015) suggests that the decision made is also determined by the ability of the recruits in the recruitment process. The reenlistment rates in comparison of race, ethnicity, and gender, the ability of the service are assessed by the MLDC. There are increased rates of the racial and ethnicity of the women in the recruitment process. The MLDC charter is directed to the specified retention process of the military army. Computation of the available value additional information Based on the time series and the analysis of the forecasting there are quantitative measures that need to be considered to avoid inconveniences during the recruitment and retention of the US army. The quantitative computation of the recruitment and retention process can be determined by the use of the mean squared error. The computation process of female gender recruitment and computation can be undertaken through the focus of the explicit of the increased number of female with interest. Correlation between Recruitment number and Retention The correlation between the number of the recruited US army and retention number is determined by the upper boundary and lower boundary in the two categories. In the case of the recruitment, the lower limits are 53,000 and 67,000. In retention case, the lower limit is 47,000 and 63,000. The analysis below shows the correlation between the two variables. 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 Recruitment random in number in thousands (000) 53 54 55 56 57 58 59 60 61 62 63 64 65 Retention random numbers in thousands (000) 47 48 49 50 51 52 53 54 55 56 57 58 57

Based on the analysis of the random number generated above, in recruitment and retention process, there is positive coefficient of +1000 of new members each year from 1997. This shows that there is positive increase of the new members in the US army team by an addition of 1000 members consistently.  

Forecast model of the numbers

Year Recruitment Retention Absolute Deviation 1997 53,000 47,000

1998 54,000 48,000 1999 55,000 49,000 2000 56,000 50,000 2001 57,000 51,000 2002 58,000 52,000 2003 59,000 53,000 2004 60,000 54,0000 2005 61,000 55,000 2006 62,000 56,000

2007 63,000 57,000 2008 64,000 58,000 2009 65,000 59,000 2010 66,000 60,000 6,000 In conclusion, the recruitment could be used in the process to determine the number of the retention members. This is based on various factors such as resources required to maintain the both recruited members and retained personnel. The recruitment number determined the retention. According to the forecast time model constructed above, the increase of recruitment number leads to decrease of the retention number by a constant value of 6000. Through the use of this and other research information, it was found that the number of the recruits should be high to balance the retention and capacity of the US army to perform better. Retention process computation Female intake category 2010 2011 2012 2013 2014 2015 2016 Army 45,000 55,000 27,000 60,000 34,000 23,000 20,000 Navy 20,000 46,000 34,000 29,000 26,000 13,000 22,000 Air force 13,000 34,000 33,000 20,000 43,000 34,000 44,000 Mp 43,000 15,000 25,000 43,000 21,000 10,000 22,000

Recruitment computation

The recruitment of the US army is determined by certain factors and capacities. In regard to the quality of the members without consideration of the services, there are three categories of the personnel in the process. According to Gunthorpe (2017), there is active army recruitment categorized by the high school graduates and Army Force Qualification Test (AFQT). The second category is the army national guard. This is also categorized by high school graduates and AFQT. The final category is the army reserve. The quality of the army recruits is categorized based on the fiscal years from the table above. The figures exclude about 44,000 participants from the year 2000-2004 and about 21,000 participants in the army recruitment program (Bodily, 2016). The quality of the recruitment brings about the ability of the force to get the better test score.

The spending of the reenlistment is provided with the bonuses enlistment based on the fiscal years from 2000-2005. Based on the number of active armies, the recruiters are substantially varied from the year 2000-2005 (Goodfriend & McCallum, 2017). There are some of the recruiting goals on the changes needed for the recruitment team. The active army has been reduced from the 46,000 to 50,000 from 2006-2017. From the first years of 2016, the additional recruits can be shortly produced from the accession goals to about 5.6%.

The resources of the recruiting process are categorized from the active Army, Army National Guard, and Army Reserve. The process of meeting the recruitment mission from army national and army reserve is increased through the incentives allocated resources (Griffith, 2018). The process of recruiting the US army needs potential resources. The army reserve has increased from the recruiting resources from the year 2005 to the year 2007. The accumulative resources required in this process can be estimated from $175,000 million.

The 2006 inclusive soldiers are reenlisted in the original individual who lowers the spent SRBs for the deployed amount.

The computation process through the application of the graphs, the active army contains a high level of percentage as compared to the army reserve. In the additional process the army national guard, the continuation rates of the percentage 80%. In the analysis of the 2005 payments of $15,000, the recruitment resources are disbursed within the subsequent year. Measurement where information value is high

The measures are highly in connection with the elasticity level of the recruitment process. The percentage of the enlisted members recruited is highly at a marginal level of 24000-65,000 (Korb & Duggan, 2017). This is determined by the enlistment bonuses that range between the 0.3-0.7. On the other hand, the level of the recruiters is high at 0.4-6.0 ranging from 15,000-22,000 as per the marginal cost.

Besides, based on the high cost of the active army to be recruited and retained as per the 10-15 years policy, in the year 2007, the number of the recruiters increased by the range of 800-1100 giving a cost value of 98-147. Through the advertisement process, the high information record was provided by a 20% increasing value between 500-700 and the cost from 63-93. This provided a total cost of 118-160. In the computation of the congressional budget and the enlisted bonuses, the value has increased from 200-1000 having a cost value between 85-127 and this bringing a total cost of 135-166. Action plan The recruiting process should be programmed in a better way to make sure that all recruits are qualified for the position. The recruits should be selected based on the capacity of delivering the services to the defense department. The resources should be allocated to each department based on the capacity required. Also, the number of recruits should be categorized based on what they are required to. All positions should be filled depending on a number of the officers retired. The process of retention of the US army should be well planned to make sure that only the person with the capacity of developing the skills of the available individuals and recruits is retained within the department. In the same process, the retained US army members should be well specialized to make sure that only the specialized guys get their relevant positions. All the retained members of the squad should be given a certain number of the available US army members to share skills with. Conclusion The recruitment and retention process should be well balanced with the available resources in the defense department. This is to make sure that the number of the recruits and those who retained does not exceed the capacity of the defense department to support them financially. Besides, the recruits and retention members should be maintained within the ranges. For the recruiters, the minimal number should be between 53,000-67,000. On the other hand, for the retention members, it should be between 47,000 to 63,000 members.

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