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Attrition happens when the service makes a "bad match" and a person they have invested in leaves the military prematurely for civilian life. Unfortunately, this poor selection is made about 15 percent of the time. Attrition also happens when those who fall below standards are not rehabilitated or airmen separate for miscellaneous reasons on their terms; this loss takes another 20 percent out of the force. Attrition exacts both a human and monetary bill that we can not afford to keep paying. I contend that attrition is predictable, preventable and alterable; this report will point the way. First, I have isolated a set of characteristics proven to be related to attrition to screen potential recruits. Secondly, I assert that separation instructions are too permissive in nature and do not give the commander enough latitude to rehabilitate or retain members. Finally, I explore whether problems with the recruiting system aggravate attrition and if addressed, will lower the rate. The USAF does not have an attrition reduction plan; targets are set each year but there is no time phased coordinated plan for lowering attrition. I have built a plan for FY 2000 that would give an Attrition Tiger Team a place to start. The Air Force is not a victim of attrition: we have created the problem and we can fix it.
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