Each local HRDC should have three primary focuses with respect to traditional reservists, civilians, and Air Reserve Technicians. HRDCs should analyze accession trends and initiate action to achieve a positive trend in minority and female gains into the reserve program. While attention must be given to attracting minorities and females, equal effort must be made to ensure we retain qualified and productive individuals. Commanders and supervisors must take an aggressive approach to becoming counselors, coaches, teachers, and guides to those deserving and aspiring individuals who will be the next generation of leaders in the Air Force Reserve. Mentoring is more than simply an exercise or planned activity.
People are our most important asset.
A keenly important initiative of the local HRDC is to ensure fair and equal opportunity and treatment for all Air Force Reserve people. This process does not involve setting quotas nor does it recommend setting arbitrary targets. Management of cultural diversity is a readiness issue and readiness begins with our people. The guidance's listed below reflect minimum requirements for a local Human Resources Development Council and are designed as suggestions only. These suggestions allow for maximum flexibility for each wing commander to tailor the local council to individual unit needs.