The Air Force Is Rethinking Its HR Technology From the Ground Up

Original Broadcast Date: 11/08/2026

Sponsored by Arlo Solutions

The Department of the Air Force is working to modernize its human resources technology, and Chandra Donelson, Strategic Advisor for IT Modernization, Analytics, and AI, says the effort is about much more than replacing outdated systems. During an interview with Francis Rose on Fed Gov Today, Donelson explains how the department's Iron Compass Initiative is bringing organizations together to improve HR technology across the Air Force and Space Force. The initiative aims to create a unified technology ecosystem that makes it easier for airmen, guardians, and their families to access the services and capabilities they need. For Donelson, that work begins with examining how the department operates today and identifying what needs to change.

Three priorities guide the Iron Compass Initiative

Donelson says the initiative organizes modernization around three lines of effort: stabilizing the portfolio, rationalizing the portfolio, and modernizing tools and capabilities. Each priority contributes to the department's larger goal of simplifying its HR technology environment. The effort brings together organizations from across the Department of the Air Force, all working toward a shared objective. Rather than treating individual HR systems as separate modernization projects, the initiative looks at how those capabilities can work together to support the workforce. Donelson emphasizes that delivering better tools to service members and their families is central to the initiative. That means evaluating existing systems while considering how future technologies can improve the overall experience.

Modernization starts with business processes

One of the biggest opportunities Donelson identifies is the chance to rethink existing HR processes. She explains that organizations sometimes approach emerging technologies by placing new capabilities on top of established workflows. But that approach does not necessarily address the problems within those workflows. Instead, Donelson says the department is examining why particular processes exist and whether they still make sense. The goal is to identify steps that can be simplified, changed, or eliminated before introducing new technology. That approach also applies to artificial intelligence and automation. Donelson says teams are evaluating where those capabilities can be incorporated appropriately across the enterprise. However, she cautions against adopting technology simply because it is available. "You start with the problem, Francis, and then you work backwards from there," Donelson says. That principle guides how the department considers new capabilities throughout its modernization effort.

Another major priority is improving how users interact with HR systems. Donelson says the department wants to move toward a more user-centric experience that reduces the need to navigate multiple platforms. Today, personnel may have to visit several systems to complete different human capital tasks. The modernization effort seeks to simplify that experience by bringing capabilities together. Donelson believes technologies already available can help the department move toward a more unified environment. The objective is not simply to make existing processes digital. It is to make them easier to complete. That focus also shapes how the department plans to measure success. Donelson identifies user experience as the first major consideration, followed by the number of steps required to complete a process. She offers an example of an HR workflow that currently requires 36 steps. The question is whether modernization can reduce that process to 15 steps while still achieving the desired outcome. Those improvements may require changes beyond technology. Donelson says the department is also willing to discuss updating policies when existing requirements create unnecessary complexity. She credits department leadership with supporting the initiative and its broader goals.

Bringing airmen and guardians into development

Donelson also wants users to play a more direct role in developing the systems they rely on. Rather than waiting until a capability is completed to gather feedback, the department plans to involve airmen, guardians, and other users during development and configuration. That allows teams to test capabilities as they are built and identify problems earlier. Donelson describes this as a different approach from some of the department's historical development practices. She says people are generally willing to share their experiences with technology. The challenge is creating a forum where that feedback can be collected and acted upon quickly. By involving users throughout development, the department hopes to create capabilities that better reflect their needs.

Building momentum across the department

The Iron Compass Initiative remains focused on its high-level strategy. Donelson says specific modernization milestones are not yet ready to share, but the three priorities provide the framework for moving forward. The department is also collaborating with organizations across government and industry to identify useful practices. Donelson says those partnerships help the Air Force understand what other organizations are doing and determine which approaches fit its environment. Looking ahead, her priority is moving quickly enough to deliver improvements that users can experience. She wants the department to create lasting momentum across its human capital technology efforts. For Donelson, the goal remains consistent: simplify the HR technology environment, improve the experience for users, and deliver capabilities that better support airmen, guardians, and their families.