Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The U.S. Department of Defense's (DoD's) acquisition workforce (AWF) includes more than 169,000 personnel who are responsible for identifying, developing, buying, and managing goods and services to support the military. In 2018, Congress directed the Under Secretary of Defense for Acquisition and Sustainment to conduct an assessment of gaps in business acumen, knowledge of industry operations, and knowledge of industry motivation present within the AWF and to determine the effectiveness of training and development (T&D) resources offered by providers outside DoD that were available to AWF personnel. RAND was chosen to perform the assessment, and researchers used a mixed-methods approach to do so, including interviews with DoD and industry professionals and reviews of AWF competency models, Defense Acquisition University course offerings, DoD policy, and academic and business literature. The authors found that the lack of standardized definitions obscures the need for knowledge related to business acumen, industry operations, and industry motivation, and while knowledge gaps appear to exist in these areas, the lack of requirements and desired proficiencies further hinders an estimation of the gaps' extent. DoD uses a wide array of internal and external T&D assets to develop the AWF, but training gaps related to these types of knowledge were difficult to determine in part because evidence about the effectiveness of different types of T&D is limited. The authors provide recommendations to DoD to improve how these types of knowledge are assessed and conferred as well as recommendations to Congress for incentivizing DoD's use of external T&D providers.

Government purchasing --- Employees --- Training of --- Evaluation. --- United States. --- Procurement. --- Officials and employees. --- Personnel management.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Changes in employment stability, family structure, and economic pressures since the development of the U.S. military reserve component (RC) in the twentieth century have created challenges and opportunities for how the RC is used. Sustaining an operational RC demands committed reservists and guardsmen, and since, at present, the population is not meeting that demand under traditional models, the U.S. Department of Defense (DoD) has begun to look for ways to access and retain ready participants under alternative programs. Modified assumptions about Reserve duty have the potential to improve RC member recruitment, performance, development, and retention in critical occupational fields — and it could stem projected manpower losses or provide alternative service options in fields with highly competitive civilian industries. The research team employs an iterative, qualitative analytical process to develop a list of possible workforce constructs aimed at enhancing innovation in U.S. military personnel processes. The findings in this report will be relevant and applicable primarily to U.S. military leaders and U.S. government policymakers. The authors provide specific recommendations and more general analysis that will be immediately applicable in developing and administering programs to facilitate access to civilian human capital to help meet DoD's most pressing requirements. This research will also be applicable to broader U.S. academic and policymaking communities that seek to understand how organizations are adapting to changes in the workforce and labor market.

United States. --- Personnel management. --- United States --- États-Unis --- Armed Forces --- Reserves --- Recruiting, enlistment, etc. --- Pay, allowances, etc. --- Occupational specialties. --- Forces armées --- Spécialités.