A Message from the Under Secretary of Defense 

for Acquisition, Technology and Logistics

Our workforce today is highly experienced, well educated, and well trained. However, we 

face very serious demographic challenges and potential talent shortages as we move to the 

future. In this environment, we must have comprehensive enterprise and specific component 

human capital plans to mitigate these challenges. If not effectively addressed, they will have 

a detrimental impact on the responsiveness and quality of our acquisition outcomes that 

support the national security mission. Those organizations that identify, obtain, develop, 

and retain the right human capital talents in this rapidly changing and competitive environment will succeed. Those 

that do not will fail. In our business, we cannot afford to fail. 

I have emphasized PEOPLE as our most important asset and have maintained a “high performing, agile, and ethical 

workforce” as my number one priority. Maintaining the right mix of technical know-how and subject matter expertise 

is vital in achieving our acquisition mission and our nation’s security. We cannot afford to become comfortable 

with our current achievements; we must always continue to reinvent ourselves in order to stay on top. We must 

constantly improve the ways we help our workforce be successful on the job. To make this happen, we need strategic 

management—not filling vacancies as they occur but analyzing what we need, when we need it, and doing innovative 

resource management using authorities provided by the Congress and allowed in our new National Security Personnel 

System. 

In this period of tremendous human capital challenges, we need innovative approaches to improve our human 

capital strategic programs. In this regard, I am pleased to introduce Version 3.0 of the AT&L Human Capital Strategic 

Plan. The first version of the AT&L HCSP, published in June 2006, was created to help us understand and initiate 

strategies to address evolving global, national, federal, and DoD workforce challenges. We virtually leaped over a 

version 2.0 because of the substantial breakthroughs we have made since we started initiatives like benchmarking, 

outreach, and Data Green, under our governance boards and networking sessions. This version 3.0 incorporates the 

original five goals from version 1.0 and adds an additional goal entitled “Recruit, develop, and retain a mission-ready 

workforce through comprehensive talent management.” Assigning a separate goal provides the means to emphasize 

the importance of recruiting, developing, and retaining capable and motivated personnel to address the increased 

level of competition for talent. 

I strongly encourage the AT&L leadership team to continue to move forward and fully implement our comprehensive 

and forward-leaning workforce strategies. I solicit your personal participation and ownership of our initiatives. The 

stakes are high! We owe our very best to the AT&L workforce and our warfighters.

 

Ken Krieg

Under Secretary of Defense 

for Acquisition, Technology and Logistics



Contents

	A Message from the Under Secretary of Defense for Acquisition, Technology and

Logistics

	 2 	 Introduction

	 3 	 Legislative and Policy Foundation—Professionalizing the Acquisition

	 	 	 Workforce

	 4 	 Strategic Guidance and Alignment

	 5 	 Governance

	 5 	 Roles and Responsibilities

	 6 	 The Strategic Environment

	 6 	 	 Global Environment

	 7 	 	 National Environment

	 8 	 	 Federal and DoD Environment

	 9	 DoD AT&L Human Capital Challenges

10	 	 Current Challenges to Planning, Shaping, and Managing the DoD AT&L

	 	 	 Workforce

10	 	 Potential Loss of Retirement-eligible Personnel and Their Knowledge

10 	 	 Understanding the Differences in Workforce Generations

11	 	 The Depleting U.S. Workforce Pool with Increasing Competition for

	 	 	 Talent

13	 Accomplishments and Way Ahead

14 	 	 Goal 1 –	Align and fully integrate with overarching DoD human capital 

initiatives.

18	 	 Goal 2	–	Maintain a decentralized execution strategy that recognizes the 

Components’ lead role and responsibility for force planning and 

workforce management.

	 22 	 	 Goal 3	–	Establish a comprehensive, data-driven workforce analysis 

and decision-making capability.

	 26 	 	 Goal 4	–	Provide learning assets at the point of need to support missionresponsive human capital development.

	 30 	 	 Goal 5	–	Execute DoD AT&L Workforce Communication Plan that is owned 

by all AT&L senior leaders (One Team, One Vision, A Common 

Message, and Integrated Strategies).

34 	 	 Goal 6	–	Recruit, develop, and retain a mission-ready AT&L workforce 

through comprehensive talent management.

	 42	 Source Notes
Introduction

The top strategic focus of the Under Secretary of Defense 

for Acquisition, Technology and Logistics (USD(AT&L)) is 

PEOPLE. This priority is captured in AT&L goal 1 —“high 

performing, agile, and ethical workforce.” To support the 

National Security Strategy, the Department of Defense 

(DoD) must deploy collaborative human capital strategies across Military Services and defense agencies that are 

aligned with DoD mission priorities and human capital challenges. The USD(AT&L) is committed to ensuring DoD acquisition professionals are high performing and motivated in delivering 

warfighting capabilities. 

This DoD AT&L Human Capital Strategic Plan (HCSP), version 3.0, shares various human capital 

initiatives and accomplishments achieved since the release of version 1.0 in June 2006. This plan 

moves us to a higher level, based upon increased knowledge, understanding, and better collaborations. 

It reflects Data Green successes; human capital achievements by the Military Services and defense 

agencies; and tight collaboration and partnering with the Office of the Deputy Under Secretary of 

Defense for Civilian Personnel Policy (ODUSD(CPP)). It also reemphasizes the need for continued 

robust recruiting, development, and retention programs. It should be used as guidance in managing 

our workforce. This document will be accompanied by our first “State of the Acquisition Workforce 

Report,” which provides a comprehensive workforce profile.

The DoD AT&L workforce supports the nation’s security objectives and ensures smart business 

decisions are made for the benefit of the warfighter and the American people. In 2006, there were 

128,242 members— 88% civilian and 12% 

military. The Services and DoD agencies maintain different workforce capability constructs 

relative to career field mix, size, and military 

composition. For example, the Army has an 

acquisition workforce of 45,443, the Navy 

40,651, and the Air Force 25,075. Engineering 

represents 26%, 41%, and 25%, respectively. 

The military composition represents 3%, 10%, 

and 37%, respectively. As shown in Figure 1, 

the following seven career fields (Systems Planning, Research, Development, and Engineering 

(SPRDE); Contracting; Program Management 

(PM); Life Cycle Logistics; Production Quality 

and Manufacturing (PQM); Business, Cost Estimating, and Financial Management (BCEFM); 

and Test and Evaluation (T&E)) represent 87% 

of the total DoD AT&L workforce. 

The top strategic focus of the 

Under Secretary of Defense 

for Acquisition, Technology and 

Logistics is PEOPLE

Figure 1. AT&L Workforce Count by Career Field

(as of September 2006)

Purchasing

0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000

Contracting

Logistics

Prod/Qual/Mfg

Bus Fin Mgt

Test & Eval

IT Mgt

Facility Eng

Audit

Unknown

Property Mgt

SPRDE - S&T Mgr

SPRDE–Sys Eng

Prog Mgt

35,142

530

12,775

12,331

4,842

1,645

3,486

291

1,677

Total: 128,242

3,927

7,608

8,966

27,742

7,280

*Other defense agencies are included.
The DoD AT&L workforce is highly educated, experienced, and well trained. Within DoD, 

over 72% of civilians have a bachelor’s or higher degree, and 23% have advanced degrees.1 By 

comparison, less than half of the current federal civilian workforce hold college degrees, according to a recently released Congressional Budget Office study.2

 Partnership for Public Services Vice 

President John Palguta predicts that “the number of federal employees with college degrees will 

grow to 60% in the next decade.”3 This level is already exceeded by the AT&L workforce. Using 

Years of Service (YOS) as a key indicator of experience, the DoD AT&L workforce is the most experienced in the Department with 50% of civilians having over 20 years of experience compared to 

approximately 40% of the DoD General Schedule workforce.4 The current workforce acquired most 

of the major systems that led to the end of the Cold War, extended the life of many aging systems, 

and supported Desert Storm and numerous contingency operations around the world. These mission demands have generated a very experienced Baby Boomer acquisition workforce.

Legislative and Policy Foundation—Professionalizing the 

Acquisition Workforce

The Defense Acquisition Workforce Improvement Act (DAWIA) was initially enacted by Public 

Law 101–510 on November 5, 1990, to improve the effectiveness of the personnel who manage and 

implement defense acquisition programs. Most of the Act was codified in Title 10 of the United 

States Code (currently 10 U.S.C. § 1701­–1764), which has been amended a few times since enactment. 

As part of the Act, Congress called for establishing an Acquisition Corps and professionalizing the 

acquisition workforce through education, training, and work experience.5

In 2003, PL 108–136 enacted changes to the DAWIA legislation. These changes, commonly called 

DAWIA II, provided greater flexibility to DoD for managing its acquisition workforce. In response 

to DAWIA, professional standards were established for each career field to ensure a high quality 

workforce. As a result, DoD has one of the most comprehensive frameworks for acquisition development in the federal sector.

These Acts provided the USD(AT&L) authority to establish human capital policy and procedures to manage the DoD AT&L workforce. Similarly, Component Acquisition Executives 

(CAEs) were delegated the authority to implement policy within their organizations. This 

HCSP has been developed as a part of USD(AT&L)’s overarching responsibility and directly 

supports life-cycle management of the DoD AT&L workforce.6

To implement DAWIA, the following DoD guidance, standards, and planning documents 

provide an integrated workforce management approach based on centralized policy and 

guidance and decentralized execution: 

DoD Directive (DoDD) 5000.52, Defense Acquisition, Technology, and Logistics Workforce 

Education, Training, and Career Development Program, January 12, 2005.

DoD Instruction (DoDI) 5000.55, Reporting Management Information on DoD Military 

and Civilian Acquisition Personnel and Positions, November 1, 1991.

DoDI 5000.66, Operation of the Defense Acquisition, Technology and Logistics Workforce 

•

•

•
Education, Training, and Career Development Program, December 21, 2005.

Department of Defense, A Desk Guide for Acquisition, Technology, and Logistics Workforce 

Career Management (DoD Desk Guide), January 10, 2006.

Department of Defense, Acquisition, Technology and Logistics (AT&L) Human Capital Strategic 

Plan (HCSP), version 1.0, June 2006.

Legislative mandates, such as the National Defense Authorization Act for Fiscal Year 2006 (NDAA 

FY06), Sections 814 and 820, and the National Defense Authorization Act for Fiscal Year 2007 (NDAA 

FY07), Sections 343 and 853, are indications of congressional interest in all aspects of the DoD AT&L 

workforce’s well being. The Government 

Accountability Office (GAO) has been active 

in monitoring DoD’s progress on human 

capital initiatives. Congressional interest is 

at an all-time high.

Strategic Guidance and 

Alignment

The HCSP v 3.0 is aligned with the President’s 

Management Agenda (PMA), the National 

Defense Strategy, National Military Strategy, 

the Quadrennial Defense Review (QDR), the 

DoD Civilian HCSP, and the USD(AT&L) 

Strategic Goals Implementation Plan. This 

alignment assures that DoD AT&L workforce 

initiatives are consistent with and support 

overarching DoD missions and workforce 

priorities. 

The Office of Personnel Management (OPM) 

Human Capital Assessment and Accountability Framework (HCAAF) and the associated 

Standards for Success will be used to evaluate and guide our current workforce human 

capital management practices and conduct 

strategic planning. 

The QDR Human Capital Strategy report 

outlines three objectives—decisiveness, 

agility, and integration—and three strategic initiatives that collectively support and 

enable those objectives. The QDR’s initia-

•

•

“The United States will ... transform America’s national security 

institutions to meet the challenges and opportunities of the 21st 

century.”

President George W. Bush

“The department must have a vision that conveys to the public a 

commitment to attract and develop the best mix of people, both 

military and civilian. The vision must be supported by an effective human capital strategy that is actively measured against 

well defined goals.”

Secretary of Defense Robert Gates

“We need a very responsive and modern personnel system so 

we can attract people, and those people will have the ability to 

perform to their highest potential.”

Deputy Secretary of Defense Gordon England

“To succeed, we must rely on people working together in extremely 

complex processes. Therefore, we need to build the capacity of our 

workforce—both as individuals and as groups.” 

Under Secretary of Defense for Acquisition, Technology and Logistics Ken Krieg
tives include improving competency-based occupational planning, developing an improved 

performance-based management system, and increasing opportunities for personal and 

professional growth.

Governance

The DoD AT&L workforce Senior Steering Board (SSB) was formed to oversee execution of the 

AT&L workforce education, training, and career development program and associated human capital initiatives. This board includes CAEs, senior functional leaders, and the ODUSD(CPP). Four 

board meetings have been held since the first meeting on May 8, 2006. This workforce governance 

structure addresses strategic human capital needs and challenges. It facilitates alignment and 

integrated workforce strategies and initiatives.

Roles and Responsibilities

The USD(AT&L) is accountable to the Secretary of Defense and Congress on all matters relating to 

the DoD AT&L workforce. DAWIA provided the authority for the USD(AT&L) to issue policy and 

procedures to manage the DoD AT&L workforce and ensure implementation. 

The CAEs are responsible for the implementation of the initiatives and compliance with the policies 

and procedures provided by the USD(AT&L).

Appointed by the USD(AT&L), the President of the Defense Acquisition University (DAU) serves 

as the Director, Human Capital Initiatives (HCI). The Director, HCI, is responsible for development and coordination of DoD AT&L human capital strategic initiatives and building collaborative 

partnerships with the Military Services and defense agencies to establish supporting policies and 

procedures. 

Functional Advisors (FAs) serve as the subject matter experts for their respective functional 

areas. They provide functional advice and recommendations to support implementation of the 

DoD AT&L workforce education, training, and career development program. In this role, they 

oversee and maintain the competency requirements, certification standards, and position category 

descriptions. They also provide subject matter experts to ensure training and learning assets are 

current, technically accurate, and consistent with DoD acquisition policies. 

Directors of Acquisition Career Management (DACMs) are responsible for managing and developing the acquisition workforce within their respective Components. They serve as advisors and 

staff assistants to the CAEs and represent them in all matters relating to efforts to improve the 

DoD AT&L acquisition workforce through education, training, and career management. Each 

DACM is responsible to the CAE for deploying his or her Component’s AT&L human capital 

strategic plan.
The Strategic Environment

Our strategic environment is changing rapidly, deeply, and in all dimensions—socially, 

economically, and politically; and significant demographic changes are shaping the size and 

availability of talent. We continue to scan this environment to identify global, national, federal, 

and DoD trends that have implications for the DoD AT&L workforce. These fluid changes and 

trends, together with workforce dynamics, will both change and shape a new environment for 

talent competition.

Global Environment

Significant technological advancements during the 20th century have driven changes in countries 

around the world. This is having a profound effect on both the U.S. economy and its military. We 

must consider the global environment as we develop our strategies for human capital. Global 

trends that are particularly significant for human capital planning include: 

The increasing interdependence of enterprises, economies, civil society, and national governments, 

referred to as “globalization.” 

The new competitive landscape created by emerging economies such as India, China, and Central and 

Eastern Europe.

A shift from the industrial era to the Information Age with the maturation of the Internet and Web 

technologies has caused people to operate in a more complex, information-rich, and technologically sophisticated environment. 

Shifts in highly skilled workers and technical degrees from the 

United States and Western Europe to Central and Eastern Europe, India, and China (described below).

It is important that we take notice of the increasing rate 

at which other countries are developing highly trained 

and technical workers. In this new global environment, 

nations that best create and develop their human resource 

talents will experience a competitive advantage.

According to the National Science Foundation, since 1990, 

U.S. Science and Engineering (S&E) doctoral degrees 

rose from 23,800 to a record 28,800 in 1998 before dropping to 26,900 in 2003. These numbers were heavily 

dependent upon foreign students who held temporary 

visas. In 2003, these students earned one-third of all 

S&E doctorates. Foreign students frequently chose to 

stay in the United States after earning their S&E degrees, 

adding to the U.S. talent pool. However, in recent years, 

Asian countries have been increasing their emphasis on 

•

•

•

• Figure 2. First University Degree Earned in Science and Engineering

by Region between 1997 and 2002

Degrees (thousands)

1,400

1,200

1,000

800

600

400

200

0

Engineering

Natural sciences

Social/behavioral sciences

1997

North

America

2002 1997

Asia

2002 1997

Europe

2002 1997

Africa

2002 1997

Central/South

America

2002

Source: National Science Board, Science and Engineering Indicators 2006.
higher education systems in order to provide S&E training and confer degrees.7 National 

Science Board data, Figure 2, illustrates an increasing worldwide trend in the number of first 

university degrees earned in Asia and Europe while the United States maintains a relatively 

steady level.

National Environment

The 20th century was one of enormous change for the American worker. Technology exploded, 

vastly changing the composition of the workforce. This trend is expected to continue. Factors 

such as globalized commerce and mergers, corporate downsizing, outsourcing, and declining 

birthrates in industrialized nations will continue to impact the American workforce.

U.S. national trends that are particularly significant for human capital planning include:

Decline in the size of the nation’s workforce due to the aging U.S. population (described below).

Depletion of technical talent in the U.S. labor pool (described below).

Advances in Science and Technology (S&T) and the opportunities and challenges created by these 

changes.

Significant shift in the areas of study for college degrees, including slow to no growth rate in enrollment in technical degree programs, specifically engineering degree programs.

A more diverse U.S. population and replacement workforce.

The Immigration Policy as the United States responds to declining national workforce and a growing demand for technical talent.

As the U.S. labor force ages, organizational leaders in all industries are anticipating significant 

changes in their workforce. Figure 3 shows that between 2004 and 2014, the expected growth rate 

for individuals aged 45 years and above in the U.S. labor force is 13.1 million and significantly 

greater than the expected growth rate of 1.7 million 

for those aged 44 and below. The significant increase 

in senior members of the workforce is due to the aging 

of the baby boomer generation. As the baby boomers 

migrate through our organizations and eventually transition out of the workforce, they will create managerial 

and technical leadership positions that must be filled by 

those in the Generations X, Y, and millennium groups. 

However, the logical replacement group, those aged 

35–45, is expected to decline by almost 3 million workers. Innovative hiring, development, and retention 

strategies must be employed by organizational leaders 

to be successful with a smaller replacement workforce. 

This is our challenge. 

•

•

•

•

•

•

Figure 3. Numeric Change in Labor Force by Age, Projected 2004–2014

(Population Change in thousands)

55–64 +7,616

45–54 +1,769

65+ +3,689

-2,813 35–44

-110

25–34 +4,548

-10,000 -5,000 0 5,000 10,000

16–24
In this Information Age, nations that succeed in encouraging and developing their human 

resource talents in the Science and Technology (S&T) fields will have definite competitive 

advantages. Many national and DoD reports have provided warnings that there will not be 

sufficient U.S. citizens with bachelor’s and advanced degrees in the S&E disciplines to meet 

the 21st century needs of the defense and intelligence communities.9 There is also a projected 

shortfall within the millennium generation due to low graduation rates from high school and 

college.10 This is problematic for DoD technical career fields since near-term predictions indicate 

an increased global demand for engineering talent. DoD and the National Defense Industrial 

Association (NDIA) have formed a partnership to work cooperatively to address this critical 

concern for future national security.

Federal and DoD Environment

The DoD AT&L workforce has been impacted by the high tempo resulting from the looming terrorist 

threat and its efforts to support active wars in both Afghanistan and Iraq. These external influences 

continue to have a significant effect on the workforce. Specific challenges include:

Transformation of mission from new and evolving asymmetrical threats to protracted conflicts around 

the world.

New challenges associated with homeland defense.

Potential loss of retirement-eligible personnel.

Greater competition for talent with the private sector.

Evolving the DoD Total Force Construct to strategically manage contractor support.

Since the end of the Cold War, DoD has reduced its civilian workforce by about 37%. However, with 

almost 700,000 civilian employees on its payroll, DoD is still the second largest federal employer of 

civilians in the nation, after the Postal Service.

The multiple war effort of recent years has, and will continue to have, profound impacts on the 

DoD AT&L workforce, which will remain challenged by having to support new and emerging 

rapid mission changes.

Currently, nearly 14% of DoD civilians are in S&E occupations, and 50% of DoD engineers belong 

to the DoD AT&L workforce. Near-term predictions in the AT&L technical career fields indicate 

increased demand for engineering talent. According to the National Science Foundation, there 

will be a 26% increase in the number of S&E jobs between 2002 and 2012. This growth is three 

times faster than the general workforce.11 Unfortunately, engineering and computer science 

graduates made up just 4% of all degrees awarded in the 2001–2002 academic year.12 While 

these data suggest that there is a mismatch between demand and the available stream of 

graduates, recent recruiting and hiring efforts within the DoD AT&L workforce have been very 

successful. Between 2002 and 2006, DoD hired over 7,100 SPRDE, 1,300 program managers, 

and 4,000 contracting professionals.13 However, this successful level of hiring may change 

as future competition for talent increases, baby boomers eventually retire, and the national 

replacement workforce gets smaller.

•

•

•

•

•
The effective implementation of the National Security Personnel System (NSPS) and 

the outcomes of the QDR will enhance the ability to improve and ensure DoD has the 

right workforce capabilities. NSPS provides flexibilities for assigning and reassigning 

employees in response to mission changes and priorities. Using new hiring mechanisms 

and pay-setting flexibilities, managers have a greater ability to acquire, advance, and shape 

their workforce in response to mission needs and competition for best talent. The issue of how 

to better structure and resource DoD acquisition function was reviewed as part of the QDR. This 

effort provided the USD(AT&L) with recommendations to make the acquisition processes and 

supporting acquisition workforce capability more effective—ready to meet the mission needs in 

21st century acquisition environment.

DoD AT&L Human Capital Challenges

A common thread relative to human capital is change. Organizations that blend strong skill sets 

with flexibility will experience a competitive advantage in the rapidly changing environment. The 

DoD AT&L will need that advantage as its employment environment is likely to become ultra-competitive, characterized by a shrinking qualified labor pool and intense competition for the technical 

skills that the DoD requires. Maintaining the right mix of technical knowledge and subject matter 

expertise as well as general business skills is vital to achieving the acquisition mission.

We are currently facing major workforce challenges that emphasize the need for new skill sets and 

project the loss of experience and knowledge, due to the retiring baby boomer generation. This 

national issue will impact every employer in America. As shown in Table 1, in 2005, 50% of the 

national workforce was in 

the baby boomer and silent 

generations. This is even 

more pronounced in DoD 

and the AT&L workforce 

where these generations 

comprise 71 and 76%, 

respectively.14

Today our workforce is 

highly experienced, well 

educated and trained, 

and retiring at less-thanexpected rates. However, 

we must have comprehensive and Componentwide collaborative human 

capital plans to mitigate 

the challenges of tomorrow. Challenges, if not 

effectively addressed, 

Table 1. AT&L Workforce by Generation

Notes: *Source: Amour, Stephanie “Generation Y They’ve Arrived at Work with a New Attitude.” USA Today, November 7, 

2005, pp. 18–28.

**Source: DMDC DoD Civilian Workforce Count for September 2006.

***Source: DMDC FY06 AT&L Workforce Count/AT&L workforce data contains 87 files with null for age.

DoD**

(2006)

Workforce

(millions)

%

Workforce Workforce

%

Workforce Workforce

%

Generation Workforce

Civilian AT&L Workforce***

(2006)

National*

(2005)

Silent Generation

(born before 1946) 11.5 7.5% 45,625 6.7% 8,322 7.4% 

Baby Boomers

(1946–1964) 61.5 42.0% 438,971 64.5% 77,779 68.7%

Generation X

(1965–1976) 43.5 29.5% 132,948 19.5% 17,581 15.5% 

Generation Y

(1977–1989) 31.5 21.0% 62,676 9.2% 9,394 8.3%

Millennium

(1990–present) 51.0 0% 153 0% 0 0% 

100.0% 100.0% 100.0%
10

could impair the responsiveness and quality of acquisition outcomes that support the 

national security mission. The challenges described in this section will be addressed by the 

six AT&L Workforce Goals and their associated tasks that have been developed and refined 

by DoD AT&L leaders across the Services and Fourth Estate. In particular, the following DoD 

AT&L human capital challenges will be addressed by our six goals, which focus on strategies 

to recruit, develop, and retain a mission-ready DoD AT&L workforce through comprehensive 

talent management and improved workforce data quality and analysis.

Current Challenges to Planning, Shaping, and Managing the DoD AT&L 

Workforce

Potential loss of retirement-eligible personnel and their knowledge. 

Understanding the differences in workforce generations. 

The depleting U.S. workforce pool with increasing competition for talent.

Potential Loss of Retirement-eligible Personnel and Their Knowledge

Today’s DoD AT&L workforce is older and more experienced, and over 50% will be eligible for 

retirement in the next 5 years. Recent RAND analysis indicates that DoD AT&L civilian workforce 

members retire at a slower rate than DoD overall.15 Findings reveal that only 20% of the DoD AT&L 

workforce retire within 1 year of becoming eligible. However, many of those who are currently 

retirement-eligible are likely to leave the DoD AT&L workforce over the next decade, which will 

result in a decrease in DoD AT&L workforce size as projected in Figure 4.

The new Federal Employee Retirement System (FERS) is also a factor to be considered when planning 

human capital strategies. Vested FERS employees may become more mobile and very attractive to both 

the private sector and other federal agencies. Unlike its predecessor plan, the Civil 

Service Retirement System (CSRS), FERS has 

a portability feature that may result in the 

increased likelihood of employees leaving 

government service early if there are better 

employment opportunities outside. We must 

capture more and better workforce data to 

conduct trend analysis to understand if new 

migration patterns evolve relative to FERS 

employees. 

Understanding the Differences in 

Workforce Generations

Today’s DoD AT&L workforce of consists of 

at least four distinct generations: the silent 

generation, the baby boomers, Generation X, 

and Generation Y. As shown in Table 2, each 

generation has a unique profile that distin-

•

•

•

Figure 4. Projected AT&L Civilian Workforce Gap

(Holding Gain/Loss Rates Constant)

Source: RAND.

140,000

120,000

100,000

80,000

60,000

40,000

20,000

0

2006

AT&L Workforce Size

2009 2010

Growth in Recruiting and Retention Required

2007 2008 2011 2012 2013 2014 2015

Projected Baby Boomer Gap
11

guishes the differences among them. The difficulties are most prevalent between members 

of the baby boomers and members of Generations X and Y. Baby boomers are more likely to 

have a “do what it takes” attitude about work and are more defined by their work. Those in 

Generation X and Y have moved away from placing work above all else and desire a lifestyle 

more balanced between work and family—they “work to live.” Baby boomers have a stronger 

sense of loyalty to their employer. Having rarely experienced unemployment, members of 

Generation X and Y behave more like free agents and constantly seek advancement even if it 

requires finding a new employer. Generation Y consistently asks the question, “What’s in it for 

me?” Younger generations grew up with instant access to information and desire the same from 

their employer. They want immediate feedback for performance (both positive and negative) 

and instant recognition for their successes. The following differences among the generations can 

be attributed to their career stage. Those in the silent and baby boomer generations are looking 

forward to retirement and are seeking financial independence, comprehensive health care, and 

pension plans. Members of Generations X and Y are seeking opportunities to gain marketable skills 

and experience to prepare for future opportunities. Understanding the differences in attitude and 

motivators that make up these generations is crucial when devising and implementing recruitment, 

development, and retention strategies under Goal 6 of this HCSP.

The Depleting U.S. Workforce Pool with Increasing Competition for Talent

The U.S. S&E talent pool makeup continues to be more ethnically diverse, especially with regard to 

Asians. However, Asian countries have implemented several measures to keep their brightest engineers by investing heavily in their higher education systems. This may have a negative impact on 

the American S&E talent pool.16 This presents some challenges, especially for DoD and other federal 

agencies in the national security sector, because engineers with foreign backgrounds sometimes 

have difficulties obtaining security clearances.

As discussed in the “Global Environment” section, the international production of S&E degree 

holders has accelerated and the U.S. production has decreased. The U.S. produced 15% of the 

world’s engineering doctorates in 2002; students 

on temporary visas earned 

more than half of these 

degrees. 

Global competition for 

technical talent is expected 

to increase. Countries 

such as Japan require a 

significant number of 

technical experts to maintain their industrial base 

and actively import large 

numbers of Asian scientists 

and engineers. In addition, 

Table 2. Generational Differences in the U.S. Workforce

Silent Baby Boomer Generation X

Promotions come with 

seniority

Younger workers should 

pay their dues

Value sacrifice, 

conformity, and patience

Satisfaction is a job well 

done

Being respected

Generation Y

Preferred Work 

Environment

Motivated by ...

Love to have meetings

Job security

Learn technology

Position = respect

Younger workers should 

pay their dues

Value “face time”

Advancement

Title recognition 

Being valued and needed

Money

Fun environment

Use technology

Internal mobility

Flexible schedules

Peers = family

Changing challenges and 

responsibilities

Freedom

Removal of rules

Continuous learning

Time off

Money

Fun environment

Assume technology

Internal mobility

Flexible schedules

Peers = family

Expect bosses to assist and 

mentor

Meaningful work

Working with bright people

Increased responsibility

Time off

Money
12

other industrial nations are instituting immigrant-friendly policies for those with advanced 

S&E degrees.17 Within the United States, the competition for talent paints a similar picture. As 

the baby boomer generation retires, competition for technical talent between DoD and industry is expected to increase.18 DoD AT&L will need to utilize creative recruiting and hiring 

techniques to maintain mission-ready workforce levels. The defense industry is competing for 

talent in order to maintain their current and projected workforce requirements.

Today, DoD is successfully competing with the private sector for high-performing talent. A recent 

Gallup poll indicated DoD enjoys a high name recognition with new college graduates, and there 

is a real interest in the national security mission.19 In the future, DoD AT&L and Component 

organizations must expand efforts to successfully recruit members of Generations X and Y. In 

concert with OPM and USD(P&R) guidelines, Components should leverage all of the built-in hiring 

flexibilities that currently exist, such as direct-hire and intern/mid-level lateral hiring programs. 

Recruiting strategies should focus on the unique advantages of employment that DoD AT&L can 

provide, i.e., delivering capabilities that directly help equip warfighting military around the world; 

leading efforts to develop world-class state-of-the-art technologies that rival none; providing high 

levels of program management responsibilities seldom seen in industry; and offering other intangible satisfactions that stem from being a part of the best military construct in the world. Finally, 

for DoD AT&L and Component organizations to successfully compete for high-performing talent, 

we must make our hiring processes as efficient as those utilized by industry.

Robert J. Stevens, Chairman, President, and CEO of Lockheed Martin, was quoted in the April 19, 

2006, Wall Street Journal, as saying, “One in every three of Lockheed’s employees is over 50. To sustain our talent base, we’re hiring 14,000 people a year. In two years, we’re going to need 29,000 new 

hires; in three years 44,000. If this trend continues, over the next decade we will need 142,000.”20 Situations such as these will unleash complex organizational competition between global, private, and 

public sector organizations for skilled employees while concurrently giving them unprecedented 

power and leverage to define the terms of employment.21 We must be alert to innovative incentives provided by competing global and private institutions and tailor our DoD AT&L strategies 

to ensure that we can sustain the level of personnel needed to accomplish our mission. 
13

Accomplishments and Way Ahead

The first version of the AT&L HCSP was created to help us respond to global, 

national, federal, and DoD level factors that affected our workforce. Since its publication in June 2006, we have made significant progress towards achieving the 

USD(AT&L)’s Goal No. 1—“high performing, agile, and ethical workforce.” Accomplishments achieved include: 

Publication of Army’s AT&L HCSP that is aligned with version 1.0.

Establishment of a Data Mart capability to enable data-driven workforce 

analyses and data sharing.

Continued efforts on demand-driven professional development.

Collaboration of Components’ workforce initiatives through Senior Steering Board (SSB) deliberations.

Strong collaboration and partnering with 

USD(P&R).

Listed within each goal below are samples of 

the Components’ key accomplishments.

Version 3.0 incorporates the original five 

goals from version 1.0 and adds an additional 

goal entitled “Recruit, develop, and retain a 

mission-ready DoD AT&L workforce through 

comprehensive talent management.” Assigning a separate goal provides the means 

to emphasize the importance of recruiting, 

developing, and retaining capable and motivated personnel to address the increased level 

of competition for talent.

Version 3.0 highlights the achievements 

accomplished to date and allows Components to reach a higher level of human capital 

strategies based on new knowledge and 

understanding. The USD(AT&L) encourages Components to work collaboratively to 

transform their workforce by leveraging their 

best practices.

The tasks outlined in version 3.0 include ongoing and follow-on tasks from version 1.0 

as well as new tasks focusing on recruitment, 

development, and retention. 

•

•

•

•

•

AT&L HCSP v 3.0 Goals

Goal 1 — Align and fully integrate with overarching DoD human capital 

initiatives.

Goal 2 — Maintain a decentralized execution strategy that recognizes the 

Components’ lead role and responsibility for force planning and 

workforce management.

Goal 3 — Establish a comprehensive, data driven workforce analysis and 

decision-making capability.

Goal 4 — Provide learning assets at the point of need to support missionresponsive human capital development.

Goal 5 — Execute DoD AT&L Workforce Communication Plan that is 

owned by all DoD AT&L senior leaders (One Team, One Vision, 

A Common Message, and Integrated Strategies).

Goal 6 — Recruit, develop, and retain a mission-ready DoD AT&L 

workforce through comprehensive talent management.
14

DoD AT&L Workforce Goal 1 – Align and fully integrate with 

overarching DoD human capital initiatives.

Enabling Objectives

1.1 Create a performance management culture by deploying the National Security Personnel 

System (NSPS) and a Senior Executive Service (SES) pay-for-performance construct that 

drives improved alignment and performance.

1.2 Create a Joint SES Development Strategy that meets corporate needs, functional requirements, 

diversity goals, and provides personal career growth opportunities.

1.3 Improve and standardize DoD AT&L workforce competencies.

1.4 Establish DoD AT&L governance to ensure workforce competency.

The overarching purpose of this goal is to promote vertical alignment within the DoD AT&L Strategic 

Workforce Planning Framework (presented in Figure 5) and Department-wide sharing of workforce 

best practices by the Components. The following defined tasks will transform the DoD AT&L community to a performance-based management culture.

Working through the Director, HCI, and the DoD AT&L Workforce Management Group, the SSB set 

forth four enabling objectives as listed above. Those enabling objectives directly support ongoing 

DoD initiatives—competency-focused and performance-based management, NSPS, SES pay-for-performance, and Joint SES Development Strategy—that serve as a DoD-wide foundation for the DoD 

AT&L workforce strategy.

We must develop innovative and integrated workforce strategies to produce the capability needed 

to support the 21st century national security operational environment. There is consensus among 

the Congress, Secretary of Defense, and the DoD senior leadership team that we must improve our 

workforce management to successfully execute our overarching acquisition improvement initiatives 

as proposed by the QDR, Defense Acquisition Performance Assessment (DAPA), and other reform 

recommendations. 

The DoD AT&L community, in collaboration with the 

USD(P&R), must continue its deployment of Competencyfocused Management, SES pay-for-performance, NSPS, and 

Joint SES Development Strategy. Since civilian personnel constitute 88% of the AT&L workforce, successful implementation 

is critical for overall DoD success. By successfully deploying 

this plan and the enabling objectives, we can demonstrate how 

we value our people and their capabilities.

Bottom-line: Goal 1 will ensure that our DoD AT&L workforce human capital strategies align with DoD workforce 

strategies and will develop and sustain a high-performing, 

agile, and ethical workforce.

Tina Jonas

David Chu

David Chu

Sue Payton Claude Bolton

dshaw

Jack Bell Pat Bradshaw

Ken Krieg

James Finley John Young

Military

Services

USD Comptroller USD(AT&L) USD(P&R)

Resource

Constraints 

STRATEGIC

Bill Carr

Military HR /

Personnel

Infrastructure 

Delores Etter

Figure 5. HCSP Integrated Framework

The DoD (AT&L) Strategic Workforce Planning Framework
1

5

DoD AT&L Workforce Goal 1 – Align and fully integrate with overarching DoD human capital initiatives.

Enabling Objective Outcome Task

1.1 Create a 

performance-based 

management culture 

by deploying the 

NSPS and the SES 

pay-for-performance 

construct that drives 

improved alignment 

and performance

1.2 Create a Joint 

SES Development 

Strategy that meets 

corporate needs, 

functional require-

ments, and diversity 

goals, and provides 

personal career 

growth 

opportunities

1.3 Improve and 

standardize DoD 

AT&L workforce 

competencies

Cross-Component sharing 

by OUSD(AT&L) and 

Component leaders of 

performance management 

best practices, lessons 

learned, and training 

resources

Sharing by OUSD(AT&L) 

and Component leaders to 

ensure alignment, effective 

strategy, and support of 

the DoD Joint SES devel-

opment and other work-

force development 

initiatives

Updated, validated, and 

standardized DoD AT&L 

functional competencies 

that support workforce 

planning, gap analysis, 

development, and training 

applications 

1.1.1 In coordination with OSD 

(P&R), prepare requirements to

tailor Web-based NSPS implemen-

tation that will improve DoD AT&L 

workforce performance manage-

ment support by Jun 08 (Office of 

Primary Responsibility (OPR): Dir, 

HCI)

1.1.2 Share Components’ human 

capital best practice strategies 

across DoD AT&L. Maintain a list 

of human capital best practices by 

Components and share them 

through WMG review sessions on

recurring basis (OPR: Compo-

nents; Office of Collateral Respon-

sibility (OCR): Dir, HCI)

1.2.1 Further implement 360

o

assessments (based on previous 

Beta testing with a sample of OSD 

SESs) to assist in the preparation 

of DoD AT&L SES performance 

and developmental objectives by 

Jun 08 (OPR: Components)

1.2.2 Deploy and assess the 

automated SES goal writing tool 

for DoD AT&L senior executives by 

Oct 07 (OPR: Dir, HCI)

1.3.1 Complete competency 

models for the PM, Logistics, and 

Contracting career fields by Dec 

07 (OPR: Dir, HCI; OCR: FAs & 

Components)

1.3.2 Complete functional 

competency models for remaining 

career fields by Sep 08 (OPR: Dir, 

HCI; OCR: FAs & Components)
16

DoD AT&L Workforce Goal 1 – Align and fully integrate with overarching DoD human capital initiatives.

(continued)

Enabling Objective Outcome Task

1.3 Improve and 

standardize DoD 

AT&L workforce 

competencies

1.4 Establish DoD 

AT&L governance to 

ensure workforce 

competency

Updated, validated, and 

standardized DoD AT&L 

functional competencies 

that support workforce 

planning, gap analysis, 

development, and training 

applications

Integrated career field 

guidance with broad 

deployment of competencies across the acquisition 

career fields

1.3.3 Complete a cross-functional 

core competency model for the 

entire DoD AT&L workforce by 

Dec 08 (OPR: Dir, HCI; OCR: FAs 

& Components)

1.3.4 Determine and make 

recommendation on whether 

standard tools are desired or

needed to ensure that data can be 

used for multiple purposes by Jan 

08 (OPR: Dir, HCI; OCR:

Components) 

1.3.5 Initiate skills gap assessments in 50% career fields by Dec

08 (OPR: Components; OCR: FAs) 

1.3.6 Coordinate with 

ODUSD(CPP) and OPM to incorporate DoD AT&L competencies 

into OPM HR standards to ensure 

consistency across the federal 

sector within 90 days of competency model completion (OPR: Dir, 

HCI)

1.4.1 Ensure DoD AT&L crossfunctional governance and 

implementation of initiatives, such 

as functional competency models, 

certification framework, etc., by 

Components are done in consistent manner by Jan 08 (OPR: Dir, 

HCI/WMG Chairman)
17

Goal 1 — Progress to Date

The DoD AT&L HCSP v 1.0 established 5 tasks under Goal 1. Of those tasks, 1 is complete, 1 

will be complete shortly after the publication of this Plan, and 3 are ongoing tasks that were 

successfully performed over the last 12 months and are included in this Plan to continue to be 

performed in the future.

As a Department-wide initiative, the conversion of DoD AT&L workforce personnel from the 

General Schedule and Acquisition Demonstration projects to a uniform performance-based management system, NSPS, began in the summer of 2006. DoD AT&L is setting an example as it implements NSPS by starting with its senior leadership staff in improving performance management. 

AT&L developed and provided an SES Performance Planning workshop and a supporting how-to 

guide for SES members on the OSD staff. This training, cited by OSD(P&R) as “best-in-class,” was 

used to improve strategic alignment and performance plan objectives. We are in the process of 

deploying this training to all DoD SESs. Also, DoD Components began sharing best practices via 

an AT&L community working group that is defining requirements for a performance management 

support system and sharing lessons learned to facilitate smooth transitions. 

DoD AT&L implemented beta testing of an SES Performance Planning and Development System, 

which included an automated goal writing tool that aligns performance plans to DoD AT&L and 

DoD strategic plans, goals, and key initiatives. USD(AT&L) also established a DoD AT&L Joint SES 

development strategy, which included building a cadre of SES position opportunities to support 

joint SES development, piloting a Senior Service Fellowship program to prepare up-and-coming 

leaders, making available Harvard Mentor training for the DoD AT&L workforce, and establishing 

a Leadership Center of Excellence at DAU. A sample population of SES members and senior leaders 

within the OUSD(AT&L) staff completed 360o assessments to get feedback from leadership, peers, 

and customers. DAU has also expanded use of 360o assessments in senior acquisition training.

In October 2006, USD(AT&L) deployed a joint competency management initiative involving DoD 

AT&L functional leaders, Component acquisition leaders, field subject matter experts, DAU, 

and the Center for Naval Analysis, which specializes in competency modeling. This effort will 

result in a standard competency model for each career field in the DoD AT&L workforce. Each 

model maps the array of competencies and performance criteria required to be successful in the 

acquisition career field. Two of 13 DoD AT&L career field competency models have been completed—Contracting and Life Cycle Logistics. The PM and Property Management competency 

models are in the process of being finalized in FY07. The Contracting community is conducting 

a community-wide assessment targeted for completion in June 2008. The assessment results 

will assist Department senior leaders in implementing workforce strategies to address critical 

skill gaps, as well as targeting new education and training resources.
18

DoD AT&L Workforce Goal 2 – Maintain a decentralized execution 

strategy that recognizes the Components’ lead role and responsibility for 

force planning and workforce management.

Enabling Objectives

2.1 Publish and maintain Component’s HCSP for its AT&L workforce—align with DoD Civilian 

HCSP and DoD AT&L HCSP.

2.2 Share and migrate workforce management strategies and best practices.

2.3 Revalidate DoD AT&L-coded positions to improve workforce analysis and management 

decisions.

2.4 Assess, share, and incorporate contracted support information as part of Total Force analysis 

and planning.

The USD(AT&L) is responsible for providing Department-level guidance and setting standards that 

promote the uniform identification and management of the DoD AT&L workforce. Based on OPM, 

USD(P&R), USD(AT&L), and Services’ directives and guidance, the Component leaders are responsible 

for executing workforce planning and management in decentralized execution. The Component’s 

lead role in execution is critical to the success of the integrated workforce management structure. Each 

Component will be held accountable for publishing an HCSP for its AT&L workforce that is tailored 

to the Component but aligned with DoD AT&L, DoD, and OPM workforce strategic plans and guidance. Successful sharing and migration of internal workforce strategies and best practices will enable 

achievement of this goal. The Components’ AT&L HCSPs and associated initiatives will be reviewed 

through the DoD AT&L Workforce SSB.

The USD(AT&L) is committed to gaining an accurate picture of the DoD AT&L Total Force. It is vital 

that the Components are equally committed in this effort. An adequate understanding of the Total 

Force will allow DoD AT&L senior leadership to be confident with the workforce information used 

for analysis, human capital planning, workforce management, and Critical Acquisition Position (CAP) and Key 

Leadership Position (KLP) management. The percentage 

of the Total Force that is currently composed of CAPs and 

KLPs is presented in Figure 6. Our understanding of the 

Total Force must include contractor support that is used to 

fill the gaps in the DoD AT&L workforce.

Bottom-line: Goal 2 will maintain Components’ lead 

responsibility for force planning and workforce management while integrating in a way that we can collectively 

address issues relevant to right-shaping the DoD AT&L 

workforce.

Figure 6. DoD AT&L Workforce & Positions

Source: AT&L Workforce Datamart (EOFY06).

AT&L DAWIA Workforce

(incumbents on positions coded acquisition) (128,242) (FY06)

Defense Acquisition Corps -- Pool (21K) 

Critical Acquisition Positions (19K)

Key Leadership Positions (KLPs)

KLPs (1-3K)

-

15%

Meet/Exceed Position Certification Objective Standard

50%

80%

100%

“DAWIA Count”

Formerly,

Refined Packard

108,000

20,000
19

DoD AT&L Workforce Goal 2 – Maintain a decentralized execution strategy that recognizes the Components’ 

lead role and responsibility for force planning and workforce management.

Enabling Objective Outcome Task

2.1 Publish and 

maintain 

Component’s 

HCSP for its AT&L 

workforce 

aligned with DoD 

civilian HCSP 

and DoD AT&L 

HCSP 

2.2 Share and 

migrate 

workforce 

management 

strategies and 

best practices 

2.3 Revalidate 

DoD AT&L-coded 

positions to 

improve 

workforce 

analysis and 

management 

decisions

2.4 Assess, 

share, and 

incorporate 

contracted 

support information as part of 

Total Force 

analysis and 

planning

Each Component’s HCSP 

published and communicated to the respective 

workforce

Improved DoD-wide 

strategies for DoD AT&L 

workforce management 

High confidence in DoD 

AT&L workforce information 

used for analysis, human 

capital planning, and 

workforce management

Accurate understanding of 

the DoD AT&L Total Force 

including contracted 

support. These data will 

allow the DoD AT&L senior 

leadership to better rightshape the DoD AT&L 

workforce

2.1.1 Components publish HCSPs for their 

AT&L workforces by Jan 08 (OPR: 

Components) 

2.2.1 Publish DoD AT&L State of the 

Workforce Report by Aug 07 (OPR: Dir, HCI) 

2.2.2 Assess and determine the need for 

KLP and CAP position tenure incentives by 

Jan 08 (OPR: Dir, HCI; OCR: Components) 

2.3.1 All Components complete workforce 

position revalidation by Dec 07 (OPR: 

Components) 

2.3.2 Conduct future validation on basis of

statistically sound random samples—first 

sample with 4th Estate agencies completed 

by Jun 08 (OPR: Dir, HCI) 

2.4.1 In support of Components, establish 

standard definitions and processes for 

identifying and analyzing Total Workforce 

information, including a process for calculating contractor support, by Jan 08 (OPR: Dir, 

HCI; OCR: Components)

2.4.2 Assess contractor support impact in 

the Total Force and develop Way Ahead 

strategies by Jun 08 (OPR: Components)
20

Goal 2 — Progress to Date

The AT&L HCSP v 1.0 established 10 tasks under Goal 2. Of those tasks, 1 is complete, and 2 

are ongoing tasks that were successfully performed over the last 12 months and are included 

in this plan to continue to be performed in the future. The remaining seven tasks are in progress 

and have led to impressive accomplishments. These tasks have been reevaluated and are either 

reissued in this Plan or follow-on tasks have been developed with outcomes that are aligned 

with our current understanding of the relevant issues. 

USD(AT&L) expects all Components to publish and maintain a Component HCSP for their respective AT&L workforce. Most Components have made efforts to align their AT&L HCSPs with the 

DoD AT&L HCSP and the DoD Civilian HCSP. The Army published an AT&L workforce HCSP 

in 2006, and the Air Force and Navy are each completing drafts of their AT&L workforce HCSPs. 

The Components have made progress in sharing DoD AT&L workforce management strategies 

and best practices. For example, DCMA has developed and shared a Workforce Requirements 

Assessment and Risk Rating Model that provides a sound, consistent, and defendable method of 

identifying, prioritizing, and risk rating, which allows for reasoned, effective resourcing decisions. 

USD(AT&L) has also improved department-wide best practice sharing through the creation of the 

DoD AT&L Workforce SSB, which provides a forum to discuss workforce challenges and strategies 

and, through a strong partnership with OSD(P&R), to leverage DoD-wide recruiting and hiring 

initiatives. 

All Components have taken action to review AT&L-coded positions, and there is ongoing revalidation of positions to improve workforce analysis and management decisions. The Air Force reviewed 

over 60,000 acquisition positions to ensure that they are designated in accordance with DoD policy. 

The Navy has developed a Position Revalidation Tool Kit that includes the following: written guidance, position identification flow chart, Navy occupational series-position category crosswalk, and 

an automated revalidation tool for position data entry.

DoD AT&L Workforce Career Management collaborated with functional experts from each of the 

acquisition career fields to complete an update of Position Category Descriptions (PCDs). PCDs 

define the association of each DoD AT&L position with a specific career field. All PCDs are now 

updated and posted on the DAU Web site. To ensure that PCDs remain current, a biannual review 

and update process has been developed and incorporated into the DoD Desk Guide.

The QDR and DoD Civilian HCSP promote a Total Force approach to human capital planning. 

In response, various efforts have been undertaken throughout DoD to assess contractor support. USD(AT&L) is coordinating with Components and USD(P&R) on how to best apply 

the Total Force approach to the acquisition workforce. USD(AT&L) also issued a data call to 

Components for information on contractor support in conjunction with NDAA FY06 Section 

814 review. The Navy is currently assessing their contracting support under the Program 

Objective Memorandum 10 (POM 10) effort. They are utilizing the information gathered 

under the PR09 effort, which focused on military and civilian, and added contractor 

information. These efforts are tied to intermediate products and end items to determine 

the overall demand signal for the workforce.
21

Improving the

DoD AT&L Workforce

Decentralized

Execution
22

DoD AT&L Workforce Goal 3 – Establish a comprehensive, datadriven workforce analysis and decision-making capability.

Enabling Objectives

3.1 Establish metrics to support DoD AT&L workforce management.

3.2 Update and standardize data requirements, and establish a consistent, recurring process for 

data-driven workforce analysis.

3.3 Improve DoD-wide information system construct and capability to support AT&L information needs.

3.4 Improve transparency of workforce-related planning and management information.

Goal 3 promotes continued data quality improvements and the proactive use of data for workforce 

management and human capital planning. USD(AT&L) is committed to providing clear and concise 

information on DoD AT&L workforce through a single data repository that captures standardized workforce data. Acquisition leaders need accurate, timely, data-driven information to better 

understand workforce capability and readiness so they can make smart workforce resourcing and 

shaping decisions.

It is vital that we continue to make advancements in the reliability of data underlying what we know 

about workforce issues such as size, certification, experience, education, hiring, retention, retirements, the replacement workforce, shortages of technical degrees, and competency gaps. The data 

must be verifiable as the Department forms opinions and develops strategic and tactical workforce 

shaping decisions.

The DoD AT&L Human Capital Data Green Initiative is a comprehensive data repository with standardized data requirements; it provides managers the capability to analyze their data and make 

real-time integrated workforce decisions. Figure 

7 is a model of Data Green’s data flow process. 

The Data Green Initiative will enable the Department to track, understand, and shape appropriate 

workforce strategies to ensure the right skills and 

capabilities for today and the future. Data Green 

is a key enabler for reaching the DoD AT&L HCSP 

Goal 3. The building blocks of the effort include 

updating and standardizing data requirements, 

creating a data repository with improved interface, data handling and analysis capability, and 

establishing a consistent, recurring process for 

data-driven workforce analysis.

GAO has developed a three-level model to assess 

data quality. This model is being used to assess 

workforce data quality improvements. Two factors 

Secure 

File 

Transfer

of Data

Web Application

4th Estate

Direct Date

entry

DMDC

AT&L

Workforce

Army DataMart

Navy

Air Force

Feedback

Validity reviews

Transparency

Analysis

Cleanup

Dashboards

Improved:

Required Acquisition-related Data

(Required per DoDI 5000.55)

}

Figure 7. DoD AT&L Workforce Data Green Initiative

Scheme for Improving Acquisition Workforce Data Quality and Submission Process to DMDC 
2323

in GAO’s model that directly relate to this review are the extent to which (1) human capital 

decisions are data-driven and (2) human capital approaches are tailored to meet organizational 

goals. On the basis of internal assessment of the 2006 DAWIA count and analysis, DAU rates 

the DoD current effort at Level 2 with significant work required to achieve Level 3.22 Improved 

data quality is a key success factor relative to strategic workforce management.

Bottom-line: Goal 3 will ensure USD(AT&L) and Component leaders have accurate and timely, 

data-driven information to better shape smart workforce decisions to achieve a high performing, 

agile, and ethical workforce.

DoD AT&L Workforce Goal 3 – Establish a comprehensive, data-driven workforce analysis and 

decision-making capability.

Enabling Objective Outcome Task

3.1 Establish metrics 

to support DoD AT&L 

workforce 

management

3.2 Update and 

standardize data 

requirements and 

establish a consistent, 

recurring process for 

data-driven workforce 

analysis 

3.3 Improve DoDwide information 

system construct and 

capability to support 

DoD AT&L workforce 

information needs

3.4 Improve transparency of workforcerelated planning and 

management 

information

Improved leadership decision 

making for DoD AT&L 

workforce management

High-value analyses 

conducted on consistent basis 

across Components and DoD 

AT&L and used for improved 

Component and DoD 

AT&L-level planning, decision 

making, and accountability 

needs

Optimized and networkcentric DoD AT&L workforce 

information and application 

system capability that meets 

Component and DoD-wide 

needs

Broad access available to 

DoD AT&L workforce 

demographics, metrics, trend 

data, and initiatives

3.1.1 Establish a suite of human 

resources metrics to assess the health 

of the workforce by Jan 08 (OPR: Dir, 

HCI; OCR: Components)

3.1.2 Produce DoD AT&L workforce 

life-cycle models (WLMs) for all 

components and functional communities by Dec 07 (OPR: Components)

3.2.1 Assess acquisition workforce 

data requirements to develop and 

maintain desired metrics by Jan 08 

(OPR: Dir, HCI & Components)

3.2.2 Update DoDI 5000.55 to 

improve data-driven DoD AT&L 

workforce analyses by Jan 08 (OPR: 

Dir, HCI; OCR: Components) 

3.3.1 Develop workforce information 

and application systems requirements 

statement to improve information 

support capability by Jan 08 (OPR: 

Dir, HCI; OCR: Components)

3.3.2. Establish an integrated 

requirement process and acquisition 

oversight of data management to 

support learning management and 

workforce analysis systems (OPR: Dir, 

HCI; OCR: Components)

3.4.1 Annually publish the State of 

the Workforce Report beginning Aug 

07 (OPR: Dir, HCI)
24

Goal 3 — Progress to Date

The DoD AT&L HCSP v 1.0 established 8 tasks under Goal 3. Of those tasks, 3 are complete, and 

1 is an ongoing task that was successfully performed over the last 12 months and is included in 

this Plan to continue to be performed in the future. The remaining 4 tasks are in progress and 

have led to impressive accomplishments. These tasks have been reevaluated and are reissued 

in this Plan, or follow-on tasks have been developed with outcomes that are aligned with our 

current understanding of the relevant issues.

The DoD AT&L Human Capital Data Green Initiative is improving the reliability, analysis, and 

transparency of workforce information. A major achievement of the Data Green Initiative was the 

Full Operational Capability deployment of the DoD AT&L workforce DataMart, which enables 

real-time analysis of data and improved confidence in the data centrally collected and submitted 

to the Defense Manpower Data Center (DMDC). DoD AT&L data is securely transferred from the 

DoD Components to DMDC using the SFTP server. 

Collaborating with the Military Services, the DoD AT&L Director, HCI, performs periodic audits 

and data reconciliation to improve data quality. A Web interface has also been designed for the 4th 

Estate DACM office to enable workforce members to validate their person and position data. The 

reconciliation process was implemented with the 2006 data and key demographics and indicators 

packages are being prepared for the Components and FAs.

A business intelligence tool for the Services to analyze their submissions will be deployed by DAU 

in June, 2007. The tool will enhance the transparency of DataMart and enable the DoD Components 

to “See what DAU sees.” The Components will have the ability to create ad hoc reports and export 

data. The application is on a certified secure site with 128-bit encryption, and credentials for usage 

will be managed at DAU.

Leveraging on initial successes from Data Green initiatives, the DoD AT&L management information system architecture study is ongoing. Major component systems such as DAU systems, DMDC, 

Defense Civilian Personnel Data System (DCPDS), other training-related systems, and military 

systems are being reviewed and analyzed for improved linkage and integration.
25
26

DoD AT&L Workforce Goal 4 – Provide learning assets at the point 

of need to support mission-responsive human capital development.

Enabling Objectives

4.1 Engage senior USD(AT&L) FA and Component leaders to improve the DoD-wide certification framework to better support performance outcomes and evolving workforce needs.

4.2 Establish learning strategies to drive continuous learning and performance outcomes 

(Engaged Learner, unit cohort training, etc.).

4.3 Promote enhanced training and educational opportunities to support the DoD AT&L 

community.

We need a multi-skilled and agile DoD AT&L workforce to support the national security mission. We 

must continue to evolve learning strategies to improve learning and performance outcomes. Our 

current DoD AT&L certification construct has served us well, but we must provide more flexibility for field leaders and individuals to gain rapid access to learning assets so that the workforce 

can adapt to new and emerging mission requirements. It is imperative that we continue to move 

toward a high-impact, just-in-time, targeted training. To be successful, we must deploy embedded 

and workflow learning assets in the workplace so our people can satisfy mission needs with less 

training downtime. This is especially true if we continue a force planning construct that continues 

to drive a smaller, complex workforce.

USD(AT&L) and the Component leads have already started this reengineering process of making our 

training much more modular, flexible, and network-centric. We have put in place an infrastructure 

that aggressively addresses current certification levels relative to position requirements to support 

an agile workforce. The DoD AT&L 

Performance Learning Model and the 

impact of its components are depicted 

in Figure 8.

The next certification framework, “Core 

Plus,” integrates improved competency 

management and the DoD AT&L Performance Learning Model (PLM). Under the 

new framework, all members of the DoD 

AT&L workforce have the same foundation training, i.e., a “Core” acquisition 

certification. The “Plus” provides additional training based on organization, 

job specific, and individual professional 

development needs. We will continue 

to improve the certification framework 

to provide more flexibility and control 

for leaders, supervisors, and individuals 

to determine what training is required to 

meet mission needs, facilitate professional 

24/7 Learning Assets for the 

Classroom and the Workplace

•

•

•

AKSS—Online Gateway to AT&L

information and tools

ACC—Online collaboration

communities: 38 communities,

26,000 visits per week

Virtual Library—Keeping you 

connected when you are not on

campus 

•

•

CL Modules—Online modules to help you earn 

continuous learning points: 157 modules available,

165,000 completions

Conferences

 PEO/SYSCOM

 Business Manager

 DAU Acquisition Community Conference •

•

Training Courses—DAWIA

Certification,assignment-specific, 

and executive and leadership 

courses -- in the classroom and

online: 113,000 graduates

•

Consulting—143 efforts

Targeted Training—260 offerings

Rapid Deployment Training—24 events

•

•

•

Figure 8. DoD AT&L Performance Learning Model

FY06 Impact
27

development, and support job performance. This construct will make more learning assets 

available to individuals and organizations at their learning point-of-need. 

Bottom-line: Goal 4 is critical to the success of the recruiting, development, and retention 

strategies within this plan. By providing more learning assets at the point-of-need, critical 

competencies, knowledge and skills will be acquired and maintained as we add, develop, and 

retain talent and wisdom.

DoD AT&L Workforce Goal 4 – Provide learning assets at the point of need to support mission-responsive 

human capital development.

Enabling Objective Outcom

e Task

4.1 Engage senior 

USD(AT&L) FAs and 

Component leaders 

to improve the 

DoD-wide certifica-

tion framework to 

better support 

performance 

outcomes and 

evolving workforce 

needs

4.2 Establish 

learning strategies to 

drive continuous 

learning and perfor-

mance outcomes 

(Engaged Learner, 

Core Plus, unit cohort 

training, etc.)

4.3 Promote 

enhanced training 

and educational 

opportunities to 

support the DoD 

AT&L community

Move away from the 

career-development 

paradigm to high-impact, 

just-in-time, targeted 

training

More flexibility for field 

leaders and individuals to 

gain rapid access to 

learning assets

Systematic and integrated 

demand management to 

shape future competency 

and skill-set development 

Improved organizational 

and individual 

performance

Expanded access for the 

DoD AT&L workforce to 

degree, high-priority 

training, professional, and 

other certification 

programs

4.1.1 Complete Core Plus framework 

pilot within the Logistics functional area 

by Sep 07 (OPR: Dir, HCI; OCR:

Components & FAs) 

4.1.2 Implement Core Plus framework 

across remaining DoD AT&L functional 

areas by Sep 08 (OPR: Dir, HCI; OCR: 

Components & FAs) 

4.2.1 Demonstrate a continuous learning 

simulation capability by Sep 07, identify 

the top-ten follow-on simulation conver-

sions, and convert 30% by Jun 08 and 

remainder by Jun 09 (OPR: DAU)

4.2.2 Continue to convert DAU courses 

to a modular format for enhanced access 

to point-of-need information (OPR: DAU) 

4.2.3 Pilot an initial unit cohort training 

program by Jun 08 (OPR: Dir, HCI)

4.3.1 Improve and update AT&L 

Knowledge Sharing System (AKSS)/ 

Acquisition Community Connection (ACC) 

on a quarterly basis (OPR: DAU) 

4.3.2 Continue to expand the Equivalency Program to allow network of 

education providers to assist workforce 

members to obtain DoD AT&L certifica-

tions and degrees concurrently from 

course work completed at local institutions 

(OPR: Dir, HCI; OCR: Components)
28

Goal 4 — Progress to Date 

The AT&L HCSP v 1.0 established 12 tasks under Goal 4. Of those tasks, 4 are complete, and 

2 are ongoing tasks that were successfully performed over the last 12 months and are included 

in this Plan to continue to be performed in the future. The remaining six tasks are in progress 

and have led to impressive accomplishments. These tasks have been reevaluated and are either 

reissued in this Plan or follow-on tasks have been developed with outcomes that are aligned 

with our current understanding of the relevant issues.

USD(AT&L) made significant contributions to the training and development for senior acquisition 

professionals. DAU expanded offerings of its Executive Program Manager’s Course (PMT 401) at 

the Industrial College of the Armed Forces and the Army Senior Service College Fellowship (SSCF) 

program emphasizing critical thinking and ethical decision-making training for the acquisition 

leadership. In 2006, in partnership with DAU, the Army approved and launched a regional SSCF 

program for civilians who would not otherwise have the opportunity to attend senior service college. This program is being expanded to additional regions in FY08.

Significant improvements have been made to the way we deliver learning opportunities to the DoD 

AT&L workforce. USD(AT&L) established the Core Plus certification framework that leverages the 

DoD AT&L Performance Learning Model (PLM) and competency management initiatives. DAU and 

Components have implemented the PLM that resulted in unprecedented growth in learning assets 

delivered to the workforce through adopting modular, flexible, and net-centric learning process. 

DAU established Continuous Learning Modules (CLMs) under the Engaged Learner Architecture 

(ELA) Initiative, which leverages the PLM products and takes e-learning to a higher level. It allows 

individuals to find, access, and use the learning tools necessary to meet job requirements. At the 

end of FY06, there were 157 CLM offerings. It increased AT&L Knowledge Sharing System (AKSS) 

and Acquisition Community Connect (ACC) registered users by 43.4% from FY05 to FY06, with 

26,000 AKSS weekly visitors and 87,000 ACC knowledge contributors. DAU recognizes 127 course 

equivalences provided by contractors, colleges and universities, and government education institutions for certification purposes.

The Air Force’s Acquisition Leadership Challenge Program has designed two new courses to prepare intermediate-level program managers to lead successful programs while meeting continuous 

process improvement challenges of the Air Force’s Smart Operations for the 21st Century initiative 

and ongoing manpower reductions in support of acquisition-specific leadership training.

The Navy has expanded its acquisition career management program to include Selective 

Reserve Officers and has established e-business processes for training, certification, and 

continuous learning requirements in its overarching program guidance.

The Army offers a variety of leadership programs for its Acquisition workforce:

The Civilian Education System: new, progressive leader development program 

that provides leader development and education opportunities for Army civilians 

throughout their careers. 

•
29

Executive Leadership Program: created by the USAASC, focuses on building and 

enhancing leadership skills for civilian SES members and General Officers. 

Future Acquisition Student Training (FAST) Track Program: 2-year comprehensive career 

development program that recruits rising junior-year college students business-related 

degrees. This serves as a feeder program for Army Contracting and Acquisition Career 

Program interns.

Senior Leadership Development Program: a unique, interagency learning experience that 

draws on the latest research on leadership development.

•

•

•
30

DoD AT&L Workforce Goal 5 – Execute DoD AT&L Workforce 

Communication Plan that is owned by all AT&L senior leaders (One 

Team, One Vision, A Common Message, and Integrated Strategies).

Enabling Objectives

5.1 Develop a joint, collaborative communication plan to inform the workforce about the DoD 

AT&L HCSP.

The USD(AT&L) desires all DoD AT&L leadership to convey a common vision and message—one 

that encourages the human capital strategies and initiatives described in this HCSP and drives 

Components’ unique communication plans. A thoughtful, actionable, collaborative communication plan is a foundation and catalyst for an effective human capital strategy.

Achievement of this goal will ensure broad awareness and understanding and promote DoD AT&L 

workforce ownership and buy-in. We believe a critical missing link in previous efforts to establish 

a DoD AT&L HCSP was not having a supporting, collaborative communication strategy. We have 

learned from our previous efforts. As shown in Figure 9, we are asking all DoD AT&L senior leaders 

to embrace and actively cascade the principles and goals of our HCSP throughout their organizations. 

Our efforts to achieve broad-based awareness and ownership by the total DoD AT&L workforce will 

only be achieved by senior leadership advocacy.

Bottom-line: Goal 5 will ensure one team, one vision, a common message, and integrated strategies, yet recognize Component differences.

Figure 9. Workforce Communication Plan Owned by All AT&L Senior Leaders

The DoD (AT&L) Strategic Workforce Planning Framework

Human Captial Strategic Plan

OUSD(AT&L) Top Priority

HCSP Six Goals

1. Alignment and integration with DoD HCSP

2. Maintain decentralized execution

3. Provide data-driven decision making

4. Mission Responsive learning at point of need

5. Execute communication plan

6. Talent management

One Team

One Vision

A Common Message

Tina Jonas

USD Comptroller

Resource

Constraints 

David Chu

David Chu

Sue Payton Claude Bolton

dshaw

Jack Bell Pat Bradshaw

Ken Krieg

James Finley John Young

Military

Services

USD(AT&L) USD(P&R)

STRATEGIC

Bill Carr

Military HR / Personnel

Infrastructure

Delores Etter

HCSP Integrated Framework
31

DoD AT&L Workforce Goal 5 – Execute DoD AT&L Workforce Communication Plan that is owned by all DoD 

AT&L senior leaders (One Team, One Vision, A Common Message, and Integrated Strategies).

Enabling Objective Outcome Task

5.1 Develop a joint, 

collaborative communication plan to inform 

the workforce about 

the DoD AT&L HCSP

One vision and common 

message that drives broad 

DoD AT&L workforce 

awareness and understanding and buy-in

We value you—the 

AT&L workforce

5.1.1 Publish a DoD AT&L Human 

Capital Communication Plan by Sep 

07 (OPR: Dir, HCI; OCR: 

Components) 

5.1.2 Provide a baseline presentation 

for use by all DoD AT&L and Component acquisition leaders for appropriate presentation by Sep 07 (OPR: Dir, 

HCI; OCR: Components) 

5.1.3 Publish appropriate articles to 

inform the DoD AT&L workforce about 

our workforce strategies by Sep 07 

(OPR: Dir, HCI; OCR: Components)

5.1.4 Share Component AT&L HCSP 

progress at SSB meetings (OPR: 

Components)
32

Goal 5 — Progress to Date

The AT&L HCSP v 1.0 established 3 tasks under Goal 5. All 3 tasks were successfully performed 

over the last 12 months and are included in this Plan to continue to be performed in the future. 

Since the publication of DoD AT&L HCSP v 1.0 in 2006, DoD AT&L implemented a variety 

of communication strategies to inform the workforce about it. The following is a list of DoD 

AT&L communication methods:

Workforce-related articles showcasing best practices were published in the monthly Defense 

AT&L e-Letter’s Workforce Corner. 

Acquisition Workforce Bulletins and the weekly DAU Workforce Newsletter.

A Community of Practice (CoP) Web site to exchange ideas within the federal workforce.

Components leaders frequently met with other senior leaders and workforce members to 

discuss the DoD AT&L workforce. 

The bi-monthly Defense AT&L magazine includes workforce-related articles and interviews. In the 

September/October 2006 Edition, Dr. Delores M. Etter, Assistant Secretary of the Navy for Research, 

Development and Acquisition, addressed a variety of workforce management strategies. Among 

other issues, she discussed how the state-of-the-art Naval Acquisition Intern Program leverages 

the available human resource flexibilities, the cross-agency initiative that links the National Science Foundation academic talent pool with civilian researchers at the Naval Research Lab, the 

use of congressionally funded scholarship programs for students, the necessity of strong program 

management skills, and the vital role of DAU in preparing future leaders.

The Army publishes its own Acquisition, Logistics and Technology (AL&T) Magazine, which 

recently won the prestigious International Association of Business Communicators (IABC) Gold Print 

Award. This magazine is published quarterly, sent to the Army AL&T subscriber base of 48,000, 

and posted on the USAASC Web site. Each issue of AL&T opens with a letter from the AAE, the 

Honorable Claude M. Bolton, and has an acquisition career development column authored by 

the Deputy DACM (DDACM). 

At the annual Air Force Acquisition Leaders Forum in February 2007, the Honorable Sue 

Payton, Assistant Secretary of the Air Force for Acquisition, emphasized that the Air Force is 

serious about strategic planning for the acquisition workforce. In her remarks, she noted the 

need for more cross-functional training and the importance of having training available justin-time when duties of a specific assignment call for training above the foundation given in 

DAU certification courses. In addition, she noted the Air Force is starting to track metrics 

for CAPs and KLP qualifications, as well as acquisition professional currency.

The dissemination of DoD AT&L workforce-related information is provided by senior 

leadership through their DACMs to various organization focal points throughout DoD, 

i.e., PEOs, SYSCOM commanders, functional leaders, DAWIA focal points, and training 

managers. DoD AT&L information is also provided through various Component Web 

•

•

•

•
33

sites. The Web sites include many automated tools in one central place, allowing users to perform functions such as register for training, track continuous learning for currency, and review 

their personal record for accuracy. The sites also include a news section for announcements on 

award opportunities, new training, policy changes, and other current issues.

On January 5, 2007, Dr. Etter signed out the updated Navy DAWIA Operating Guide, which 

addresses the changes and flexibilities allowed under the DAWIA II legislation. This guide is located 

on the Navy DACM Web site and all DoD AT&L workforce members are encouraged to utilize this 

resource.

The Air Force DACM issued an extensive update to DAWIA implementation policy to all Major 

Commands via a policy memo in December 2006. The memo was a “total refresh,” reflecting 

DAWIA II and significant Air Force HCSP initiatives, such as tighter oversight of position 

coding and emphasis on professional currency.
34

DoD AT&L Workforce Goal 6 – Recruit, develop, and retain 

a mission-ready DoD AT&L workforce through comprehensive talent 

management 

Enabling Objectives:

6.1 Adopt world-class recruiting techniques to address changing demographics. 

6.2 Ensure DoD AT&L workforce is ready to meet mission needs. 

6.3 Develop retention strategies and deliberate management of selected retiring workforce. 

Goal 6 and its associated tasks are new for the DoD AT&L HCSP v 3.0. The concepts of recruitment, 

development, and retention are not new to DoD AT&L; rather the establishment of this goal emphasizes the importance of the concepts as we are confronted with the human capital challenges described 

earlier. The USD(AT&L) is committed to enhancing recruiting, hiring, professional development, and 

retention strategies to maintain a high performing, agile, and ethical workforce.

The recently deployed DoD AT&L Workforce Life-cycle Model (WLM) provides a high-level evaluation tool for assessing the workforce. The WLM captures Years of Service (YOS), which is useful 

for understanding experience, hiring, bench strength, and retirement trends. The model organizes 

the workforce into “Future,” “Mid-Career,” and “Senior” life-cycle groups based on YOS. Each lifecycle group is subdivided into targeted cohort categories for succession planning and migration. The 

WLM can be used at the 

Enterprise, functional, 

or field organizational 

level. Figure 10 depicts 

the DoD AT&L Enterprise 

level. The bar on the bottom illustrates the full 

life-cycle career path from 

recruitment to retirement. 

Additionally, the model 

notionally reflects the 

use of support contractors to supplement the 

acquisition workforce.

The focus of the “Future” 

life-cycle group is primarily on development with 

specific emphasis on 

strategic hiring in the 0–5 

year cohort group. It is 

noted that hiring during 

the previous 5 years has 

Figure 10. DoD AT&L Workforce Life-cycle Model (WLM)

Civilian Years of Service (as of FY06)

}

70,000

0

50,000

40,000

30,000

20,000

10,000

60,000

Recruit

& Hire

Development & Retention

Acquisition Corp/CAP

Retention

0–5 YOS

20,680

6–15 YOS

17,576

16–25 YOS

41,993

26–29 YOS

14,862

30–35 YOS

13,323

36+ 4,598

Senior Workforce

(Totals 17,921)

}

Mid-Career Workforce

(Totals 56,855)

}

Workforce of the Future

(Totals 38,256)

36.4 Average

Age

DoD AT&L Civilian

Career Path

Strategic

Hiring

Tactial

Retention

Strateic

Workforce-Shaping Tools

0–15 years 16–29 years 30+ years

Strategic Hiring

Tactical Retention

Contractor Support

Contractor Support to fill critical gaps

Retire

KLP
35

been robust in terms of filling needs. The average age of 36.4 years suggests new hires with 

greater experience, such as prior military, along with younger entry-level personnel. This 

developmental period is driven by the DAWIA standards that emphasize experience, education, and training.

The “Mid-Career” life-cycle group should focus on career broadening, depth and quality of 

experience, and grooming individuals in the Defense acquisition corps to fill senior positions 

in the AT&L Enterprise. This group is composed of approximately 57,000 highly educated individuals who are meeting their DAWIA requirements. This group represents the “bench strength” 

positioned to replace “Senior” workforce members approaching retirement. Numerically, the 

57,000 members of the “Mid-Career” group compared to the 18,000 members of the “Senior” 

cohort groups with 30+ YOS indicates sufficient capacity to replace seasoned talent departing the 

“Senior” group.

The “Senior” life-cycle group is composed of workforce members who have 30+ YOS and is divided 

into two subgroups—those with 30 to 35 YOS and those with 36 or more YOS. Highly experienced 

“Seniors” represent approximately 16% of the DoD AT&L workforce and are those who are most 

likely to retire. As noted earlier, the approximate 3% retirement rate will increase as the “Senior” 

members continue to age.

The WLM model is evolving, and it will have expanded utility as data quality improves. The movement of DoD AT&L members through the WLM should continue to be monitored and addressed by 

well-developed recruitment, development, and retention strategies.

Recruitment. USD(AT&L) must capitalize on past successes, lessons learned, and best practices 

from Components to create a robust DoD recruitment strategy. We must leverage DoD and Component strategies to meet a broad range of hiring needs. Due to the changes in military retirement 

restrictions, officers are not subject to reductions in retirement pay when hired by the government, and this may result in increased hiring of older personnel who have few years of civilian 

service. Similarly, agencies could attempt to hire experienced individuals from the private sector 

instead of recent graduates.

To maintain a competitive advantage in the marketplace for new employees, DoD Components 

must expand their use of innovative and proven recruiting strategies, such as intern programs, 

Student Career Exchange Program (formerly known as Cooperative (Co-op) program), the 

direct hire program, college recruiting fairs, targeting under-represented groups, and use of 

modern communication media (facebook.com, myspace.com, etc.). We must play our part 

to ensure DoD and hiring field organizations are viewed as employers of choice to new and 

mid-level candidates.

Development. DAU and Components must work together to shape the training and 

experiential opportunities needed to deliberately develop workforce competencies and 

skills to meet current and future mission requirements. Components will manage 

employee development so the workforce members gain the competencies required to 
36

perform acquisition duties in their current functional areas and to achieve the cross-functional skill pairings and competencies Components need them to possess in order to fill 

leadership roles in the acquisition workforce. To manage this development, Components 

must conduct gap analyses to quantify the training, education, and assignment resources 

needed to produce the pool of qualified personnel required to fill acquisition designated 

positions. The Components must leverage all available DAU, military, and civilian institutions to ensure individuals are given every opportunity to maintain professional currency 

and meet continuous learning requirements. As described above, Components have already 

begun implementing best practices, such as new employee orientation, mentoring program, 

and rotational/career broadening opportunities. Careful and thoughtful development efforts 

by supervisors will enhance their employees’ desire to stay in the DoD AT&L workforce.

Retention. In order to address baby boomer retirement concerns and to keep high-performing 

employees at all levels, we need to offer quality-of-life initiatives that compare favorably with our 

industry counterparts. Components must coordinate with USD(P&R)/ODUSD(CPP) to implement retention strategies for personnel within the Baby Boomer Generation, leveraging all allowable provisions to ensure that corporate knowledge is retained. Components have implemented 

several effective initiatives, such as use of the alternate work schedule, retention bonuses, credit 

hours, teleworking, flexible sick leave, NSPS pay-for-performance, enhanced thrift saving plan 

system, additional incentives for critical skills area, and other quality of life/benefit initiatives. 

While those initiatives have been successful, we need to continue to initiate and execute competitive 

retention incentive and succession plans to manage the knowledge of senior leaders as they exit the 

workforce. Our objective is to instill in them the belief that there is no greater sense of satisfaction 

than serving in acquisition organizations that help protect the Nation and its people.

Bottom-line: Goal 6 will ensure DoD AT&L Components attract, develop, and retain a highly 

talented, motivated, and diverse workforce by implementing best practices and strategies to 

establish DoD and acquisition organizations as employers of choice.
37

DoD AT&L Workforce Goal 6 – Recruit, develop, and retain a mission-ready DoD AT&L workforce through

comprehensive talent management

Enabling Objective Outcome Task

6.1 Recruitment: 

Adopt world-class 

recruiting techniques to 

address changing 

demographics 

Streamline Recruiting 6.1.1 Actively engage with 

ODUSD(CPP) to coordinate DoD 

recruiting and retention efforts starting 

Jul 07 (OPR: Dir, HCI)

6.1.2 Upgrade and maintain DoD 

AT&L employment Web site 

(www.atlcareercenter.com) on a 

quarterly basis (OPR: DAU)

6.1.3 Identify “hard-to-fill” jobs and 

locations and partner with OPM to 

develop branding and recruiting 

strategies starting Jul 07 (OPR: Dir, 

HCI; OCR: Components)

6.1.4 Establish partnerships with other 

national security agencies (e.g., DHS) 

in the National Capital Region to 

develop agreements on recruiting and 

retention among agencies starting Jul 

07 (OPR: Dir, HCI; OCR: Components)

6.1.5 In coordination with the NSPS 

PEO and Components, create a 

professional Acquisition Program 

Management career series by Jul 08 

(OPR: Dir, HCI; OCR: Components)

6.1.6 In coordination with 

ODUSD(CPP) and OPM, identify and 

initiate a program to streamline the 

application process to be more 

competitive with industry by Sep 08 

(OPR: Dir, HCI)
38

DoD AT&L Workforce Goal 6 – Recruit, develop, and retain a mission-ready DoD AT&L workforce through

comprehensive talent management. (continued)

Enabling Objective Outcome Task

6.2 Development:

Ensure DoD AT&L 

workfore is ready to 

meet mission needs 

6.3 Retention: 

 

Develop retention 

strategies for selected 

retiring workforce 

Expand and clarify 

development needs

Improve workforce 

environment

6.2.1 Identify developmental needs 

for acquisition personnel leveraging 

functional competency models starting 

Jul 07 (OPR: Components)

6.2.2 Develop and implement 

strategies to fill competency gaps and 

meet target certification levels by Sep 

08 (OPR: Components) 

6.2.3 Conduct a DoD AT&L-level 

semiannual training review to shape 

and leverage all training opportunities 

to fulfill Components’ training needs 

beginning Sep 07 (OPR: DAU) 

6.2.4 Develop criteria for acquisition 

experiential assignments necessary to 

achieve desired competencies by Jun 

08 (OPR: FAs)

6.3.1 Develop retention strategies for 

employees graduating from intern 

programs starting Sep 07 (OPR: 

Components)

6.3.2 Develop targeted retention 

strategies for employees who are 

retirement-eligible starting Sep 07 

(OPR: Components)

6.3.3 In partnership with the NSPS 

PEO, develop an Accelerated 

Compensation Development Program 

to encompass paybands 2 and 3 by 

Jun 08 (OPR: Dir, HCI)
39

Goal 6 — Progress to Date

Despite Goal 6 and its tasks being new to version 3.0, DoD AT&L and the Components have 

had significant accomplishments in developing and implementing strategies for recruiting, 

developing, and retaining a mission-ready DoD AT&L workforce. 

Recruitment

Components conducted state-of-the-art marketing initiatives aimed at universities and highlighting DoD AT&L as an employer of choice. As part of the continuous improvement effort, the 

Defense Logistics Agency (DLA) conducted surveys to determine the factors that were important 

in new hires’ decisions to work for acquisition organizations. The resulting information can be 

used to improve marketing material for the DoD AT&L career Web site, www.atlcareercenter.com, 

which has been revamped with a “Meet the Force Behind the Forces” look.

DoD AT&L has established agreements with professional organizations such as National Contract 

Management Association, The International Society of Logistics, and the Program Management 

Institute, to recognize their professional designations as a part of DAWIA training equivalency. 

Intern programs have become an integral part of Components’ recruiting strategy. The Naval Acquisition Intern Program recruits 250 to 300 interns a year for its 3-year program and DLA has a robust 

intern program with more than 700 interns entering each year. The Army received a USD(AT&L) 

2006 Workforce Development Award for creating an Army Intern Institute that increased intern 

retention from 75% to 91%.

Components have expanded outreach programs to instill early awareness in high school and 

college students, encouraging them to study science and engineering areas, such as the Science, 

Mathematics and Research for Transformation (SMART) Scholarship Program, and participate in 

engineering intern programs.

Development

DoD AT&L Components are doing a superb job of professional development and training opportunities in a variety of forms—classroom instruction, e-learning programs, and on-the-job training. To ensure that the existing DoD AT&L workforce is ready to meet mission needs, a variety 

of employee development strategies have been implemented. Components have partnered 

closely with DAU and have steadily increased the level of distance learning provided by DAU. 

The Components and DAU have collaborated to fund additional acquisition training beyond 

previously planned levels. They implemented an automated tool to allow supervisors and 

employees to track their progress, such as the CLP Tracking System, automated IDPs, and 

Army’s online career tracking tool.23 DoD AT&L has laid the initial foundation for deliberate 

certification management for CAPs and KLPs to targeted certification rates.

Army’s Acquisition Competitive Development Group/Army Acquisition Fellowship Program is a 3-year PM Senior Leader Position development program offering broad-selected 

Army acquisition civilian applicants expanded training, leadership, and experiential 
40

opportunities designed toward developing future Army acquisition civilian leaders.

The Components have active career enhancement programs, the Army’s People Empowering People and Acquisition Supervisor Outreach programs are benchmark mentoring 

programs.24 The Navy has an active education incentive program as a part of an employee 

professional development program, and the fourth Estate agencies have active partnership programs with universities.25 In addition, the DoD Defense Leadership and Management Program 

(DLAMP), which was recently renamed the Joint Leadership Development Program (JLDP), is 

the premier leadership program for succession planning for future DoD leaders.

Retention

As a part of sharing lessons learned, DLA and the Air Force administer exit surveys in order to 

obtain information to aid development of strategies to prevent similar turnover in the future. 

USD(AT&L) and Components have already implemented a variety of succession programs to prevent the potential brain drain. DoD AT&L Workforce Career Encore Program takes full advantage 

of acquisition workforce knowledge and career experience of senior workforce members nearing 

retirement and shares it with new employees as the “Lifetime Best Practice” forum. Navy’s management succession program was the recipient of one of the DoD AT&L 2006 Workforce Development 

Award success stories. 

DCMA’s Tomorrow’s Leaders Initiative will address Agency leadership needs and will be linked to 

DCMA’s processes that manage retirements and departures from the Agency—will refine DCMA’s 

procedures for succession analysis and planning.

The Air Force’s Retaining Acquisition Expertise Initiative helps to preserve critical acquisition skills 

and experience. The program assists voluntary military separatees to transition into the civilian 

acquisition workforce. 
4411
42

Source Notes

1. DoD AT&L Workforce DataMart (FY06) (Statistic for civilians only.).

2. Congressional Budget Office, Characteristics and Pay of Federal Civilian Employees, March 

2007, page 3.

3. Federal Human Resources Week (Volume 14, Issue 5) April 3, 2007, page 71.

4. DoD AT&L data from DoD AT&L Workforce DataMart (FY06). (Statistic for civilians only.) 

DoD data from FedScope, September 2006, www.fedscope.opm.gov.

5. “Defense Acquisition Workforce Improvement Act,” Public Law 101-510, Division A, Title 

XII—Defense Acquisition Workforce, November 5, 1990, 104 Stat. 1638, Chapter 87, Subchapter 

1, Subsection 1701(a) Policies and Procedures.

6. Ibid, Subsection 1702, Under Secretary of Defense for Acquisition, Technology and Logistics: 

Authorities and Responsibilities.

7. Science and Engineering Indicators 2006, National Science Foundation.

8. U.S. Department of Labor, Bureau of Labor Statistics, Occupational Outlook Quarterly, Volume 49, 

No. 4, Winter 2005­–2006.

9. National Defense Education Act of 2006­—A U.S. Department of Defense White Paper, March 10, 

2006, page 2.

10. National Center for Higher Education Management Systems, 2002 estimates. Current trends 

suggest that since the late 1990s approximately 70% of students who enter the ninth grade will 

graduate from high school.

11. U.S. Department of Labor, Bureau of Labor Statistics, Occupational Outlook Quarterly, Volume 49, 

No. 4, Winter 2005–2006.

12. Academic Disciplines and Employment Trends, Applied Information Management Institute, January 2006.

13. DoD AT&L Workforce DataMart, FY06. (Statistics for the civilian workforce. The two SPRDE 

career fields were combined.)

14. DoD information from DMDC Civilian Master files for September 2006. DoD AT&L information from the DoD AT&L Workforce DataMart (FY06).

15. RAND analysis for DoD AT&L/2007.

16. Science and Engineering Indicators 2006, National Science Foundation.

17. Ibid.

18. NDAA FY 2006, Section 814, Review of Defense Acquisition Structures and Capabilities Study.

19. Council for Excellence in Government and the Gallup Organization, December 5, 2006.

20. Robert J. Stevens, Chairman, President and CEO of Lockheed Martin. Wall Street Journal, 

April 19, 2006.

21. NDAA FY 2006, Section 814, Review of Defense Acquisition Structures and Capabilities 

Study.

22. GAO Report 02-373SP, A Model of Strategic Human Capital Management, March 2002.

23. Army developed an online career tracking tool for the science and engineering communities (see 2006 DoD AT&L Workforce Awards for further information).

24. Army People Empowering People (PEP) mentoring program received a DoD AT&L 

Workforce Development Award in 2006.

25. Navy provides incentives for attainment of degrees and professional certifications 

and received 2006 USD(AT&L) Workforce Development Award recognition.