VERSION HISTORY 

Version # Implemented

By

Revision

Date

Approved

By

Approval

Date

Reason

1.0 Monica McCoy 08/31/2023 Katrina 

Logan 

08/31/2023
 

3

TABLE OF CONTENTS 

TABLE OF CONTENTS .................................................................................................................3

FOREWORD.................................................................................................................................4

IMPLEMENTATION PLAN STRATEGIC IMPERATIVE...................................................................5

IMPLEMENTATION PLAN VISION................................................................................................6

WORKFORCE 2025 IMPLEMENTATION FRAMEWORK ELEMENTS.........................................7

WORKFORCE 2025 IMPLEMENTATION FRAMEWORK.............................................................8

LINES OF EFFORT OVERVIEW ....................................................................................................9

Line of Effort #1 Connect to Mission.....................................................................................9

Line of Effort #2 Expand Knowledge Base .........................................................................14

Line of Effort #3 Gain the Edge ...........................................................................................18

Line of Effort #4 Recruit the Best........................................................................................22

IMPLEMENTATION ACTION PLAN.............................................................................................30

IMPLEMENTATION PLAN SUMMATION....................................................................................31

APPENDIX A: ACRONYMS.........................................................................................................32

APPENDIX B: REFERENCES .....................................................................................................33

 
 

4

FOREWORD 

Of the many cyber threats faced by the United States and its allies, those emanating from 

China are a priority. As the combat support agency whose mission is information technology 

(IT) and cyber, DISA has worked tirelessly to strengthen and sustain cyber resilience for the 

U.S. Department of Defense (DoD). If we focus solely on the technology required to do this 

and forget about the people who operate it, we will not only become stagnant, but we will 

also be outpaced. That is why having the best trained and best equipped workforce on the 

planet is an absolute must for the Agency, for the DoD, and for our nation.

Workforce 2025 is, at its heart, a strategy designed to enhance the skills of our current 

employees while ensuring DISA onboards new talent and invests in the professional 

development of both throughout their careers. The goal is to lay a foundation for employee 

success that sets the standard for excellence for years to come. We will do so with complete 

transparency, establishing goals and announcing our progress along the way.

For current employees, much of what Workforce 2025 encompasses will seem familiar as 

we continue educating ourselves about new technologies and applying lessons learned from 

past experiences. What is changing are the standards and tracking mechanisms that lead 

to employee success throughout the Agency. Other elements of Workforce 2025 will be 

transformational. We must improve our hybrid work environment to ensure personnel can

best support DISA, whether from the office, home, or a combination of both. Mission 

analysis and succession planning are required to ensure every employee is properly trained 

and headed in the right direction.

Recruiting the right talent is critical. Be they recent college graduates, high-performing 

individuals coming to DISA from industry, or military veterans with years of experience in the 

field, our goal is to make the Agency an organization sought out by high-caliber talent as a 

place they want to work.

DISA senior leaders have been developing and implementing Work Force 2025, making sure 

that we are doing what’s best for our organization while nesting our plan within DoD’s Cyber 

Workforce Strategy. Stay tuned for further updates from the Workforce Services and 

Development Directorate. 

 

 ROBERT J. SKINNER

Lt Gen, USAF

Director
 

5 

IMPLEMENTATION PLAN STRATEGIC IMPERATIVE 

Workforce 2025 is DISA’s human capital investment to empower and posture the Agency’s 

global workforce to better meet the challenges posed by what the 2022 National Defense 

Strategy (NDS) calls the “most consequential strategic competitor for the coming decades.” 

Winning wars requires readiness and–in a century in which future wars will likely be fought 

on land, in the air, at sea, in space and cyberspace–a premier cyber force. All of this starts 

with people--who must remain postured, positioned, and prepared–and Federal agencies 

that must recruit, train, retrain, and retain top-notch talent at all levels and in various career 

fields. The NDS insists that we “change our institutional culture and reform how we do 

business.” Workforce 2025 achieves this through four lines of effort, described here, that 

articulate what current and future DISA employees can expect. 
 

6 

IMPLEMENTATION PLAN VISION 

The Workforce 2025 Implementation Plan envisions a future-ready, agile, and highly skilled 

workforce that is fully equipped to meet the evolving challenges and opportunities of the 

digital age.

The purpose of the Workforce 2025 Implementation Plan is to proactively prepare the DISA 

workforce for the dynamic demands of this new era. The plan serves as a comprehensive 

roadmap, outlining strategic initiatives, resources, and actionable steps aimed at cultivating 

a workforce that not only adapts to but thrives amidst technological advances. By fostering 

a culture of continuous learning, collaboration, and adaptability, this plan endeavors to 

position DISA as a leader in harnessing emerging technologies to meet national defense and 

information security imperatives.

The Workforce 2025 Implementation Plan aligns with the DISA strategic plan and seeks to 

empower employees with the necessary skills, knowledge, and mindset to drive innovation, 

enhance operational efficiency, and ensure the Agency's continued success in a rapidly 

changing technological landscape. It recognizes that the success of technological 

advancements depends on a skilled and motivated workforce capable of harnessing and 

applying these technologies effectively. This alignment will keep DISA at the forefront of 

providing secure, resilient, and cutting-edge information technology services that safeguard 

national interests.
 

7 

WORKFORCE 2025 IMPLEMENTATION FRAMEWORK ELEMENTS 

The Workforce 2025 Implementation Plan is a living document that may change due to 

resources and/or strategic and workforce priorities. The Implementation Plan is comprised 

of several key elements, defined below, that are necessary for carrying out the strategic 

imperative of Workforce 2025: 

Line of Effort (LOE): A strategic concept used to outline and organize associated initiatives, 

activities, or actions undertaken to accomplish a set of specific objectives or goals. 

Objectives: Purpose statements that help create an overall vision and set goals and 

measurable steps for the Agency to achieve the desired outcome. 

Outcomes: The desired change that can be attributed to the result of executing an initiative 

and/or activity.

Initiatives: A measurable goal set to achieve a specific objective for improvement. 

Activities: Projects, programs, and processes, with inherent interdependencies, based on a 

line of effort. 
 

8 

WORKFORCE 2025 IMPLEMENTATION FRAMEWORK 

Figure 1- Workforce 2025 Implementation Framework
 

9 

LINES OF EFFORT OVERVIEW Workforce 2025 focuses on four lines of effort that articulate what current and future DISA 

employees can expect. 

Line of Effort #1 Connect to Mission 

Become A Connected Employee

DESCRIPTION: 

Workforce 2025 is expanding DISA’s traditional methods of communicating with employees 

to incorporate new training tools, activities, and programs that will result in staff having a 

keen understanding of what DISA does, why their work matters, and how it impacts the 

Soldiers, Sailors, Marines, Airmen, and Guardians whose jobs–and oftentimes lives–depend 

upon secure and reliable communications. 

OBJECTIVE: 

Become a Connected Employee – Align all organizational efforts with the core mission and 

values to create a unified purpose.

OUTCOME: 

A cohesive organizational culture driven by a shared sense of purpose, leading to increased 

motivation and commitment among the workforce, partners, and stakeholders.

INITIATIVE 1.1: 

Access to the DoD CIO library, integrated with DISA information.

OPR: EIIC

OCR: CIO/CoS/OD

 

LOE#1 INITIATIVE TARGETS 

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

1.1.1 Restructure internal 

DISA issuance portal, to 

include link to DoD CIO 

Issuance Repository and 

description and summary of 

DoD CIO library artifacts.

Baseline 

Determined 

In Progress Employees have access 

and the resources to learn 

about, grow into, 

experience, and embrace 

the ever-evolving 

challenges of DISA’s 

mission.
 

10

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

1.1.2 Publish Dateline article, 

providing DISA workforce 

awareness to DISA issuance 

repository updates and how to 

access/review DoD CIO library. 

Baseline 

Determined 

In Progress Easily cross reference 

documentation, users 

leverage a common 

interface that “says” the 

same thing. 

1.1.3 Configure DISA issuance 

library to allow meta-data 

tagging of each signed 

instruction/policy with 

authority documents, 

references, and OPR/OCR.

Baseline 

Determined 

In Progress Employees to embrace the 

ever-evolving challenges of 

DISA’s mission. 

1.1.4 Update Issuance office 

processes to use existing 

channels of communication 

for workforce dissemination 

and Senior Leader awareness 

of issuance/policy changes. 

Baseline 

Determined 

In Progress Employees maintain 

current understanding of 

higher level and Agencylevel guidance. 

1.1.5 - Establish new process 

to track and account for 

significant and relevant 

DoDCIO policy changes.

Baseline 

Determined 

In Progress Ongoing and Continuous

Line of Effort #1 Connect to the Mission 

INITIATIVE 1.2: 

Visits and job rotations to DISA field sites and mission-relevant locations 

OPR: J1 

OCR: All Organizations

 

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

1.2.1 Identify rotation 

opportunities.

Baseline 

Determined 

In Progress Ongoing and Continuous 
 

11

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

1.2.2 Establish rotation battle 

rhythm. 

Baseline 

Determined 

In Progress Ongoing and Continuous

1.2.3 Release of initial 

rotation announcement. 

Baseline 

Determined 

In Progress Ongoing and Continuous

1.2.4 Identify target locations 

for site visits.

Baseline 

Determined 

In Progress Ongoing and Continuous

1.2.5 Establish battle rhythm 

for site visits.

Baseline 

Determined

In Progress Ongoing and Continuous

1.2.6 Process for 

nominating/scheduling site 

visit participants.

Baseline 

Determined 

In Progress Ongoing and Continuous

Line of Effort #1 Connect to the Mission 

INITIATIVE 1.3: 

Hear directly from warfighters “in the field” through vignettes, special engagements, and 

expanded DISA exercise participation during military exercises.

 

OPR: CoS

OCR: All Organizations

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

1.3.1 Develop initial list of 

topics of interest.

Baseline 

Determined 

In Progress Ongoing and Continuous 

1.3.2 Establish battle rhythm of 

publications and events.

Baseline 

Determined 

In Progress Ongoing and Continuous
 

12

Line of Effort #1 Connect to the Mission 

INITIATIVE 1.4: 

Interacting with guest speakers from and participating in technical outreach exchanges with 

key mission partners.

OPR: EIIC/J1

OCR: CoS/J1 

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

1.4.1 Develop series of Dateline 

"DISA success stories." 

Baseline 

Determined 

In Progress Ongoing and 

Continuous 

1.4.2 Use DISA CRM (Customer 

Relationship Management) Tool to 

consistently track MP interaction, 

engagements, and exchanges. 

Baseline 

Determined 

In Progress Ongoing and 

Continuous

1.4.3 Develop SOP for MP 

engagement, including processes 

for disseminating 

information/experiences/challenges 

to the DISA workforce. 

Baseline 

Determined 

In Progress Ongoing and 

Continuous

1.4.4 Identify critical mission areas 

to focus on for first technical 

outreach exchange. 

Baseline 

Determined 

In Progress Ongoing and 

Continuous

Line of Effort #1 Connect to the Mission 

INITIATIVE 1.5: 

Integrate Joint principles and training into the technical and acquisition training paths for a 

uniquely postured workforce oriented on combat support. 

OPR: CoS 

OCR: All Organizations 
 

13

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

1.5.1 Develop a baseline of 

required Joint Knowledge 

Courses (JKO) for civilian and 

military workforce. 

Baseline 

Determined 

In Progress Ongoing and Continuous 

1.5.2 Develop requirements for 

Military workforce to attend 

Joint Professional Military 

Education (JPME) I/II. 

Baseline 

Determined 

In Progress Ongoing and Continuous

1.5.3 Develop/update criteria 

and requirements for 

nomination of designated 

civilian billets for attendance at 

Senior Service College. 

Baseline 

Determined 

In Progress Ongoing and Continuous

1.5.4 Develop requirements for 

civilian and military workforce 

participation in 

Joint/Combatant 

Command/Service Exercises. 

Baseline 

Determined 

In Progress Ongoing and Continuous
 

14

Line of Effort #2 Expand Knowledge Base 

Develop Your DISA Intellect 

DESCRIPTION: 

You want to diversify your job skills and participate in training you know will make you a 

better employee, but you don’t have the time. You believe you can benefit from a specific 

course or two on how to operate new, AI-powered software – but you don’t have the time!

Technology evolves quickly, and DISA employees must keep up. To ensure our Agency is best 

postured to be the trusted provider to connect and protect the warfighter in cyberspace, 

Workforce 2025 is defining and prioritizing the skills and equipment personnel need to 

accomplish our combat support mission. 

OBJECTIVE: 

Develop Your DISA Intellect – Continuously enhance the organization’s knowledge and 

expertise to stay relevant and competitive. 

OUTCOME: 

A dynamic organization that remains at the forefront of technical and information 

advancements, positioning itself as a thought leader and innovator.

INITIATIVE 2.1: 

Track talent investment via a modernized Learning Management System (LMS). 

OPR: J1/PSD/SD

OCR: J1/PSD/SD

 

LOE#2 INITIATIVE TARGETS 

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

2.1.1 Execute LMS 

Requirements Determination 

and Proof of Concept contract 

task. 

Baseline 

Determined 

Completed Implemented
 

15

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

2.1.2 Requirements

Determination & Business 

Process Re-engineering (BPR). 

Baseline 

Determined 

Completed Implemented

2.1.3 Deliver Proof of Concept 

for LMS. 

Baseline 

Determined 

In Progress Implemented

2.1.4 Finalize Requirements of 

LMS. 

Baseline 

Determined 

In Progress Implemented

2.1.5 Develop Courses of 

Action (COAs)for LMS. 

Baseline 

Determined 

In Progress Implemented

2.1.6 Agency-approved COA 

and Resource Allocation for 

LMS. 

Baseline 

Determined 

In Progress Implemented

2.1.7 Acquisition Plan for LMS. Baseline 

Determined 

In Progress Completed

2.1.8 Contract Award for LMS. Baseline 

Determined 

In Progress Completed

2.1.9 Implementation of LMS. Baseline 

Determined 

In Progress Completed

 

Line of Effort #2 Expand Knowledge Base 

INITIATIVE 2.2: 

Establish dedicated training “down time” for all DISA employees.

OPR: All Organizations 

OCR: J1

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

2.2.1 Orgs schedule/conduct 8 

hours of deliberate team or 

individual training time per 

quarter applicable to the org’s 

mission. OJT where 

possible/needed. (e.g., KM or 

other tools, procedural changes).

Baseline 

Determined 

Defined in 

Plan

Ongoing and Continuous
 

16

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

2.2.2 Orgs enable personnel with 

“Continuing Learning/Education” 

credit requirements to maintain 

certifications (measure by survey 

for particular certifications, CEUs, 

and certifications complete). 

Baseline 

Determined 

Defined in 

Plan

Ongoing and Continuous

2.2.3 Initiate the recording of 

training hours completed by 

employees (e.g., civilian 

personnel record training time in 

DAI). 

Baseline 

Determined 

Defined in 

Plan

Ongoing and Continuous

Line of Effort #2 Expand Knowledge Base 

INITIATIVE 2.3: 

Develop a structured Agency placement process to quickly leverage skills gained by 

employee participation in advanced leadership development programs. 

OPR: All Organizations 

OCR: J1

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

2.3.1 Establish criteria for 

acceptance into long-term 

training initiatives, along with a 

supporting process to identify 

expectations and opportunities 

for those having attended. 

Baseline 

Determined 

Completed Ongoing and Continuous

2.3.2 Draft and refine Board 

Standard Operating Procedures 

(SOP) 

Baseline 

Determined 

Completed Ongoing and Continuous

2.3.3 Conduct first board in 

2023.

Baseline 

Determined 

Completed Ongoing and Continuous
 

17

Line of Effort #2 Expand Knowledge Base 

INITIATIVE 2.4: 

Host formal rotations to allow employees to learn new and specific skills. 

OPR: All Organizations 

OCR: J1

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

2.4.1 Focus on designing the 

process and technology to 

support management of 

rotations. 

Baseline 

Determined 

Completed Ongoing and Continuous

2.4.2 Establish governing 

policies, procedures, guides,

and business process map and 

ensure they are easily 

accessible to the DISA 

employees. 

Baseline 

Determined 

In Progress Ongoing and Continuous

2.4.3 Develop training sessions 

and marketing strategy.

Baseline 

Determined

In Progress Ongoing and Continuous
 

18

Line of Effort #3 Gain the Edge 

Operate In Excellence 

DESCRIPTION: 

You want to go further in your career at DISA or possibly move into a job in the private sector 

where you will gain valuable skills that, someday, you may bring back to the Federal sector. 

Remaining competitive in an already-competitive labor market is not easy–it requires 

training, retraining, and always operating in excellence.

DISA is helping employees stay sharp and on the cutting edge of their career fields. From 

contracting to cyber, accounting to acquisition, testing to technology and beyond, employees 

at every level across DISA are being empowered to obtain advanced certifications, leverage 

tools and critical thinking to increase their productivity, and innovate to solve the Defense 

Department’s biggest challenges. 

OBJECTIVE: 

Operate in Excellence – Develop and implement strategies to gain a competitive advantage 

in the market. 

OUTCOME: 

A resilient organization that can anticipate market shifts, adapt quickly, and leverage 

opportunities to outperform competitors.

INITIATIVE 3.1: 

Establish a guest speaker series that pulls from only recognized experts. 

OPR: EIIC 

OCR: All Organizations

 

LOE#3 INITIATIVE TARGETS 

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

3.1.1 Develop initial list of 

topics of interest and potential 

technical/industry speakers.

Baseline 

Determined 

In Progress Ongoing and Continuous

3.1.2 Initiate speaker series; 

ensure no fewer than two 

Baseline 

Determined 

In Progress Ongoing and Continuous
 

19

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

subject matter expert (SME) 

guest speakers per CY.

Line of Effort #3 Gain the Edge 

INITIATIVE 3.2: 

Create an on-premises collaborative environment to experiment and learn. 

OPR: EIIC/J1

OCR: All Organizations

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

3.2.1 Requirements

Determination for on-premises

collaborative environment to 

experiment and learn. 

Baseline 

Determined 

A pilot 

collaboration 

is underway. 

Implementation

3.2.2 Design on-premises

collaborative environment to 

experiment and learn.

Baseline 

Determined 

A pilot 

collaboration 

is underway. 

Implementation

3.2.3 Develop COAs for 

implementation of onpremises collaborative 

environment to experiment 

and learn. 

Baseline 

Determined 

A pilot 

collaboration 

is underway

Implementation

3.2.4 Implementation of onpremises collaborative 

environment to experiment 

and learn.

Baseline 

Determined 

A pilot 

collaboration 

is underway. 

Implementation
 

20

Line of Effort #3 Gain the Edge 

INITIATIVE 3.3: 

Modernize physical workspaces. 

OPR: EIIC/J1

OCR: All Organizations

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

3.3.1 Provide both private and 

collaborative workspaces and 

tools for employees based on 

missions and mandatory 

administrative requirements. 

Baseline 

Determined 

Pilot 

Underway

Implementation

3.3.2 Design of on-premises

collaborative environment to 

experiment and learn. 

Baseline 

Determined 

Pilot 

Underway

Implementation

3.3.3 Engage GSA or other 

Government agency to assist 

with hybrid workplace study, 

including action steps and 

targeted efficiencies. 

Baseline 

Determined 

In Progress Implementation

3.3.4 Provide secure spaces 

and tools to support missions 

and collaboration at different 

levels of classification.

Baseline 

Determined 

Pilot 

Underway

Implementation

Line of Effort #3 Gain the Edge 

INITIATIVE 3.4: 

Enable the Use of Classified Capabilities to Perform the Mission. 

OPR: EIIC/SD

OCR: All Organizations
 

21

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

3.4.1 NextGen Classified 

Mobility Requirements 

Determination.

Baseline 

Determined 

In Progress Implementation

3.4.2 Develop (COAs) for 

NextGen Classified Mobility.

Baseline 

Determined 

In Progress Implementation

3.4.3 Agency-approved COA 

and Resource Allocation for 

NextGen Classified Mobility.

Baseline 

Determined 

In Progress Implementation

3.4.4 Acquisition Plan for 

NextGen Classified Mobility.

Baseline 

Determined 

In Progress Implementation

3.4.5 Contract Award(s) for 

NextGen Classified Mobility.

Baseline 

Determined 

In Progress Implementation

3.4.6 Initial Provision of 

Devices for NextGen Classified 

Mobility.

Baseline 

Determined 

In Progress Implementation
 

22

Line of Effort #4 Recruit the Best 

Become the Best Place to Work

DESCRIPTION: 

“DISA? What’s that?!” you may have been asked once or twice after telling people where you 

work. Let’s face it: Explaining what DISA does, why it’s important, and why it may be an 

excellent career choice to a recent college grad or IT professional from industry who is not 

familiar with Government “geek speak” is not easy. 

As DISA continues to strengthen the work culture, the Agency is investing in key initiatives to 

attract and retain a talent pool skilled in critical thinking and diverse in ideas, backgrounds, 

and technical expertise. To achieve this, DISA is forecasting needed skills through 

succession planning, improving how it markets career opportunities within the Agency, and 

deepening external partnerships with educational institutions and third-party personnel 

services. 

OBJECTIVE: 

Attract and retain top talent to ensure the organization is staffed with skilled and motivated 

individuals. 

OUTCOME: 

A high-performing workforce that contributes to the organization’s growth and success, 

fostering a culture of excellence. 

INITIATIVE 4.1: 

Forecast future talent needs based on changes in mission, technology, and workforce 

trends. 

OPR: J1

OCR: All Organizations
 

23

LOE#4 INITIATIVE TARGETS 

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

4.1.1 Shape the future 

workforce by leveraging DISA’s 

outreach initiatives through 

TECHNET and similar events. 

Employ creative and equitable 

internal and external 

recruitment strategies to 

increase diverse perspectives 

and skillsets. 

Baseline 

Determined 

In Progress Forecasting needed skills 

through succession 

planning to market career 

opportunities.

4.1.2 Shape investment in 

talent acquisition and recruiting 

by strategically planning 

consolidated recruitment efforts 

across the Agency. Each DISA 

organization shall meet with 

Civilian Personnel and OSOTA, 

on a recurring basis, to discuss 

vacancies, future talent 

requirements, and strategize 

talent acquisition efforts to 

meet these needs. Success 

includes recurring meetings 

scheduled with each DISA 

organization, as well as 

consolidated participation–

across the Agency–in various 

talent acquisition activities.

Baseline 

Determined 

In Progress Ongoing and Continuous

4.1.3 Determine how DISA can 

best use funding to incentivize 

new employee onboarding 

and/or retention of new and 

current employees (through 

scholarships, grants, 3 Rs 

(recruitment / retention / 

relocation), etc.). Conduct 

research and create a briefing 

plan documenting this 

determination.

Baseline 

Determined 

In Progress Ongoing and Continuous
 

24

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

4.1.4 Assess return on 

investment from each hiring 

event and outreach endeavor 

through two means: 

1. Capture real-time After-Action

Report metrics regarding 

individuals reached and 

perceived efficacy of each 

event.

2. Build a survey mechanism to 

query each new employee as a 

function of NEO to determine 

how they heard of 

DISA/determine talent 

acquisition ROI.

Baseline 

Determined 

In Progress Ongoing and Continuous

4.1.5 Having a diverse and 

inclusive workforce provides 

strategic and competitive 

advantages for DISA by helping 

to attract and retain top talent, 

improve customer satisfaction, 

foster innovation and creativity, 

and enhance the Agency's 

reputation and performance. 

Ensure diversity is addressed at 

every stage in the talent 

acquisition process. Identify 

gaps and opportunity for 

improvement by capturing and 

assessing key diversity metrics 

(quantitative values that assess 

strategies and actions to 

achieve a more diverse 

workforce). 

Baseline 

Determined 

In Progress Ongoing and Continuous
 

25

Line of Effort #4 Recruit the Best 

INITIATIVE 4.2: 

Elevate the “DISA brand” so it is recognizable and make information about the Agency 

accessible and easy-to-comprehend for academia, college grads, and potential recruits from 

the private sector who don’t “speak military.”

OPR: CoS/J1

OCR: All Organizations

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

4.2.1 Develop

communications campaign 

through multiple mediums to 

attract, retain, and highlight 

DISA’s talented workforce. 

Baseline 

Determined 

In Progress Ongoing and Continuous

4.2.2 Ensure cohesive, 

consistent, and compelling 

messaging across electronic 

media, paper media (slick 

sheets), branding items, and 

mobile displays. Effort 

requires creation/updating 

and implementation of 

Agency-wide branding guides.

Baseline 

Determined 

In Progress Ongoing and Continuous

4.2.3 Build out and publish, 

for Agency-wide consumption, 

an agreed-to joint schedule of 

career fair events as well as 

MPEO-sponsored events, for 

Civilian Personnel and OSOTA 

talent acquisition/recruiting 

attendance. Should be 

published twice each year (for 

fall and spring), with ongoing 

refinements/discussions.

Baseline 

Determined 

In Progress Ongoing and Continuous

4.2.4 Publicize to increase use 

of Outreach Request Form 

Baseline 

Determined 

In Progress Ongoing and Continuous
 

26

Initiative Activities

and Milestones 

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target 

capturing requests from DISA 

entities to attend all types of 

outreach and/or recruiting 

events. From these requests, 

OSOTA, Civilian Personnel, and 

CDO will determine how best 

to support participation across 

the Agency, ensure 

consistency of message, and 

invest proper resources in 

recruiting/outreach. Publicize 

through Dateline, DISA TV, 

emails to XO/OMs, etc.

4.2.5 Research and invest in 

alternative organic and nonorganic (paid) branding of 

DISA career opportunities.

Baseline 

Determined 

In Progress Contract Awarded

4.2.6 Determine current 

culture and create ideal 

culture definition based on 

input from members of the 

workforce, the strategic plan, 

and our mission set, to begin 

creating an ideal culture for 

the Agency.

Baseline 

Determined 

In Progress Ongoing and Continuous

Line of Effort #4 Recruit the Best 

INITIATIVE 4.3: 

Leverage external partnerships and third-party services to gain increased access to diverse, 

trained, and skilled candidate pools. 

OPR: J1

OCR: All Organizations
 

27

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

4.3.1 Establish, implement, 

assess, and maintain 

pipelines of future talent 

through strategic relationships 

with key educational 

institutions, professional and 

veteran organizations to 

develop a skilled workforce to 

support the evolving mission 

of DISA and the Department. 

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.2 Establish, implement, 

assess, and maintain 

pipelines of future talent 

through strategic relationships 

with key educational 

institutions. Negotiate not 

more than 20 Educational 

Partnership Agreements with 

targeted institutions.

Baseline 

Determined

In Progress Education Partnership 

Agreements signed with 

five institutions. 

4.3.3 Attend Career Fairs of 

targeted educational 

institutions after delivering 

DISA Information Sessions 

both in-person and virtually. 

Participate in information 

sharing through guest 

lectures, attend sponsor 

events, and participate in 

special projects. Ensure 

academia and students 

become familiar with the 

Agency’s critical role in the 

Department and the range of 

possible career opportunities 

DISA provides. Building the 

relationship with partner 

institutions involves frequent 

interaction with students and 

academia, and their exposure 

to DISA’s mission, personnel, 

and opportunities.

Baseline 

Determined

In Progress Ongoing and Continuous
 

28

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

4.3.4 Develop and implement 

Student Mentorship Program 

with partner educational 

institutions to cultivate the 

next generation of leaders by 

providing individualized 

mentoring. Survey mentors 

and mentees twice per year 

(every 6 months) to determine 

efficacy of the program and 

mentoring pairing.

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.5 Establish partnership 

with DA IMCOM to bring the 

Skillbridge Program to DISA 

and explore establishing 

DISA’s own Skillbridge 

Program. Begin pilot program 

implementation by bringing 

onboard 5 military members 

into cyber Skillbridge 

positions.

Baseline 

Determined

In Progress Onboarding of five service 

members into positions 

within the Agency. 

4.3.6 Register in the Workforce 

Recruitment Program (WRP) 

talent database as an employer, 

receive allocations, socialize 

program, and implement within 

the agency. Begin pilot program 

implementation by bringing 

onboard 3 members onto DISA 

roles.

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.7 Establish partnerships 

with commercial firms to 

leverage their SkillBridge and 

upskilling programs to gain 

access to a diverse, trained, 

and skilled candidate pool (to 

include veterans and 

candidates in 

underrepresented 

communities). These include 

Microsoft Software and 

Systems Academy (MSSA), 

Baseline 

Determined

In Progress Ongoing and Continuous
 

29

Initiative Activities

and Milestones

FY2023

Baseline

FY2024

Activity 

Target

FY2025

Activity Target

Amazon Webservices (AWS) 

and Amazon Education to 

Workforce Program, and 

CISCO Talent Bridge. Begin 

pilot program implementation 

by socializing these pipelines 

of talent and the availability of 

these employees through the 

HR specialists and hiring 

managers.

4.3.8 Involve DISA employees 

in messaging and marketing 

the Agency.

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.9 Champion a network for 

Military Spouse advertisement 

and hiring.

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.10 Champion DISA hiring 

of active-duty military nearing 

retirement through Agency 

outreach events, including 

veteran-specific career fairs, 

Transition Assistance Program 

(TAP) classes, etc.

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.11 Establish pipelines of 

future talent through strategic 

relationships with key 

professional organizations to 

develop a diverse and highly 

skilled workforce. 

Baseline 

Determined

In Progress Ongoing and Continuous

4.3.12 Establish, implement, 

assess, and maintain various 

partnerships, pathways, and 

pipelines of talent (apart from 

universities, professional, and 

veteran organizations) through 

strategic relationships with 

key entities (e.g. NSA, Service 

Academies, non-profit 

orgs/programs, etc.).

Baseline 

Determined In Progress Ongoing and Continuous
 

30

IMPLEMENTATION ACTION PLAN 

Figure 2- Implementation Action Plan
 

31

IMPLEMENTATION PLAN SUMMATION 

The Workforce 2025 implementation plan is a comprehensive strategy that envisions a DISA 

workforce empowered to meet the challenges of the future head-on. Through its diverse 

outcomes, the plan engenders a long-term commitment to preparedness, ensuring that the 

Agency remains in the vanguard of technological innovation, strategic leadership, and 

operational excellence well into the coming years. 

The plan is designed to yield a series of transformative outcomes that underscore an 

enduring commitment to the readiness and preparation of the DISA workforce. These 

outcomes extend beyond addressing the immediate demands of the present; they extend 

the organization's preparedness well into the future, encompassing 2025 and beyond.
 

32

APPENDIX A: ACRONYMS AWS Amazon Webservices

CDO Chief Diversity Officer

CIO Chief Information Officer

COA Course of Action

COS Chief of Staff

CY Calendar Year

DA IMCOM U.S. Army Installation Management 

Command

DISA Defense Information Systems Agency 

DoD Department of Defense

DPMAP DoD Performance Management and 

Appraisal Program (DPMAP)

EIIC Enterprise Integration and Innovation 

Center

GSA General Services Administration

HR Human Resources

IT Information Technology

J1 Workforce Services & Development 

Directorate

J3/5/7 Operations and Infrastructure Center

JKO Joint Knowledge Courses

JPME Joint Professional Military Education

LOE Line of Effort

MPEO Mission Partner Engagement Office

MSSA Microsoft Software and Systems 

Academy

NDS National Defense Strategy

OD Office of Chief Data Officer

OM Office Manager

OSOTA Office of Strategic Outreach and Talent 

Acquisition

PSD Procurement Services Directorate

SD Services Development Directorate

SME Subject Matter Expert

SOP Standard Operating Procedure

TAP Transition Assistance Program

WF2025 Workforce 2025

WRP Workforce Recruitment Program
 

33

APPENDIX B: REFERENCES 

Reference Link 2022 National Defense Strategy Dateline - 2022-NATIONAL-DEFENSE-STRATEGY-NPRMDR.pdf - All Documents (sharepoint-mil.us)

DISA Branding Hub Welcome to the DISA Branding Hub (sharepoint-mil.us)

DISA Events Page Events (disa.mil)

DISA Managers Portal DISA Managers Portal

DISA Strategic Plan FY2022-2024 Dateline - Strategic Plan FY2022-2024.pdf - All 

Documents (sharepoint-mil.us)

DoD CIO Library DoD CIO Library (defense.gov)

DoD Cyber Workforce Strategy 

Implementation Plan 2023- 2027 

2023-2027 DoD Cyber Workforce Strategy 

Implementation Plan

DoD Instruction 1400.25, Volume 

431, “DOD Civilian Personnel 

Management System: Performance 

Management and Appraisal Program”

DOD Instruction 1400.25, Volume 431, “DOD Civilian 

Personnel Management System: Performance 

Management and Appraisal Program”

DoD Directive8140.01 Cyberspace

Workforce Management DoD Directive8140.01 Cyberspace Workforce 

Management

Outreach Request Form Outreach Request Form (apps.mil)

Performance Management & 

Appraisal Program SOP

Dateline - Performance Management and Appraisal 

Program SOP - April 2022.pdf - All Documents 

(sharepoint-mil.us)

Workforce Training Hub Workforce Development Division (sharepoint-mil.us)