Defense Business Board Finds Faults in DOD Civilian Talent Management
At the request of Department of Defense (DOD) officials, the Defense Business Board (DBB) examined the Pentagon’s civilian workforce. The review found the DOD civilian workforce lags behind the private sector because it does not consider future skills development opportunities and agency demands in recruitment and retention procedures.
The report found three key observations:
Civilian development is not seen as a priority in DOD culture;
Talent data is a strategic asset. The way the DOD approaches lags behind the private sector and is flawed; and,
The organizational structure is not postured to manage talent effectively.
In its review of more than 700,000 people over a 24-week period, the DBB—panel of civilians that advises DOD on issues with a private sector focus—found that talent management falls short of industry standards and that DOD candidates are typically hired without regard to emerging technology requirements and strategies to reskill them.
While the Deputy Assistant Secretary of Defense for civilian personnel policy serves as the Chief Human Capital Officer (CHCO) for civilians, the study asserts that this role lacks the standing in the Pentagon bureaucracy to make real changes—no matter the effort. Historically, civilian talent management and career development are often overshadowed by agency military priorities.
According to DBB's probe, DOD doesn’t have the data approach, organizational structure, and cultural foundation to “take its place as a bastion of STEM development.”
“The DOD must address these issues with coordination, focus, urgency and a sense of priority at all levels,” the Board said in its report. “Some would say, the Department has a ‘capability burning platform,’ and time is running out.”
Through interviews, surveys, and reviews of previous research, the DBB identified areas for improvement. To match the private sector's efficiency in aligning talent with job function, the DBB recommends an increase in civilian employee training opportunities, prioritize collaboration with agency talent management, and modernize workforce planning.
