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May 2022 DBB Report on DoD Civilian Talent Management

The Defense Business Board (DBB) has issued a new report of interest entitled “DBB FY22-03 Strengthening Defense Department Civilian Talent Management”. This independent report examined and provided…

May 2022 DBB Report on DoD Civilian Talent Management

May 2022 DBB Report on DoD Civilian Talent Management
Bill Kobren
The Defense Business Board (DBB) has issued a new report of interest entitled “DBB FY22-03 Strengthening Defense Department Civilian Talent Management”. This independent report examined and provided recommendations to specific approaches and actions to improve talent management in the DOD civilian workforce. According to the report, “...currently DoD hires talent to fill short-term vacancies with little regard to future technology needs or a strategy to upskill or re-skill as needed. This needs to change for DoD to keep pace with changing technology and compete for and attract the best talent.” The report went on to offer three key recommendations:
  1. “Transform civilian culture to prioritize talent management.
  2. Prioritize and elevate Talent Management within the organization
  3. Modernize the Department’s workforce planning and data.”

As a sidenote, the workforce professional development initiatives underway at DAU were cited as an exemplar in the report, which read in part “…the acquisition community’s Defense Acquisition University (DAU) is one bright spot and may be a model to turn to, at least from a training perspective. DAU offers a wide range of online classes and continuous learning modules across a suite of disciplines (e.g., program management, finance, contracting, logistics), with training plans and career models to identify which classes lead down a path to certification – and positions at a higher grade. Through DAU’s online portal, a DCMA auditor and a Navy systems engineer can be engaged in a course about agile software development from two duty stations across the country at the same time. This scenario is not possible for every functional community. However, by centralizing offerings and eliminating career program silos for the same sets of skills wherever possible, DoD could help supervisors be more effective talent developers – and view themselves that way as well.”