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DAWDF Management Practices Require Improvement

• The Air Force does not provide guidance about strategic priorities for the acquisition workforce that would help proposers of DAWDF initiatives address the Air Force's most important needs.
• The Air Force does not have formal documentation for its approach to DAWDF management, including for the process used to approve DAWDF proposals. As a result, there is a lack of transparency in how DAWDF proposals are evaluated and approved.
• DAWDF proposals tend not to use appropriate databases or metrics to show the existence of an acquisition workforce problem. DAWDF initiative proposers tend to have difficulty developing measurable objectives and performance metrics. This problem exists with all DAWDF users, not just the Air Force.

DAWDF Management Can Benefit from Insights into Some Industry Practices

• High-impact, relatively low-cost programs exist to recruit and retain talent.
• Social media is gaining importance for workforce management.
• Incentive program effectiveness can be gauged using a variety of approaches.
• A framework that classifies strategies to attract and retain talent based on whether they pertain to individuals or to the organization has value.