G2TT
来源类型Research Reports
规范类型报告
DOIhttps://doi.org/10.7249/RR1486
ISBN9780833094209
来源IDRR-1486-AF
Air Force Management of the Defense Acquisition Workforce Development Fund: Opportunities for Improvement
John A. Ausink; Lisa M. Harrington; Laura Werber; William A. Williams; John E. Boon; Jr.; Michael H. Powell
发表日期2016
出版年2016
页码106
语种英语
结论

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.
摘要
  • The Air Force DACM should formalize and document all processes related to DAWDF management, especially those related to the initiative approval process.
  • When interacting with individuals and organizations that are proposing initiatives for DAWDF funding, the Air Force DACM should stress the importance of the use of appropriate levels of data for justifying the initiatives and assist with the development of valid metrics for monitoring their performance.
  • The Air Force should use a more formal process, such as the framework suggested by RAND, to prioritize and approve DAWDF initiatives.
主题Civilian Military Workforce ; Military Acquisition and Procurement ; Military Personnel Retention ; United States Air Force ; Workforce Management
URLhttps://www.rand.org/pubs/research_reports/RR1486.html
来源智库RAND Corporation (United States)
引用统计
资源类型智库出版物
条目标识符http://119.78.100.153/handle/2XGU8XDN/108383
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John A. Ausink,Lisa M. Harrington,Laura Werber,et al. Air Force Management of the Defense Acquisition Workforce Development Fund: Opportunities for Improvement. 2016.
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