This study advances understanding of gender pay gaps by examining organizational variation. The gender pay gap literature supplies mechanisms but does not attend to organizational variation; the ge...

https://www.journals.uchicago.edu/doi/pdf/10.1086/705514

Gender Pay Gaps in U.S. Federal Science Agencies: An Organizational Approach1

: The Director, Total Force Planning and Requirements, Office of the Under Secretary of Defense, Personnel and Readiness (OUSD[P and R]), asked the RAND Corporation to undertake a study titled Facilitating Military-to-Civilian Conversions The objective of this research project was to identify the primary impediments to converting military positions to government civilian positions and to recommend changes to statutes, policies, and/or business practices that would facilitate these conversions The project also examined past experiences with converting military positions and the research literature to identify lessons that could be used to inform future efforts The RAND team identified a number of opportunities for improving both policies and business practices in order to facilitate military-to-civilian conversions and motivate greater use of this force management tool, should that be the departments goal This research should be of interest to Department of Defense personnel involved with manpower planning, civilianization, and managing the trade-offs between military and civilian personnel It should also be of interest to the makers of laws and policies that govern performance of work by military service members, civilian personnel, and contractors The research was sponsored by OUSD(P and R) and conducted within the Forces and Resources Policy Center of the RAND National Defense Research Institute,a federally funded research and development center sponsored by the Office of the Secretary of Defense, the Joint Staff, the United Combatant Commands, the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community

/pdf/u-s-department-of-defense-experiences-with-substituting-3eimpeoiic.pdf

U.S. Department of Defense Experiences with Substituting Government Employees for Military Personnel: Challenges and Opportunities

: To meet the challenges of the cyberspace era including the rapid rate of change in technology, the growing cyber threat, and the need to integrate cyber operations with operations in other warfighting domains the U.S. Air Force (USAF) must find effective ways to organize, train, and equip its cyber forces. Progress on these issues has been made over the past decade and continues with the maturation of United States Cyber Command. However, the criticality of cyber missions has led USAF to seek further improvements. As such, USAF asked RAND Project AIR FORCE (PAF) to assist in identifying improved approaches to cyber organizational and workforce issues. Specifically, this report describes our efforts to identify successful processes and practices from the commercial sector that might be applicable to USAF. To identify successful commercial practices, we took a twofold approach a wide-ranging literature review and interviews with a carefully crafted set of commercial organizations, selected for their similarities to USAF and for their reputations of cyber excellence. Companies were identified to be similar to USAF in size, cyber functions performed, exposure to cyber threats, and operational environment. We found strong parallels in the commercial sector for Department of Defense information network operations (DoDIN Ops) and defensive cyber operations (DCO). Although none of the companies we interviewed were as large as USAF or required to function in deployed and contested operating environments, the commercial practices we describe might provide effectiveness and efficiency gains and, at the very least, are informative for USAF.

/pdf/cyber-practices-what-can-the-u-s-air-force-learn-from-the-230mlzlhoa.pdf

Cyber Practices: What Can the U.S. Air Force Learn from the Commercial Sector?

Abstract : Under 10 U.S.C. 115b (National Defense Authorization Act Fiscal Year 2010, Section 1108), the Office of the Under Secretary of Defense for Personnel and Readiness has responsibility for developing and implementing the U.S. Department of Defense's (DoD's) strategic workforce plan, in consultation with the Office of the Under Secretary of Defense for Acquisition, Technology, and Logistics. In keeping with the legislative requirements, DoD seeks to accelerate improvements to the department s workforce data, forecasting methods, tools, and analysis to develop a comprehensive, measurable planning process that drives strategic human capital management decisions within the Total Force construct. To achieve this aim, DoD needs to improve upon the tools available to analyze the civilian workforce DoD-wide and develop the data resources and capacity to engage in total workforce analysis. Workforce planning can be defined as having the right number of people with the right set of skills and competencies in the right job at the right time (Vernez et al., 2007). The basic goal is to close any gaps between the human resources an organization needs to carry out its mission (demand) and the human resources it has (supply). Effective workforce planning not only aids organizations in using resources effectively and ensuring that the organization has the staff needed to accomplish its objectives; it also can help organizations identify and mitigate workforce risks.

Options for Department of Defense Total Workforce Supply and Demand Analysis

: The defense acquisition workforce (AW) comprises military personnel, civilian employees of the Department of Defense (DoD), and contractors who perform functions that are related to the acquisition of goods and services for DoD. In 2006, the RAND National Defense Research Institute began a collaboration with DoD to develop data-based tools to support analysis of the organic defense AW, which includes military and DoD civilians, but not contractors. In response to the Defense Acquisition Workforce Improvement Act (DAWIA) of 1990, DoD has been tracking and reporting on the AW since 1992. The AW is responsible for planning, design, development, testing, contracting, production, introduction, acquisition logistics support, and disposal of systems, equipment, facilities, supplies, or services that are intended for use in, or support of, military missions. A key role of the AW is to oversee the acquisition process. Military and DoD civilian personnel who fulfill one or more of these roles are flagged as being part of the AW. Members of the AW can be found in many different organizations across DoD.

/pdf/retention-and-promotion-of-high-quality-civil-service-3gjt46kmcg.pdf

Retention and Promotion of High-Quality Civil Service Workers in the Department of Defense Acquisition Workforce

The U.S. Department of Defense (DoD) Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) is an effort to reengineer the civilian personnel system to meet the needs of the acquisition workforce and to facilitate the fulfillment of the DoD acquisition mission. Congress required independent assessment of the program against 12 criteria by September 30, 2012. This report is that legislatively mandated assessment.

/pdf/an-assessment-of-the-civilian-acquisition-workforce-3w4hb49p41.pdf

An Assessment of the Civilian Acquisition Workforce Personnel Demonstration Project

: In fiscal year (FY) 2012, the Air Force Materiel Command (AFMC) reorganized from a 12-center construct to a 5-center construct. The reorganization was driven by Department of Defense (DoD) mandated cuts in civilian manpower levels to respond to the Budget Control Act of 2011 (Public Law 112-25) and was one part of much larger Air Force budget cuts. AFMC restructured its organization more around missions than locations and trimmed staff and overhead administrative positions rather than line positions. In FY 2012, Congress required a review of the reorganization and recommendations for alternative organizational structures, focused on the effects of the reorganization on life-cycle management of weapon systems. A response was completed and submitted in 2012. Subsequently, Congress raised additional concerns about the reorganization in Section 2814 of the FY 2013 National Defense Authorization Act (NDAA) (Public Law 112-339), which is reproduced in full in the appendix. The purpose of this report is to present an assessment of the FY 2012 reorganization of AFMC to respond to the congressional reporting requirements in Section 2814 of the FY 2013 NDAA. This report assesses the following five elements: (1) the effectiveness and efficiency of the reorganization; (2) the extent to which synergies due to collocation among developmental test and evaluation (DTE (3) the reorganization's impact on other commands' ability to meet their responsibilities for operational test and evaluation (OTE (4) whether the reorganization is in adherence with 10 U.S. Code Section 2687; and (5) the extent to which the Air Force coordinated the reorganization with the Office of the Secretary of Defense (OSD), and if any concerns raised by OSD were addressed.

/pdf/assessment-of-the-air-force-materiel-command-reorganization-1n80vte06a.pdf

Assessment of the Air Force Materiel Command Reorganization: Report for Congress

: The Defense Acquisition Workforce Development Fund (DAWDF) was established in 2008 to provide funds for the recruitment, training, and retention of acquisition personnel. The fund, which is financed by a combination of direct appropriations and funds provided by military departments and defense agencies, is meant to pay for initiatives in three major categories: recruit and hire new acquisition personnel, train and develop members of the existing workforce, and retain and recognize highly skilled personnel. Since the funds establishment, the U.S. Air Force has contributed more than $600 million to DAWDF and received more than $451 million for various initiatives. The Air Forces Director of Acquisition Career Management (DACM),who is in the Office of the Assistant Secretary of the Air Force for Acquisition, Air Force Acquisition Career Management [SAF/AQH]), is responsible for managing the Air Forces share of the money. In recent years, resources available to the Air Force through DAWDF have been sufficient to pay for all proposals received by the DACM, so there has been little need to develop a formal process to prioritize them. Recognizing that this will not always be the case, the DACM asked the RAND Corporation to help explore ways to ensure that the funds are used effectively. To do this, we examined legislation, regulations, and other documents related to the fund; interviewed acquisition workforce subject-matter experts and users of DAWDF money in headquarters organizations, major commands (MAJCOM), and centers; analyzed acquisition workforce databases; and interviewed managers in 21 companies that have been recognized by Fortune magazine as being among the 100 Best Companies to Work For. Our findings and recommendations can be summarized in four categories: DAWDF management processes, evidence-based justification and metrics, lessons from industry, and a proposed evaluation framework.

/pdf/air-force-management-of-the-defense-acquisition-workforce-33c05ase94.pdf

Air Force Management of the Defense Acquisition Workforce Development Fund: Opportunities for Improvement

Abstract : The Defense Acquisition Workforce Development Fund (DAWDF) was established in 2008 to provide funds for the recruitment, training, and retention of acquisition personnel. The fund, which is financed by a combination of direct appropriations and funds provided by military departments and defense agencies, is meant to pay for initiatives in three major categories: recruit and hire new acquisition personnel, train and develop members of the existing workforce, and retain and recognize highly skilled personnel. Since the funds establishment, the U.S. Air Force has contributed more than $600 million to DAWDF and received more than $451 million for various initiatives. The Air Forces Director of Acquisition Career Management (DACM),who is in the Office of the Assistant Secretary of the Air Force for Acquisition, Air Force Acquisition Career Management [SAF/AQH]), is responsible for managing the Air Forces share of the money. In recent years, resources available to the Air Force through DAWDF have been sufficient to pay for all proposals received by the DACM, so there has been little need to develop a formal process to prioritize them. Recognizing that this will not always be the case, the DACM asked the RAND Corporation to help explore ways to ensure that the funds are used effectively. To do this, we examined legislation, regulations, and other documents related to the fund; interviewed acquisition workforce subject-matter experts and users of DAWDF money in headquarters organizations, major commands (MAJCOM), and centers; analyzed acquisition workforce databases; and interviewed managers in 21 companies that have been recognized by Fortune magazine as being among the 100 Best Companies to Work For. Our findings and recommendations can be summarized in four categories: DAWDF management processes, evidence-based justification and metrics, lessons from industry, and a proposed evaluation framework.

Air Force Management of the Defense Acquisition Workforce Development Fund

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An Assessment of the Civilian Acquisition Workforce Personnel Demonstration Project

Assessment of the Air Force Materiel Command Reorganization: Report for Congress

Air Force Management of the Defense Acquisition Workforce Development Fund: Opportunities for Improvement

Air Force Management of the Defense Acquisition Workforce Development Fund