Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Effective talent management of the U.S. defense workforce, particularly civilians and those performing knowledge work, has become an imperative in recent years. In this report, the author synthesizes the results of more than 30 RAND Corporation reports about the U.S. Department of Defense's talent management of knowledge workers, identifying areas for improvement, ways for the department to proactively approach talent management, and opportunities for future research. Insights are organized along four pillars of talent management: build and organize, train and develop, motivate and manage performance, and promote and retain the right talent.

Knowledge workers --- United States. --- Officials and employees.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Planners and policymakers must be able to assess how compensation policy, including pay freezes and unpaid furloughs, affects retention. This study begins to extend the dynamic retention model (DRM), a structural, stochastic, dynamic, discrete-choice model of individual behavior, to federal civil service employment. Models are developed and estimated,using 24 years of data, and then used to simulate the effects of pay freezes and unpaid furloughs. A permanent three-year pay freeze decreases the size of the retained General Service (GS) workforce with at least a baccalaureate degree by 7.3 percent in the steady state. A temporary pay freeze with pay immediately restored has virtually no impact on retention. When pay is restored after ten years, the retained GS workforce falls by 2.8 percent five years after the pay freeze and 3.5 percent ten years after it. An unpaid furlough, similar to the six-day federal furlough in 2013, has no discernible effect on retention. For all subgroups of GS employees for which the model is estimated, the model fit to the actual data is excellent, and all of the model parameter estimates are statistically significant. In future work, the DRM could be extended to provide empirically based simulations of the impact of other policies on retention; to estimate effects on other occupational areas, other pay systems, or specific demographic groups; or to create a "total force" model (military and civilian) of DoD retention dynamics and the effects of compensation on those dynamics.

Employee retention --- United States. --- Officials and employees --- Salaries, etc.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Government employee unions --- State governments --- Officials and employees --- United States.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Outsourcing of commercial activities in the Department of Defense (DoD) occurs within a well-defined legal and policy framework. This framework creates a predisposition toward outsourcing but also imposes an evolving set of exclusions and restrictions. Within this framework, DoD outsourcing has occurred on a relatively modest scale. However, DoD has recently given outsourcing renewed attention, and momentum is building for a potentially significant expansion of outsourcing. If that expansion occurs, DoD civilian personnel managers will benefit from having a greater understanding of how the process affects civil service employees. In this report, the authors review executive and legislative policy related to DoD outsourcing; present results from site visits to Army and Air Force installations where activities have been outsourced recently; and develop models useful for predicting the number of employee displacements likely to result from outsourcing studies. The authors develop recommendations for improving the productivity of the civil service workforce (making it more competitive in outsourcing cost-comparison studies) and making the cost-comparison process fairer to government employees.

Displaced workers --- Privatization --- United States. --- Officials and employees --- Dismissal of.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The Office of the Chancellor for Education and Professional Development in the Department of Defense (DoD) was established in 1998 to help raise the quality of civilian training and professional development to world-class standards. The Chancellor's office is specifically charged with ensuring the quality and productivity of education and professional development activities targeted at DoD civilians. In support of this aim, the Chancellor asked RAND to review existing approaches for assessing academic quality and productivity and to suggest approaches that might be useful for the assessment of the current DoD system of education and professional development. The RAND study team conducted a broad review of the general literature on the assessment of quality and productivity in education and professional development. The team also reviewed the documentation of organizations engaged in such assessment, interviewed experts, attended conferences, and conducted site visits to exemplary organizations. This report synthesizes that information and provides suggestions for approaches that might be useful for DoD.

United States. --- Officials and employees --- Education (Continuing education)