Workforce Planning in the Intelligence Community

Workforce Planning in the Intelligence Community: A Retrospective

CHARLES NEMFAKOS
BERNARD D. ROSTKER
RAYMOND E. CONLEY
STEPHANIE YOUNG
WILLIAM A. WILLIAMS
JEFFREY ENGSTROM
BARBARA BICKSLER
SARA BETH ELSON
JOSEPH JENKINS
LIANNE KENNEDY-BOUDALI
DONALD TEMPLE
Copyright Date: 2013
Published by: RAND Corporation
Pages: 90
https://www.jstor.org/stable/10.7249/j.ctt5hhvdj
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  • Book Info
    Workforce Planning in the Intelligence Community
    Book Description:

    This report chronicles intelligence community efforts over more than half a decade to improve community-wide workforce planning and management. As decisionmakers look ahead to an era of constrained budgets, they must avoid repeating earlier workforce planning mistakes because the consequences of such mistakes can be long lasting. The tools described will help decisionmakers maintain workforce capabilities as budgets decline.

    eISBN: 978-0-8330-8327-2
    Subjects: Political Science, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-ii)
  2. Preface
    (pp. iii-iv)
  3. Table of Contents
    (pp. v-vi)
  4. Figures
    (pp. vii-viii)
  5. Tables
    (pp. ix-x)
  6. Acknowledgments
    (pp. xi-xii)
  7. Abbreviations
    (pp. xiii-xiv)
  8. CHAPTER ONE Introduction
    (pp. 1-2)

    Soon after the events of September 11, 2001, the intelligence community began a decade-long effort to reconstitute a workforce that was downsized considerably following the end of the Cold War, resulting in a loss not only of personnel but also of critical capability. Early efforts to rebuild this workforce focused primarily on getting more people on board to respond to growing near-term demands related to the terrorist threat, but these early efforts were haphazard and disconnected. Although the workforce was growing in numbers, there was insufficient visibility into characteristics of the workforce that shape long-term capability, such as the experience...

  9. CHAPTER TWO Intelligence Community Reform and Workforce Planning
    (pp. 3-12)

    Major intelligence reform after the turn of the century was motivated by a variety of factors: the events of September 11, 2001, and subsequent changes in intelligence priorities; perceived intelligence shortcomings in the lead up to the 2003 Iraq war; and findings of the 9/11 Commission in 2004.¹ These reforms focused on rebuilding and restructuring the intelligence community into a flexible and adaptive organization. The need for greater information sharing among federal, state, and local organizations also took on new emphasis. A central component of this reform was to rebuild the intelligence workforce in order to meet near-term demands associated...

  10. CHAPTER THREE Strategic Workforce Planning
    (pp. 13-18)

    The essence of workforce planning is ensuring that the right people with the right skills are in the right place at the right time to meet an organization’s goals. Workforce planning is a systematic process of identifying, acquiring, developing, and retaining employees to meet the needs of an organization.¹ The “strategic” element denotes the integration between workforce planning and an organization’s strategic plan—its mission, goals, and objectives—thus aligning organizational priorities with the budget and human resources necessary to accomplish them. In short, it draws attention to the “people factor.”

    The benefits of workforce planning are many. It provides...

  11. CHAPTER FOUR Understanding Supply
    (pp. 19-32)

    The previous chapter laid out a five-step process for workforce planning. This chapter focuses on the supply component of workforce planning, part of the second step in that process. The intelligence workforce consists of civilian, contractor, and military personnel. Tools that not only account for the size of these components but also aid in establishing an appropriate balance among them provide value to senior leaders. In this chapter, we offer an overview of workforce planning tools used by the CHCO to improve understanding of the community workforce. It covers the Civilian Employment Plan; the Joint Duty Program, a tool to...

  12. CHAPTER FIVE Forecasting Demand
    (pp. 33-44)

    The previous chapter described the supply component of workforce planning as it pertains to the various components of the intelligence community workforce. Another major element of strategic workforce planning, as established in Chapter Three, is forecasting future demand for personnel. Forecasting demand is often a more challenging aspect of workforce planning because it requires organizations to look into the future and determine how changes in missions and organizational priorities might require adjustments in personnel. Various tools are available to aid in forecasting demand, not all of which are applicable to every element of the intelligence community. This chapter examines three...

  13. CHAPTER SIX Looking Ahead: Considerations and Guideposts
    (pp. 45-50)

    The intelligence community, along with other national security organizations, faces an era of declining budgets as the rising federal budget deficit puts pressure on departmental resources across the government. But unlike during the period following the end of the Cold War, when budgets fell and threats subsided, the United States continues to face a world filled with highly dynamic security challenges. Global interests and interdependencies have broadened and deepened, creating complexities that require planning agility. And relatively small actors, even individuals, can create economic disruption and significant national security consequences.

    In September 2001, the United States found itself unprepared in...

  14. APPENDIX An Analysis of Department of Defense Military Intelligence Personnel
    (pp. 51-72)
  15. Bibliography
    (pp. 73-76)