DCMA C ONTRACT W ORKFORCE R ECRUITMENT, D EVELOPMENT & R ETENTION S TRATEGIES / I NITIATIVES Presented by: DCMA Human Capital Recruitment Division 6 August 2014

Recruiting Strategy  Factors  Number of position authorizations  Current on board  Attrition rates / trends  Anticipated vacancies (i.e. retirement eligible)  Capability of recruitment ‘store front’ operations to attract candidates  High turnover areas  Hard to fill positions  Available incentives  Opportunities for career path development  Diversity goals 2  Assumptions  No growth over the Five Year Defense Execution Plan (FYDEP); planning for current authorizations only  Attrition rates / trends continue  Initial up tick in anticipated vacancies due to retirement eligible in 2014; normalizes in 2015 and beyond  Budget for recruitment ‘store front’ operations to attract candidates remains limited  Availability of funds for incentives will continue to depend on hire lag  Availability of Defense Acquisition Workforce Development Fund (DAWDF) Section 852 funding for recruitment of new Keystones / Journeymen will end after FY15  Communication / Marketing Techniques  Policy / supervisory guides  Weekly Workload and Resources (WAR) Room meetings  Field Support Center End-to-End (E2E) process  DCMA Careers (public website) & social media  Recruiting handouts (Keystone / Functional-specific)  Campus visits / hiring expos  Approach  Workforce Planning Tool (WPT) (starting 3 Nov 14)  Collaboration with professional organizations, institutions of higher learning and other government agencies  Agency branding and promotion  Incentives and career path programs  Benefits  Balanced, continuous cycle recruitment  Targeted recruitment & enhanced candidate pool  More efficient process with future WPT  Risks  Funding shortfalls  Competition

Retention Strategy  Factors  Budget for monetary incentives  Opportunities to improve employee work-life balance (i.e. telework, authorized time for fitness)  Opportunities to recognize / reward performance  Identify key / critical positions  Survey data (annual employee satisfaction; pre-post separation indicating reason(s) why employees left) 3  Assumptions  Reliability of survey data may be limited due to voluntary participation  No growth for budget over the FYDEP  Ability to offer incentives and performance awards primarily relies on hiring lag for funding  Communication / Marketing Techniques  Policy  Tasking Memos to target audience and assigned chain- of-command  DCMA Communicator / Express to announce opportunities / incentives  DCMA Careers website  Approach  Retention incentives for current employees  Tuition Assistance  Flexible work schedules / telework  Authorized time for fitness  Work / Life Programs  Performance awards (monetary / time off / citation)  Developmental training & rotations  Benefits  Retention of corporate knowledge  Cost savings vs. recruitment  Employee work-life balance and job satisfaction  Risks  Funding shortfalls  Ability to retain personnel upon completion of training/rotations (i.e. increased qualifications allow individuals to seek higher grades externally)

Summary Recruiting Recruit entry-level, develop, and promote from within Use incentives as funding is available Improve processes and data capture via Workforce Planning Tool Workforce Development Continue robust internal training programs for Contract Specialist Increase opportunities for leadership / management training and development Retention Continue to use awards program to recognize high performers Promote work / life programs Leverage succession planning to provide career path growth where possible 4