Download

Download eBook for Free

FormatFile SizeNotes
PDF file 0.9 MB

Use Adobe Acrobat Reader version 7.0 or higher for the best experience.

Purchase

Purchase Print Copy

 FormatList Price Price
Add to Cart Paperback90 pages $20.00 $16.00 20% Web Discount

Research Questions

  1. What motivated the intelligence community's strategic workforce planning efforts following September 11, 2001?
  2. What tools did the intelligence community use to improve community-wide strategic workforce planning in the post-9/11 era?
  3. What lessons can be learned from an era of workforce rebuilding that can inform resource decisions today?

Abstract

The U.S. intelligence community has a continuing and important role to play in providing the best intelligence and analytic insight possible to aid the nation's leaders in making decisions and taking action. Executing this role will require unprecedented collaboration and information sharing. The personnel throughout the intelligence agencies are essential to accomplishing these tasks. The intelligence community has made significant progress during the past decade in rebuilding its workforce and developing capabilities lost during the 1990s. As decisionmakers look ahead to a future most certainly defined by constrained budgets, it will be important to avoid repeating the post–Cold War drawdown experience and losing capability in a similar way because the consequences of such actions can be long lasting.

This report chronicles intelligence community efforts over more than half a decade to improve community-wide workforce planning and management. It describes workforce planning tools that will help decisionmakers maintain a workforce capable of meeting the challenges that lie ahead, even as budgets decline. In addition, the community's collective efforts to take a more strategic approach to workforce planning point to a number of important considerations that serve as guideposts for the future: (1) rebuilding lost capability takes time, (2) resource flexibility is needed, (3) risk is an essential element in workforce planning, (4) systematic planning shores up requirements, and (5) the supply of military personnel is likely to decline. These lessons learned through an era of workforce rebuilding can inform resource decisions today and in the years to come.

Key Findings

The Intelligence Community Continues to Progress in Workforce Planning

  • The chief human capital officer in the Office of the Director of National Intelligence made considerable headway in the past half decade in identifying community-wide workforce issues and identifying tools to facilitate more-effective workforce planning in the future.
  • The intelligence community must continue to build and sustain its workforce, even as resources decline, making wise and effective decisions on how to prioritize investments.
  • The elements of the intelligence community should continue to use the workforce planning tools described in this report in order to maintain a workforce capable of meeting the challenges that lie ahead.

Table of Contents

  • Chapter One

    Introduction

  • Chapter Two

    Intelligence Community Reform and Workforce Planning

  • Chapter Three

    Strategic Workforce Planning

  • Chapter Four

    Understanding Supply

  • Chapter Five

    Forecasting Demand

  • Chapter Six

    Looking Ahead: Considerations and Guideposts

  • Appendix

    An Analysis of Department of Defense Military Intelligence Personnel

The research described in this report was prepared for the Office of the Director of National Intelligence. The research was conducted within 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 Unified Combatant Commands, the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community.

This report is part of the RAND Corporation research report series. RAND reports present research findings and objective analysis that address the challenges facing the public and private sectors. All RAND reports undergo rigorous peer review to ensure high standards for research quality and objectivity.

Permission is given to duplicate this electronic document for personal use only, as long as it is unaltered and complete. Copies may not be duplicated for commercial purposes. Unauthorized posting of RAND PDFs to a non-RAND Web site is prohibited. RAND PDFs are protected under copyright law. For information on reprint and linking permissions, please visit the RAND Permissions page.

The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.