Download eBook for Free

FormatFile SizeNotes
PDF file 0.9 MB

Use Adobe Acrobat Reader version 10 or higher for the best experience.


Purchase Print Copy

 Format Price
Add to Cart Paperback90 pages $20.00

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?

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.

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 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.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit

RAND 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.