Social factors impacting recruitment and retention of the civilian acquisition workforce

This thesis looks at the recruitment and retention challenge facing the DoD's civilian acquisition workforce in light of the demographic gap caused by years of downsizing. It provides a qualitative assessment of the adequacy of existing recruitment and retention tools in light of the generational differences between current policy makers (Baby Boomers) and needed younger employees (Generation-X). Key generational characteristics are compared and assessed in relation to workforce recruitment and retention tools. The research indicates that although a generation gap exists it is not so large that bridges cannot be built. Personnel tools can be modified or created to enable culture change so that Generation-X values are embraced in the workplace. Of the existing tools, flextime; lateral movement and education opportunities; and the demo project appear most promising since they offer individual flexibility and empowerment. Among other things, this thesis recommends to increase internships; advertise career broadening and lateral movement opportunities; and centralize all job opportunities to a single site open to all interested applicants. These adjustments will help the DoD address its recruitment and retention goals.http://archive.org/details/socialfactorsimp109455890Civilian, United States ArmyApproved for public release; distribution is unlimited