The Department of the Air Force (DAF) manages the acquisition workforce as a whole in the U.S. Space Force (USSF) and the U.S. Air Force (USAF). The authors assess whether the DAF's current acquisition workforce management and development structures can meet the needs of both services. They pinpoint potential misalignments and make recommendations to address them.

Can a DAF-Wide Approach to Talent Management Meet the Needs of the USSF and USAF Acquisition Workforce?

Kirsten M. Keller, Laurinda L. Rohn, Lawrence M. Hanser, Brady M. Cillo, Ginger Groeber, Devon Hill, Megan McKernan, Isabelle Winston

ResearchPublished Jul 31, 2024

The Department of the Air Force (DAF) uses a DAF-wide approach to manage the acquisition workforce in both the U.S. Space Force (USSF) and the U.S. Air Force (USAF). However, the types of acquisition programs executed in the USSF differ in a number of ways from those in the USAF, potentially requiring different sets of knowledge, skills, and experiences. The USSF is also developing its own distinct culture and approach to talent management, which could influence the effectiveness of the DAF-wide approach.

The authors examine whether the DAF's current acquisition workforce management and development structures can continue to satisfy the requirements of both services. Using these findings, the authors provide both programmatic and structural options that could help address identified needs; in many cases, the options may benefit both the USSF and USAF, given the similarity in desired characteristics.

Key Findings

The USAF has roughly two-and-a-half times as many acquisition officers as the USSF

  • Despite officer totals overall, less than 10 percent of USAF officers are in the acquisition workforce, while almost half of USSF officers belong to its acquisition workforce.
  • Civilians are considered DAF employees regardless of whether they work in the USSF or the USAF.

The Defense Acquisition Workforce Improvement Act establishes the current management and development structures for the acquisition workforce

  • This Act dictates education, training, and experience requirements for military and civilian acquisition personnel.

The DAF-wide approach works well for foundational acquisition skills but may not fully align with emerging USSF talent management initiatives

  • Stakeholders identified foundational acquisition skills as similar across the USSF and the USAF.
  • USSF stakeholders identified additional important characteristics for their acquisition workforce, such as space-specific domain knowledge and expertise, experience with space system spending profiles, knowledge and skills to acquire systems more rapidly, and operational experience; with some exceptions, USAF stakeholders identified the same characteristics as important to their acquisition workforce.
  • The DAF-wide approach was viewed as working well for foundational acquisition skills. However, some raised concerns about whether USSF needs would receive sufficient attention, given its smaller size and whether the DAF-wide approach would work with emerging USSF talent management initiatives.
  • Existing capability and/or capacity can address many of the characteristics identified as important for the USSF acquisition workforce, but modifications or additions may be required to better address other needs.

Recommendations

  • Consider programmatic options to address identified USSF workforce needs, such as adding space-specific credentials and courses, education in risk management, and programs for gaining operational and industry experience.
  • Review implementation considerations associated with each option, such as the potential impact of pulling too many individuals from primary duties for additional training or industry experience, which may be more acutely felt in a smaller force.
  • Assess trade-offs associated with structural changes, such as increased staffing and budget and duplication of certain functions.
  • Continue to monitor key workforce trends, such as civilian recruiting, retention, and retirement trends, as USSF talent management approaches evolve.
  • Improve routine and strategic communication on workforce needs across the DAF, including leaders, talent management stakeholders, and guardians and airmen.
  • Reassess the effectiveness of a DAF-wide structure in future years.

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Document Details

  • Copyright: RAND Corporation
  • Availability: Available
  • Year: 2024
  • Print Format: Paperback
  • Paperback Pages: 106
  • Paperback Price: $47.00
  • Paperback ISBN/EAN: 1-9774-1365-X
  • DOI: https://doi.org/10.7249/RRA2327-1
  • Document Number: RR-A2327-1

Citation

RAND Style Manual

Keller, Kirsten M., Laurinda L. Rohn, Lawrence M. Hanser, Brady M. Cillo, Ginger Groeber, Devon Hill, Megan McKernan, and Isabelle Winston, Can a DAF-Wide Approach to Talent Management Meet the Needs of the USSF and USAF Acquisition Workforce? RAND Corporation, RR-A2327-1, 2024. As of April 8, 2025: https://www.rand.org/pubs/research_reports/RRA2327-1.html

Chicago Manual of Style

Keller, Kirsten M., Laurinda L. Rohn, Lawrence M. Hanser, Brady M. Cillo, Ginger Groeber, Devon Hill, Megan McKernan, and Isabelle Winston, Can a DAF-Wide Approach to Talent Management Meet the Needs of the USSF and USAF Acquisition Workforce? Santa Monica, CA: RAND Corporation, 2024. https://www.rand.org/pubs/research_reports/RRA2327-1.html. Also available in print form.
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Research conducted by

The work reported here was commissioned by Yvette Weber, Associate Deputy Assistant Secretary, Science, Technology & Engineering; Office of the Assistant Secretary of the Air Force for Acquisition, Technology, and Logistics (SAF/AQ) and Brian Shannon, Director, Integration, Office of the Assistant Secretary of the Air Force for Space Acquisition and Integration (SAF/SQ) and conducted within the Workforce, Development, and Health Program of RAND Project AIR FORCE.

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