While the IC’s research organization looks into adding security to cloud environments, in the here and now, intelligence agencies are sharing more data.
Create a whole new work environment. That’s a chief takeaway from the new analysis of federal IT skills released by the Office of Personnel Management and the CIO Council.
“Traditional methods will no longer necessarily apply in recruitment and retention,” the report notes. “More nontraditional arrangements may be needed; examples include the use of flexible work schedules and the use of incentives, such as student-loan repayment and recruitment/retention bonuses.”
The issue of finding and keeping the right tech team resonates with Avi Bender’s view of the federal technology workforce. As the enterprise architecture director at the Internal Revenue Service, he’s heavily involved in cross-collaboration projects and recasting the IT infrastructure at IRS to support service-oriented applications.
“How do we identify the ‘A Team’ and make sure we find the right people with the right skills to do these jobs?” asks Bender, who spoke at a recent AFCEA briefing. He says as a government manager he has no immediate answer to that question.
In this latest assessment, the CIO Council and OPM detail findings based on survey responses from 40 percent of the federal IT workforce, or nearly 32,000 employees. OPM took the snapshot of competencies in late 2006 and then compared it against skill demands in 2007. (The analysis also takes into account data gathered in 2004 and 2005.)
The report team makes 13 recommendations on how agencies can bridge skill gaps in IT jobs: