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.

Subjects: Civil service; Personnel management; Employee retention; United States; Recruitment; Retention; Civilian; Acquisition workforce; Generation-X; Baby Boomer; Demographic