People are the heart and soul of any organization, so executing an effective human capital plan is critical to achieving the mission. Federal managers must actively focus on putting the right people in the right positions at the right time to deliver superior acquisition outcomes for the agency. No "silver bullet" exists for building and maintaining a complement of talented individuals to meet the challenges of a dynamic acquisition environment. It demands a comprehensive approach to address the many factors that affect an agency's ability to attract, develop and retain talent.

Job announcements and position descriptions need to characterize federal acquisition work as an appealing opportunity to serve a higher cause while enhancing career prospects. Communications and outreach must reach candidates with needed qualifications and competencies. Intern programs, job rotations, career exchanges, education, training and other programs build competencies, broaden perspectives and increase job satisfaction. Structured guidance and documented processes for defining objectives, making job assignments, allocating workload, establishing individual development plans, delivering feedback, mentoring and evaluation contribute to healthier relationships between managers and team members. Standardized workflows, operating processes, templates and access to other robust knowledge resources take the guesswork out of day-to-day tasks, increasing efficiency, effectiveness, job satisfaction and retention.

Recruitment, training and development efforts don't stop with the first day of work. A plan that truly aligns with mission objectives and stakeholder values anticipates the changing nature of the organization and builds in the flexibility to adapt to the changes. Consistent monitoring, effective evaluation and appropriate knowledge management strategies continuous improvement in the acquisition workforce.