Written by: Shauna Weatherly, President of FedSubK, SME Advisor to GovPort
The skills gap in the federal acquisition workforce is a growing concern, posing significant challenges that demand long-term solutions. With many seasoned acquisition professionals who are nearing retirement age, the industry faces an urgent need to address the knowledge and skills gaps among the next generation of workers. To remain effective, organizations must confront these challenges head-on.
Let’s explore the root causes of this skills gap in federal acquisition and examine strategies to bridge it.
So, what are the key areas where acquisition professionals fall short? Based on feedback from industry expert Shauna Weatherly of Federal Subcontract Solutions (FedSubK), these are the major areas causing setbacks:
Less rigorous training
Over the years, the government has changed the qualifications needed for hiring acquisition professionals. As Weatherly put it, “We are seeing an overall reduction in the upfront requirements,” later noting that some intensive learning courses are also “less impactful” than they once were.
The cause for this could be that many trainings have shifted away from traditional, in-person classes toward more flexible, online models with a singular project focus. While this has made learning more accessible, it has also led to gaps in critical skills, such as problem-solving and learning how similar situations are addressed and overcome across agencies.
The result is that many people entering the field lack the benefit of talking with their peers with hands-on experiences or a right-sized or right-focused kind of formal training to handle the real-world challenges they face.
Soft skills deficiencies
While technical knowledge is essential in this line of work, soft skills like problem-solving, critical thinking, communication, and emotional intelligence can often go overlooked. These skills are necessary for professionals to handle problems that require out-of-the-box thinking.
For instance, when the FAR doesn’t provide explicit guidance, acquisition professionals must use critical thinking to interpret regulations and find creative solutions.
Agency turnover
High turnover among contract specialists, contracting officers, and procurement analysts has contributed to the skills gap. As experienced professionals move up the ranks or between agencies, new staff often lack the depth of knowledge needed to manage contracts effectively.
Rarely does a contracting officer oversee an entire contract from cradle to grave. This turnover disrupts continuity, leading to gaps in expertise, slowing down processes, and creating challenge s n maintaining consistent standards across contracts. It also creates difficulties in documenting contract performance, challenges, and lessons learned, as well as writing requirements and streamlining the process of future acquisitions.
Ongoing training
Continued education is essential for developing soft skills and business know-how, both necessary to the field. To foster critical thinking and problem-solving, organizations should offer training opportunities focusing on decision-making, hands-on learning, and real-world case studies. Mandatory refreshers for the entire workforce in areas such as small business utilization and pricing analysis techniques are key to retaining skills and building upon them to speed up acquisition lead times.
Additionally, specialized business training, such as advanced courses in negotiation, accounting, and contract law, ensures continuous learning. Certifications from reputable organizations like theNational Contract Management Association (NCMA) or programs like the Digital ITAcquisition Professional Training Program (DITAP) and certificate programs from colleges and institutes can further enhance expertise.
By providing these training opportunities, organizations can equip acquisition professionals with the skills to make informed decisions and negotiate as trusted stewards of public funds.
Expanding employee experiences
By working on varied contract types and with different contracting officers across agencies, professionals can broaden their expertise and develop a more comprehensive understanding of the federal procurement process. Cross-agency experience helps employees become more adaptable and enhances their problem-solving capabilities, benefiting both individual growth and organizational success.
Implementing programs to allow developmental assignments, both internal and external to the organization and agency, has proved effective in developing new skills in employees and spurring innovation in acquisition.
Mentorship
One of the most invaluable tools to strengthen any organization is mentorships. Whether seeking advice from a more experienced colleague or participating in formal mentorship programs, having a mentor can help bridge the divide between theoretical knowledge and practical application.
Many who seek guidance earlier in their careers often find themselves on the other side of mentoring later on. This cycle of learning and sharing experiences helps the industry as a whole raise its standards.
Keeping records
Another practical step organizations can take is to develop improved record-keeping practices. By ensuring the comprehensive collection and maintenance of records, agencies and contractors can reduce the impact of turnover. Having a clear and comprehensive system of record enables the Government to more efficiently address issues, reference past decisions, and improve overall consistency in the procurement process.
Additionally, instituting a knowledge transfer process for outgoing and incoming contracting staff is essential to the smooth transition of contract administration and mitigates documentation gaps.
360evaluation
By gathering feedback from colleagues, mentors, internal and external customers, and industry professionals, acquisition workforce managers can readily identify areas for improvement in their teams. This comprehensive feedback approach helps the agency gain a well-rounded view of its contracting capabilities, facilitating targeted development plans that address specific skill gaps, ultimately leading to more effective and adaptable teams.
These evaluations are also useful for workload planning, strategic planning for surge capabilities, and organization succession planning.
The industry should be aware of its responsibility and role in helping the government identify skill gaps and then work to bridge them together. This could look like:
Pointing out questionable acquisition terms
When a term or condition in a solicitation or contract conflicts with requirements or other aspects of the contract, such as the contract type or dollar value, industry players should feel comfortable raising questions with the contracting officer. Recognizing that contracting officers make mistakes is the first step in mending them.
Familiarizing staff with the FAR
Take the burden of explaining regulations and processes from the federal acquisition staff. Research, read, formulate an interpretation, and then ask the contracting office to confirm your understanding.
Present your thought process, FAR, or other regulatory or policy citations, and walk the contract specialist or contracting officer through the information. This can be a learning experience for both parties and a great way to open lines of communication and build relationships.
While the skills gap in acquisition remains a significant challenge, there are solutions. By prioritizing ongoing training for both technical and soft skills, expanding cross-agency experience, and fostering mentorship opportunities, organizations can close existing acquisition skill gaps, equip their teams with the skills needed to excel, and the GovCon industry can build a more capable, adaptable workforce.
Learn more about how GovPort can help your organization with prime-to-sub management.
