Building a Better NASA Workforce Meeting the Workforce Needs for the National Vision for Space Exploration (2007) / Chapter Skim
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3 Skills Assessment and Workforce Strategy
3 Skills Assessment and Workforce Strategy
Pages 24-32
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From page 24... ...
The SEITT developed a spreadsheet listing 110 "workforce competencies" currently in the NASA workforce and defined in the agency's Competency Management System (see Appendix C)
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From page 25... ...
NASA's analysis concluded that as the Science Mission Directorate's (SMD's) programs steadily evolved, its demand for particular workforce skills would remain relatively unchanged and that the main task would be to recruit to fill vacancies created by normal attrition and to maintain an appropriate skill mix.
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From page 26... ...
As indicated in the NASA document, the strategy is based on total NASA workforce projections that anticipate a budget-driven 10 percent decrease in the NASA workforce between 2006 and 2011, a reduction of nearly 2,000 personnel. The most significant changes described in the character of the work to be performed are for work in the ESMD and SOMD, where NASA anticipates transitioning from an operationally oriented workforce (as the Space Shuttle is retired)
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From page 27... ...
NASA scientists also serve the broader science community through participation in the celestial navigation experience base maintained at the Jet Propulsion Laboratory, which is vital for supporting other NASA projects; the lunar sample curatorial facility in Houston; the National Space Science Data Center at Goddard Space Flight Center; and the microgravity drop tower facility at Glenn Research Center. In-house scientists also play key roles in focused R&D programs and shepherd technology development partnerships with academia and industry that enable future missions.
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From page 28... ...
However, as NASA reshapes its workforce in the context of the Vision for Space Exploration, it is critical to maintain in-house scientific competence to provide scientific leadership and to maintain expertise in specialty areas that are not broadly practiced in universities and industry. In the context of the aerospace workforce ecosystem construct mentioned below in this chapter, NASA might consider ways in which scientists engaged in their "practicing research" but not playing key roles in a current project might better reside in academia as research faculty.
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From page 29... ...
The committee recommends that NASA collect detailed data on and develop accurate assessments of the capabilities possessed by the current workforce and required for the future S&T workforce. • Because each NASA center has unique mission requirements and the mobility of personnel between centers is limited, NASA should complete a center-developed, bottom-up assessment of the current skills, experience levels, and projected attrition of the workforce for each individual NASA center.
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From page 30... ...
These include transferring personnel within the agency (such as from the Shuttle and International Space Station programs to the Constellation program) , retraining personnel, or hiring from industry.
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From page 31... ...
It is apparent to the committee that a broad perspective is the best one from which to assess and address NASA's workforce issues. This does not in any way diminish the value of key training and hiring for the future, but those activities should also be informed by what is taking place in the broader national aerospace workforce.
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From page 32... ...
Finding 3: NASA's workforce requirements and challenges cannot be considered in isolation from those of other government and industry organizations. NASA is part of an aerospace workforce ecosystem in which the health and needs of one organization or sector can affect another.
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