Office of Sponsored Programs

Cyber Personnel Retention

Compare and contrast how sister services, key coalition partners (United Kingdom, Australia, Canada), and Fortune 500 companies attract, manage and maintain Cyber talent. Identify successes and pitfalls encountered when attempting to retain a healthy cyber mission force poised to operate effectively in the Offensive, Defensive, Expeditionary and DoD Infrastructure domains. Provide recommendations on what the USAF could do better to entice, develop, and maintain long term careers in cyber to better ensure hard earned experience and talent is passed onto future generations of cyberwarfare Airmen. Should the CMF have its own separate standards for career progression, to include rewards and promotion consideration? If so, what would that structure look like? Reference Government Accountability Office (GAO) report 19-362 that validates the need to maintain a trained CMF.

  • Kaloostian, Michael R. "DoD Cyber Workforce: Strength through Retention and Volunteerism" AWC PSP, 2020, 21 pgs. Winner - AWC AD Cyber Award