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Accenture Federal Services
US Federal Workforce:
A Pulse Check on Today’s
Human Capital Challenges
September 2015
Copyright © 2015 Accenture All rights reserved. 2
In July 2015, Accenture Federal Services conducted an online survey of
US federal agency human capital executives and other C-suite-level
officers.
The purpose of the survey was to gain insights into the human capital
challenges federal agencies are facing, specifically in the areas of
attracting and retaining younger workers, drivers of employee
engagement, and the effective use of human capital data and analytics.
Results are based on an online survey of 219 US federal executives from
more than 50 defense and civilian agencies.
Accenture Federal Services
US Federal Human Capital Survey
• Key findings
• Detailed Survey Results
• Methodology
• Appendix
Content
Copyright © 2015 Accenture All rights reserved. 3
Copyright © 2015 Accenture All rights reserved. 4
• Organizations are facing talent-related challenges in achieving their workforce vision:
– 16 percent of executives surveyed mention retaining top talent as the No. 1 challenge,
and 14 percent of executives mention attracting new talent as the No. 1 challenge.
– Civilian agencies face greater challenges in driving employee engagement whereas
defense agencies seem to face greater challenges in retaining top talent.
– There is general agreement on the top challenges between HR executives and the
rest of the C Suite, but some disagreement on the challenges of retaining top talent
and planning for future workforce needs.
• Federal executives foresee a range of challenges in attracting and retaining talent,
including lack of career development (18%) and attractive competing offers (18%).
• Federal executives in defense and civilian agencies identified a differing set of
challenges:
– Lack of career development opportunities is a bigger challenge among defense
agencies, while a lack of mobility within organizations is a bigger challenge to civilian
agencies.
– Similarly C-suite executives identify challenges in providing a career path.
Key Findings
Challenges Agencies Face
Copyright © 2015 Accenture All rights reserved. 5
• Federal executives identified a range of changes deemed necessary for easier
and faster recruitment and promotion of talent:
– Defense agencies identified better-defined employee learning opportunities
(29%) and a clearer employee value proposition (22%).
– For civilian agencies, priorities are better-defined skill sets and
competencies (25%) and a streamlined application process (26%).
• HR and C-suite executives agree on the need for a streamlined application
process (~24%):
– HR leadership believes better-defined skill sets and competencies (24%) are
also important.
– C-suite executives think better-defined career paths (22%) are key to
improving recruitment and promotion.
Key Findings
Changes Desired
Copyright © 2015 Accenture All rights reserved. 6
• Nine out of 10 federal executives are optimistic that their agency will be able to develop
the next generation of leaders over the next three years.
– This optimism implies that agencies have processes in place to overcome the top
challenges identified in attracting and/or retaining talent, as well as for faster
recruitment and promotion of talent.
• Seventy percent of federal executives view future retirement of federal employees as a
positive development.
– This positive impact is seen in their ability to attract and promote new talent (71%) and
less in areas like reducing workforce budget (9%).
– This widespread optimism seems to suggest that these executives have greater
confidence in handling issues like lack of succession planning, which are a cause of
concern for their less optimistic counterparts.
• Nine out of 10 federal executives are optimistic about retaining the next generation of
millennials.
• Federal executives identified specific steps that their agencies should take to attract and
retain millennials. Establishing a flexible work environment (20%), and increased use of
social media (15%) are the key steps.
Key Findings
Attracting and Retaining Talent
Copyright © 2015 Accenture All rights reserved. 7
• Federal executives, however, acknowledge that their agencies have to improve
in a wide range of areas.
• For more than half of the executives, employee engagement has a major
impact on their organizations’ productivity, implying a direct impact on
bottom-line results and their ability to deliver services to citizens, and/or
achieve their mission.
– However, the majority of federal executives (64%) are confident about the
actions taken by their agency to address employee engagement.
• Federal executives believe that their agencies should take different steps to
address employee engagement. While flexible work environment and use of
social media are important to attract millennials, positive culture (23%) and
better opportunities (18%) play a greater role in improving employee
engagement.
Key Findings
Attracting and Retaining Talent (continued)
Copyright © 2015 Accenture All rights reserved. 8
• Federal executives are generally confident about forecasting their hiring needs.
– However, they feel that there are some challenges to be overcome, as not more
than half of the executives surveyed are confident of forecasting their hiring
needs accurately.
– Significant improvement is required in forecasting areas like attracting and retaining
talent (20%), onboarding new employees (20%), hiring (19%), and forecasting talent
needs for the next one to five years (19%).
• There is agreement between HR and C-suite executives on areas requiring improvement,
including establishing career development paths, identifying mission-critical skills, and
articulating the employee value proposition.
• HR executives also think improvements are required in forecasting recruitment needs for
the next one to five years, and improving onboarding.
– Identifying mission-critical skills was thought by 64 percent of HR executives to be in
need of at least some improvement. This is in line with their earlier response that
better-defined skill sets and competencies are important for recruiting and
promoting talent.
• Federal executives identified effective use of data as important to understanding their key
workforce and talent challenges, and also to improve their forecasting abilities.
Key Findings
Forecasting Data
• Key findings
• Detailed Survey Results
• Methodology
• Appendix
Content
Copyright © 2015 Accenture All rights reserved. 9
Copyright © 2015 Accenture All rights reserved. 10
While organizations face a host of challenges in achieving their
workforce vision, talent-related challenges are more prevalent
Q1. What are the top three challenges your organization has in achieving its
workforce vision?
Sample base = All respondents
Retaining top talent
Driving employee engagement
Attracting new talent
Building leadership talent
Developing learning programs to create a
skilled workforce
Planning for future workforce needs
Addressing workforce competencies
Competing on compensation with the
private sector
Defining retirement eligibility
16%
15%
5%
7%
9%
9%
13%
13%
14%
Rank 1
Copyright © 2015 Accenture All rights reserved. 11
Civilian agencies face greater challenges in driving employee
engagement, while defense agencies and those in C-suite
functions face greater challenges in retaining top talent
Q1. What are the top three challenges your organization has in achieving its
workforce vision?
Sample base = All respondents
Retaining top talent
Driving employee
engagement
Attracting new talent
Building leadership talent
Developing learning
programs to create a
skilled workforce
Addressing workforce
competencies
Planning for future
workforce needs
Competing on compensation
with the private sector
Defining retirement eligibility 5%
4%
8%
5%
10%
7%
9%
10%
12%
15%
12%
15%
14%
14%
18%
8%
12%
22%
CivilianDefense
1%
7%
8%
6%
5%
11%
11%
8%
14%
12%
15%
12%
14%
14%
11%
16%
20%
13%
C SuiteHR
Rank 1
Copyright © 2015 Accenture All rights reserved. 12
Executives foresee a range of challenges in attracting and
retaining talent, including lack of career development and
attractive competing offers
Q2. Select your organization’s top three challenges in attracting and/or retaining
top talent.
Sample base = All respondents
8%
18%
18%
16%
15%
9%
16%
Lack of career development
Attractive competing offers from
other organizations
Lengthy hiring timeline
Lack of mobility within the organization
Lack of career paths
Lack of leadership support and engagement
Lack of onboarding
Rank 1
Copyright © 2015 Accenture All rights reserved. 13Sample base = All respondents
10%
9%
8%
15%
15%
18%
11%
7%
16%
18%
19%
16%
16%
22%
Defense Civilian
8%
8%
8%
9%
22%
11%
13%
17%
15%
17%
16%
19%
19%
18%
C-SuiteHR
Rank 1
Lack of career development
Attractive competing offers from
other organizations
Lengthy hiring timeline
Lack of mobility within the
organization
Lack of career paths
Lack of leadership support and
engagement
Lack of onboarding
Lack of career development opportunities is a bigger challenge among defense
agencies, while a lack of mobility within organizations is a bigger challenge to
civilian agencies. Similarly, C-suite executives identify challenges in providing a
career path
Q2. Select your organization’s top three challenges in attracting and/or retaining
top talent.
Copyright © 2015 Accenture All rights reserved. 14
Executives identified changes deemed necessary for easier and
faster recruitment and promotion of talent
Q3. What changes are necessary for easier and faster recruiting and promotion of
talent across the federal government?
Sample base = All respondents
16%
18%
20%
21%
23%
Rank 1
Streamlined application process
Defined skill sets and competencies across
the organization
Defined employee learning opportunities
Defined career paths across the organization
Articulated employee value proposition
Copyright © 2015 Accenture All rights reserved. 15
Defense agencies identified better-defined employee learning opportunities and a
clearer employee value proposition, whereas for civilian agencies, priorities are
better-defined skill sets and competencies, and streamlined application processes
Q3. What changes are necessary for easier and faster recruiting and promotion of
talent across the federal government?
Sample base = All respondents
14%
22%
20%
15%
15%
29%
25%
14%
26%
18%
CivilianDefense
16%
16%
16%
22%
20%
18%
19%
24%
24%
23%
HR C Suite
Rank 1
Streamlined application
process
Defined skill sets and
competencies across
the organization
Defined employee
learning opportunities
Defined career paths
across the organization
Articulated employee
value proposition
Copyright © 2015 Accenture All rights reserved. 16
Executives are optimistic…implying that they have processes in place to
overcome the top challenges identified in attracting and/or retaining
talent, as well as for faster recruitment and promotion of talent
Q4. How optimistic are you that your agency will be able to develop the next
generation of leaders given the current state of your workforce over the next
three years?
Sample base = All respondents
9%
69%
20%
2%
Optimistic
Very pessimistic
Very optimistic
Pessimistic
89% Very Optimistic + Optimistic
Defense 96%
Civilian 86%
Optimism is relatively higher among
executives from defense agencies
Copyright © 2015 Accenture All rights reserved. 17
One-third of federal employees being eligible for retirement is viewed as a
positive development; with the perceived benefit of attracting and promoting new
talent—implying greater confidence in handling issues like succession planning
Q5. Over the next three years, a third of federal
employees are projected to be eligible for retirement.
What is your view on the impact of these retirements on
your organization?
21%
11%
68%Positive Impact
No Impact
Negative Impact
Lack of succession
planning
Lack of knowledge
management
Loss of mission-critical
skills
26%
24%
50%
Q7. Why do you expect a negative impact
from the high level of retirement expected
in the next three years?
Q6. Why do you expect a positive impact
from the high level of retirement expected
in the next three years?
20%
9%
71%Will bring in and/or
promote new talent
Will allow new skills sets
to be brought into
the organization
Will decrease workforce
budget
Sample base = All respondents
Copyright © 2015 Accenture All rights reserved. 18
While executives identified the need to improve in key areas for
recruiting and retaining talent, nine out of 10 are optimistic about
retaining the next generation of millennials
Q8. How optimistic are you that your agency will be able to retain the next
generation of millennials given the current state of your workforce in the next
three years?
Sample base = All respondents
9%
70%
20%
1%Very pessimistic
Optimistic
Pessimistic
Very optimistic
90%
Copyright © 2015 Accenture All rights reserved. 19
21%
21%
14%
12%
12%
12%
11%
10%
9%
7%
11%
6%
7%
8%
25%
21%
14%
12%
12%
11%
9%
9%
9%
8%
8%
6%
6%
5%
Education
Healthcare Provider
Media & Entertainment
Government – State or Local
Communications
Government – Federal
Electronics & High Tech
Finance, including Banking and CapitalMarkets
Retail
Travel
Biotechnology
Legal
Management Consulting
Pharmaceuticals
2015 (n=1,002)
2013/2014 (n=1,001)
The value of job security is increasing among college graduates, which
may be a favorable development for federal agencies and cause for
optimism in terms of millennial retention
What are your top industries or sector choices for work? (For comparison, taken
from Accenture 2015 College Graduate Employment Survey.)
Sample base = All respondents
• 74 percent of grads expect to be with their first
job for at least three years, up from 43 percent
of 2013‒14 graduates
• Almost a third of grads expect to be with an
employer for more than five yearsSource: Accenture 2015 College Graduate Employment Survey
Copyright © 2015 Accenture All rights reserved. 20
When thinking about millennials, executives identified establishing a flexible work
environment and increased use of social media as bigger drivers; followed by a
streamlined and transparent hiring process and areas of professional development
Q9. Based on a 2014 OPM report, millennials represent only 16 percent of the
federal workforce and leave the federal workforce at a higher rate. What should
your agency be doing to attract and retain millennials?
Sample base = All respondents
8%
9%
11%
11%
20%
12%
13%
15%
Rank 1
Flexible work environment established
Increased use of social media
Streamlined, more transparent
hiring process
Ability to gain experience across different
areas within the organization
Focus on a results-oriented and
innovative culture
Defined professional development and
training opportunities
Career paths defined across organization to
show opportunities
Updated performance management
approaches (e.g., more real-time feedback)
Copyright © 2015 Accenture All rights reserved. 21
While defense and civilian agencies seem to be in close agreement, HR executives
expect their agencies to establish a flexible work environment and define career
paths, whereas C-suite executives place greater importance on results-oriented and
innovative culture
Q9. Based on a 2014 OPM report, millennials represent only 16 percent of the
federal workforce and leave the federal workforce at a higher rate. What should
your agency be doing to attract and retain millennials?
Sample base = All respondents
21%
8%
8%
10%
7%
11%
10%
10%
14%
12%
12%
13%
12%
15%
15%
19%
CivilianDefense
15%
16%
21%
13%
15%
8%
9%
6%
10%
11%
10%
15%
9%
14%
11%
13%
C SuiteHR
Flexible work environment
established
Increased use of social media
Streamlined, more
transparent hiring process
Ability to gain experience
across different areas within
the organization
Focus on a results-oriented
and innovative culture
Defined professional
development and training
opportunities
Career paths defined across
organization to show
opportunities
Updated performance
management approaches
(e.g., more real-time feedback)
Rank 1
Copyright © 2015 Accenture All rights reserved. 22
Summary of Rank—1
Q1. Top three challenges your
organization has in achieving its
workforce vision?
Sample base = All respondents
Retaining top talent
Driving employee
engagement
Attracting new
talent
Building leadership
talent
Developing learning
programs to create
a skilled workforce
Planning for future
workforce needs
Addressing
workforce
competencies
Competing on
compensation with
the private sector
Defining retirement
eligibility
16%
15%
5%
7%
9%
9%
13%
13%
14%
Rank 1
Q2. Organization’s top three
challenges in attracting
and/or retaining top talent?
8%
18%
18%
16%
15%
9%
16%
Lack of career
development
Attractive
competing
offers from
other
organizations
Lengthy hiring
timeline
Lack of
mobility within
the
organization
Lack of career
paths
Lack of
leadership
support and
engagement
Lack of
onboarding
Q3. Changes necessary for
easier and faster recruiting and
promotion of talent across the
federal government?
16%
18%
20%
21%
23%Streamlined
application
process
Defined skill sets
and competencies
across the
organization
Defined employee
learning
opportunities
Defined career
paths across the
organization
Articulated
employee value
proposition
Q9. What should your agency be doing
to attract and retain millennials?
8%
9%
11%
11%
20%
12%
13%
15%
Flexible work environment
established
Increased use of social
media
Streamlined, more
transparent hiring process
Ability to gain experience
across different areas within
the organization
Focus on a results-oriented
and innovative culture
Defined professional
development and training
opportunities
Career paths defined across
organization to show
opportunities
Updated performance
management approaches
(e.g., more real-time
feedback)
Copyright © 2015 Accenture All rights reserved. 23
While there is optimism in their ability to develop the next generation of leaders,
over 60 percent of executives feel at least some improvement is needed across a
wide range of areas for their agency to identify and develop the next generation
of leaders
Q10. How well is your agency performing on the following regarding the
identification and development of the next generation of leaders?
13%
16%
21%
18%
16%
18%
48%
45%
41%
45%
49%
47%
39%
39%
38%
37%
35%
35%
Leadership skills development
Leadership behavior development
Succession planning
Leadership career path definition
Leadership recruitment
Executive coaching
Sample base = All respondents
Processes are in place and successfulSome improvement is neededSignificant improvement is needed
Copyright © 2015 Accenture All rights reserved. 24
Both defense and civilian agency respondents believe improvement is
needed most in the area of leadership recruitment, leadership skills
development and executive coaching
Q10. How well is your agency performing on the following regarding the
identification and development of the next generation of leaders?
42%
47%
42% 44%
38%
37%
48%
40%
37%
40%
41% 44%
Leadership skills
development
Leadership
behavior
development
Succession
planning
Leadership career
path definition
Leadership
recruitment
Executive coaching
Sample base = All respondents
Some improvement is needed
Processes are in place and successful
49%
50% 31%
34%
35%
51%
41% 37%
34%
37%
49%
49%
49%
45% 40%
36%
38%
49%
46% 34%
36%
39%
48%
46%
49%
51% 27%
33%
41%
47%
32% 44%
39%
41%
41%
43%
Defense Civilian HR C Suite
In general, civilian agency respondents cited a greater
need for some improvement across all areas surveyed.
Copyright © 2015 Accenture All rights reserved. 25
For more than half of the executives, employee engagement has had a major impact
on their organizations’ productivity, implying a direct impact on bottom line results
and their ability to deliver services to citizens, and/or achieve their mission
Q11. Based on the results of the 2015 Federal Employee Viewpoint Survey,
federal employee engagement is 64 percent. What has been the major impact of
employee engagement within your organization?
58%
52%
41%
33%
29%
4%
Sample base = All respondents
Impact on productivity
Impact on career tenure
Impact on morale
Impact on attrition
Impact on absenteeism
No impact—employee
engagement does not
impact my organization
Engagement impact
on career tenure
was also rated high
by respondents,
indicating
engagement may be
a key driver of
knowledge retention,
experience and
leadership
capabilities.
Copyright © 2015 Accenture All rights reserved. 26
A majority of executives are confident about the actions taken by their
agency to address employee engagement, but the confidence is less
clear with civilian agencies
Q12. What do you think of the action your agency has taken regarding employee
engagement issues?
Sample base = All respondents
6%
30%
64%Relevant and effective
actions are taken
Actions are taken but
they are not relevant
or effective
No or insufficient
action taken
Relevant and efficient actions are taken
Defense 75%
Civilian 58%
Just over half of civilian agency
executives are confident about the
actions taken by their agency.
Copyright © 2015 Accenture All rights reserved. 27
While work environment is important in attracting millennials, other factors
play as much or a greater role in improving employee engagement
Q13. What is your organization doing, or should be doing, to address
employee engagement?
Sample base = All respondents
23%
9%
16%
17%
17%
18%
Rank 1
Development of a positive culture (e.g.,
employee commitment to the mission,
employee relationships)
Opportunities (e.g., role rotation,
learning programs)
Sustained leadership (e.g., consistent
leadership across organization)
Compensation and awards
Work environment (e.g., telework)
Brand and reputation
Copyright © 2015 Accenture All rights reserved. 28Sample base = All respondents
9%
25%
22%
15%
19%
19%
16%
19%
16%
8%
17%
14%
CivilianDefense
24%
16%
19%
16%
5%
19%
13%
16%
20%
24%
11%
15%
C SuiteHR
Rank 1
Development of a positive culture
(e.g., employee commitment to the
mission, employee relationships)
Opportunities (e.g., role rotation,
learning programs)
Sustained leadership (e.g.,
consistent leadership across
organization)
Compensation and awards
Work environment (e.g., telework)
Brand and reputation
While there is close agreement between defense and civilian agencies
on what actions are most important to increase employee engagement,
sustained leadership is more important to C-suite executives
Q13. What is your organization doing, or should be doing, to address employee
engagement?
Copyright © 2015 Accenture All rights reserved. 29
While executives are generally optimistic about their ability to forecast
their hiring needs, there are some challenges to be overcome, and only
half or less are confident of forecasting these needs accurately
Q14. How do you rate your ability to forecast each of the following based on
available data and relevant analysis process?
15%
8%
7%
8%
44%
44%
44%
47%
41%
48%
49%
45%
Employees leaving the organization in the
next six months to one year due
to attrition
Employees leaving the organization in the
next one to five years due to retirement
Employees the agency will need to hire to
fill resource gaps due to attrition
and retirement
Employee skill sets required in the next
five years
Sample base = All respondents
I can accurately forecast all of this informationI can forecast some of this informationI cannot forecast this information at all
Copyright © 2015 Accenture All rights reserved. 30
Identifying current recruitment needs
Identifying current skills gaps
Succession planning
Identifying current training needs
Performance management
Hiring
Attracting and recruiting new talent
Forecasting recruitment needs 1‒5 years into the future
Forecasting current training needs 1‒5 years into the
future
Onboarding new employees
Identifying mission-critical skill sets
Articulating the employee value proposition
Establishing career development paths
Forecasting talent needs 1‒5 years into the future
Needed improvement is identified in areas like attracting and recruiting new
talent, onboarding new employees, hiring and forecasting talent needs
Q15. How effective do you feel your organization is at:
15%
13%
18%
15%
14%
19%
20%
11%
18%
20%
15%
15%
16%
19%
44%
47%
43%
46%
48%
43%
42%
52%
45%
43%
49%
52%
52%
49%
41%
40%
39%
39%
38%
38%
38%
37%
37%
37%
36%
33%
32%
32%
Sample base = All respondents
Processes are in place and successfulSignificant improvement is needed Some improvement is needed
Copyright © 2015 Accenture All rights reserved. 31
Identifying current recruitment needs
Identifying current skills gaps
Succession planning
Identifying current training needs
Performance management
Hiring
Attracting and recruiting new talent
Forecasting recruitment needs 1‒5 years into the
future
Forecasting current training needs 1–5 years into
the future
Onboarding new employees
Identifying mission-critical skill sets
Articulating the employee value proposition
Establishing career development paths
Forecasting talent needs 1‒5 years into the future
HR and other C-suite executives differ in their view of their ability to
forecast some areas of recruiting and talent management for
their organization
Q15. How effective do you feel your organization is at:
45% 38%
46% 41%
44%
39%
46% 43%
46% 36%
44% 38%
61% 31%
49%
36%
34%
49%
52%
36%
33%
51% 36%
50%
32%
29%
51%
46%
Sample base = All respondentsSome improvement is needed
Processes are in place and successful
38%47%
54%
51% 34%
47% 35%
33% 44%
38% 39%
37% 47%
30%
41%39%
39%
49% 34%
39% 46%
44%46%
34%51%
38%42%
42%
HR C Suite
Copyright © 2015 Accenture All rights reserved. 32
Executives identified effective use of data (employee metrics,
organization, etc.) to understand their key workforce and talent
challenges, and also to improve their forecasting abilities
Q16. How important are each of the following data to understand your key
workforce and talent challenges and opportunities?
8%
16%
17%
47%
50%
53%
52%
44%
49%
47%
43%
40%
37%
37%
32%
1%
5%
2%
1%
3%
3%
2%
5%
Sample base = All respondents
Not important at all Not very important CriticalImportant
Employee metrics (e.g., performance/promotion
history, compensation and rewards,
skills/competencies, training history)
Organization (e.g., total headcount breakdown,
contractor ratio)
Employee movements (e.g., lateral movements,
attrition, recruitment, current and expected
retirements)
Role information (e.g., role title, grade, level)
Employee demographic (e.g., age, gender, tenure)
Surveys (e.g., Federal Viewpoint Survey)
6%
• Key findings
• Detailed Survey Results
• Methodology
• Appendix
Content
Copyright © 2015 Accenture All rights reserved. 33
Copyright © 2015 Accenture All rights reserved. 34
• Sample: 219 interviews
• Approach: Online*
• Time Frame: June‒July 2015
• Vendor: McGuire Research
Methodology
Agency Type
Defense 73 33%
Civilian 146 67%
Total 219 100%
Job Title
HR 140 64%
C Suite 79 36%
Total 219 100%
* One interview was conducted via telephone
• Key findings
• Detailed Survey Results
• Methodology
• Appendix
Content
Copyright © 2015 Accenture All rights reserved. 35
Copyright © 2015 Accenture All rights reserved. 36
Free Text Responses
Q17. (For executives who identified as not being head of HR.) If you were the
Chief Human Resources Officer (CHRO) for a day, what three actions would
you take?
Employee reward
and recognition
programs
I'd remove the
situations in which
racist employees
would interact with
one another
Eliminate the age
restriction on
hiring
Promote
from within
Increase the
salaries
Clear
guidance on
retirement
benefits
Copyright © 2015 Accenture All rights reserved. 37
Tenure
Q18. How long have you been working for this agency?
5%
31%
35%
21%
8%
Sample base = All respondents
Less than 1 year
Between 1 and 3 years
Between 3 and 5 years
Between 5 and 10 years
More than 10 years
Average tenure: 4.4 years
Copyright © 2015 Accenture All rights reserved. 38
Number of employees
Q19. How many employees do you have in your agency?
29%
36%
23%
7%
5%
Sample base = All respondents
Less than 1,000
Between 1,000 and 5,000
Between 5,000 and 10,000
Between 10,000 and 20,000
More than 20,000
Copyright © 2015 Accenture All rights reserved. 39
List of agencies
Defense
Missile Defense Agency (MDA) 6
Defense Contract Management Agency (DCMA) 5
Department of Homeland Security (DHS) 5
Transportation Security Administration (TSA) 5
Defense Acquisition University 5
Defense Security Cooperation Agency (DSCA) 5
Defense Security Service (DSS) 5
Defense Threat Reduction Agency (DTRA) 5
Southern Command (SOCOM) 5
Other Defense 27
Total 73
Civilian
Census Bureau 6
Department of Agriculture (USDA) 6
Department of Education (ED) 6
U.S. Postal Service (USPS) 6
Federal Bureau of Investigation (FBI) 5
Immigration and Customs Enforcement 5
Department of Housing and Urban Development (HUD) 5
Other Civilian 107
Total 73
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