A new version of the fiscal 2026 National Defense Authorization Act is shaking things up for the Defense Department’s civilian workforce. This bill, released recently, brings important reforms regarding how the Department hires and manages its non-military employees.
One significant change is that it might allow promotions based on skills rather than requiring a set amount of time in a position. Ron Sanders, a former human capital leader in the government, sees this as a necessary evolution. “Promoting people based on ability rather than time served is crucial,” he explains. His insight reflects a broader conversation about the need for flexibility in the Department of Defense’s (DoD) hiring practices, noting that it’s fundamentally different from other federal entities.
Sanders argues that the current rule requiring a minimum time in grade is outdated. “It’s time to rethink that for the entire federal workforce,” he emphasizes. Alongside this change, the bill also suggests using skill assessments to determine if applicants meet job qualifications—a move that aligns hiring processes more closely with actual needs.
Another proposed change would let the DoD share candidate qualifications more broadly within the department. This practice, while not new, could streamline hiring processes significantly. Sanders believes that gaining consent from applicants to share their qualifications should have been implemented long ago.
There’s also a push for stricter rules around workforce cuts. If passed, the new law would prevent the DoD from reducing its workforce or making significant changes without thorough analysis, especially when it affects 50 or more employees. This could help ensure that the massive civilian workforce within the DoD is managed more thoughtfully.
Moreover, the legislation aims to centralize personnel management under senior leaders in each military branch. This could potentially reduce redundancies and improve oversight of civilian employees alongside military personnel. Sanders points out that analyzing staff needs is crucial, as there may be areas that require closer examination to eliminate overlaps.
Enhancing Cyber Workforce
Another important aspect of the bill is its focus on the cyber workforce. It intends to broaden the scope of positions eligible for specialized hiring practices in cybersecurity, which are vital given today’s complex digital landscape. Currently, Cyber Excepted Services apply mainly to U.S. Cyber Command, but the new bill would extend these authorities to additional critical roles across the defense landscape.
Notably, the Department could also increase pay for cyber professionals significantly, allowing salaries to reach up to 150% of top Executive Schedule pay. This change recognizes the intense competition for cybersecurity talent, not only within the government but also in the private sector. Sanders argues that both the Department of Defense and Homeland Security haven’t capitalized on their hiring authorities to attract necessary talent effectively.
In essence, these proposed changes reflect a growing acknowledgment of the importance of civilian roles within the DoD. As Ron Sanders puts it, “The military and civilian sides have unique needs, and it’s essential we tailor our approach to meet those.” By allowing for more flexibility and specialized management, the defense workforce could become more efficient and effective in fulfilling its mission.
As lawmakers debate these reforms, it’s clear that the DoD is at a critical juncture, where adapting to new workforce dynamics is essential for future success.
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