Sec. 909. REVIEW OF ROLES AND RESPONSIBILITIES OF THE CHIEF TALENT MANAGEMENT OFFICER AND THE OFFICE OF THE UNDER SECRETARY OF DEFENSE FOR PERSONNEL AND READINESS

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## SEC. 909 REVIEW OF ROLES AND RESPONSIBILITIES OF THE CHIEF TALENT MANAGEMENT OFFICER AND THE OFFICE OF THE UNDER SECRETARY OF DEFENSE FOR PERSONNEL AND READINESS ###

(a)Review Required The Secretary of Defense shall seek to enter into a contract or other agreement with a qualified organization to conduct a review of— ####

(1)the roles and responsibilities of the Chief Talent Management Officer of the Department of Defense; and ####

(2)the structure, mission, and operation of the Office of the Under Secretary of Defense Personnel and Readiness. ###

(b)Elements In carrying out the review under subsection (a), the qualified organization concerned shall— ####

(1)develop a strategy for the implementation of the position of the Chief Talent Management Officer of the Department of Defense pursuant to which the Officer shall be responsible for— #####

(A)serving as the principal staff assistant to the Secretary of Defense and Deputy Secretary of Defense on matters relating to total force talent management within the Department of Defense, including talent management for military personnel (including members of the active and reserve components of the Armed Forces) and civilian personnel of the Department; #####

(B)developing and implementing the overall talent strategy for military and civilian personnel in the Department of Defense, which shall include working across the military departments, Joint Staff, Office of the Secretary of Defense, and with interagency partners to lead the total force talent acquisition and management efforts of the Department; #####

(C)overseeing updates and reforms for remote and hybrid work, the use of enabling technology, practices for developing and tracking talent, and encouraging movement of talent across components, agencies, and non-governmental entities to help promote flexible career pathways and increase retention; #####

(D)matching talent to needs within the Department and integrate broad upskilling and reskilling programs to create the future national defense workforce; #####

(E)coordinating all talent programs within the Department, including by developing pathways for permeability between uniformed and non-uniformed service opportunities and opportunities in the private sector; #####

(F)maintaining, strengthening, and improving the Department’s use of competitive service hiring authorities under title 5, United States Code, and the authorities available under section 129 of title 10, United States Code, to ensure the Department recruits and retains a strong and professional civilian workforce; #####

(G)studying and promoting best practices for workforce development from the government, nonprofit, academic, and private sectors; #####

(H)serving as the principal liaison between the Department and the national security talent industrial and innovation base; #####

(I)carrying out programs, projects, and other activities to strengthen the national security talent industrial and innovation base; #####

(J)identifying rules, regulations, policies, and guidance related to military and civilian talent management that require change for the purposes of achieving efficiencies and meeting the personnel needs of the Department; #####

(K)coordinating with the Joint Staff and the Commanders of the combatant commands to identify talent needs to meet operational challenges; #####

(L)developing an employer brand for the Department of Defense that positions the Department as a sought after employer; #####

(M)developing a capability to rapidly prototype workforce development and talent acquisition approaches with non-profit, academic, Government, and private sector agencies and organizations; #####

(N)seeking partnerships with multiple intermediary organizations, including academic institutions and other key stakeholders in the talent industrial and innovation base, to carry out activities to support the development of pools of qualified individuals with the skills and expertise necessary to meet critical personnel needs of the Department of Defense, which may include activities such as the identification, training, and vetting of critical talent for the Department, including individuals with expertise relating to artificial intelligence, biotechnology, cybersecurity, materials and manufacturing, business processes, venture capital, financial markets, and other critical areas; and #####

(O)carrying out such other duties relating to talent management as may be assigned by the Secretary of Defense; ####

(2)develop recommendations for any additional authorities or funding that may be required for the Chief Talent Management Officer to carry out the responsibilities specified in paragraph (1); ####

(3)review the structure of the Office of the Under Secretary of Defense for Personnel and Readiness and evaluate the ability of that Office to effectively address total force talent management, including military and civilian personnel; and ####

(4)develop recommendations for restructuring the Office of the Under Secretary of Defense for Personnel and Readiness to ensure the Office is able to effectively address total force talent management as described in paragraph

(3)and support the Chief Talent Management Officer in carrying out the responsibilities described in paragraph (1). ###

(c)Report Not later than January 1, 2026, the Secretary of Defense shall submit to the Committees on Armed Services of the Senate and the House of Representatives a report on the results of the review conducted under subsection (a). Such report shall include— ####

(1)the results of the review with respect to each element specified in subsection (b); and ####

(2)such other information as the Secretary determines appropriate. ###

(d)Qualified Organization Defined In this section, the term “qualified organization” means an independent organization with experience in the field of talent acquisition and management, as determined by the Secretary of Defense.