Summary |
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1 | (4) |
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5 | (6) |
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5 | (1) |
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6 | (1) |
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7 | (2) |
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Report Structure and Summary |
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9 | (1) |
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9 | (2) |
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2 Current And Future Cybersecurity Landscape For The Federal Aviation Administration |
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11 | (14) |
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11 | (3) |
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11 | (1) |
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Organization and Structure of the FA A |
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12 | (2) |
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The Cybersecurity Workforce of the FAA |
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14 | (3) |
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The FAA's Current Cybersecurity Workforce |
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14 | (3) |
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U.S. Cybersecurity Labor Market |
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17 | (1) |
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FAA Employment Regulations |
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17 | (6) |
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Statutory and Regulatory Requirements |
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17 | (1) |
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18 | (1) |
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18 | (3) |
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21 | (1) |
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22 | (1) |
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The FAA's Future Cybersecurity Workforce |
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22 | (1) |
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23 | (1) |
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Conclusions and Recommendations |
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23 | (1) |
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24 | (1) |
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3 Managing The Career/Employee Lifecycle For A Diverse Cybersecurity Workforce |
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25 | (30) |
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25 | (2) |
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Characteristics of the Cybersecurity Workforce in the 21st Century |
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27 | (2) |
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Characteristics of the Cybersecurity Workforce |
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27 | (1) |
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Cybersecurity Workforce Labor Market |
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28 | (1) |
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Diversity in the 21st Century Cybersecurity Workplace |
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28 | (1) |
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29 | (6) |
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Key Aspects of Recruitment |
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29 | (1) |
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30 | (2) |
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Cyber Aptitude Assessment |
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32 | (1) |
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Federal Cyber Talent Development |
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32 | (1) |
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33 | (1) |
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Federal Recruitment Flexibilities |
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34 | (1) |
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FAA Recruitment and Hiring |
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35 | (4) |
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36 | (1) |
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Scholarship Opportunities and FAA Recruitment |
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37 | (1) |
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Recruiting for Diversity in the FAA Cybersecurity Workforce |
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38 | (1) |
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Development and Advancement |
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39 | (6) |
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39 | (1) |
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40 | (1) |
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41 | (2) |
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43 | (2) |
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Diversity and Inclusion in Organizational Culture |
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45 | (1) |
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FAA Talent Development and Advancement |
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45 | (3) |
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45 | (1) |
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Workforce Strategies and Best Practices |
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46 | (1) |
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Development of Cybersecurity Awareness in Organizations |
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46 | (1) |
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Coordination with Human Resources |
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47 | (1) |
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Using the NICE Framework as a Guide to Identify Intense Personal Interest |
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47 | (1) |
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48 | (2) |
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Conclusions and Recommendations |
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49 | (1) |
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50 | (5) |
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4 Additional Employee And Organizational Considerations |
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55 | (20) |
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55 | (1) |
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55 | (3) |
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56 | (1) |
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Career Advancement and Development |
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57 | (1) |
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58 | (1) |
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58 | (4) |
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Human Capital in the Workplace |
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59 | (1) |
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Focusing on Management Practices and Attitudes as Leading Indicators of Employee Intent to Depart from an Organization |
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60 | (1) |
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Advancing Workplace Culture to Enhance Attractiveness of the Organization to Recruit and Retain Employees |
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61 | (1) |
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Talent Pipeline Development |
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62 | (2) |
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Early Training Talent Pipeline Development |
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62 | (1) |
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College-Level Talent Pipeline Development |
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63 | (1) |
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Diversity Through College-Level Talent Pipeline Development |
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64 | (1) |
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Student-Level Talent Pipeline Development |
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64 | (1) |
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FAA Talent Pipeline Development |
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64 | (2) |
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65 | (1) |
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Skill Development and Training Through Certification |
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66 | (1) |
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66 | (1) |
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66 | (1) |
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Cybersecurity Organizational Stucture and Design |
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67 | (4) |
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The CISO as a Senior Executive |
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69 | (1) |
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69 | (1) |
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69 | (1) |
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Hybrid/Federate First Line CISO Teams |
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70 | (1) |
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Concluding Thoughts on Organizational Structure and Design |
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71 | (1) |
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71 | (1) |
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Conclusions and Recommendations |
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71 | (1) |
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72 | (3) |
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5 Key Challenges And Opportunities |
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75 | (8) |
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76 | (1) |
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77 | (2) |
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79 | (4) |
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A Committee Meeting Agendas |
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83 | (10) |
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93 | |