A federal aviation technology office had no structured way to replace specialized talent, so every departure in a critical role became an exposure with no documented plan behind it.

The Situation

The information technology office of a federal aviation agency delivers the technology infrastructure, system modernization, and digital services that national airspace operations depend on. In that environment, workforce capability is not a support function; it is an operational requirement.



The office confronted a familiar problem in an unforgiving setting. Technology, operating models, and strategic priorities were changing faster than the workforce's competency profile. No structured, scalable succession planning model existed across key positions, so departures in specialized roles created exposure with no documented plan to cover them. The office also needed to pilot a formal career development implementation plan and its supporting software platform, testing whether structured internal mobility could close skill gaps before they widened.

Every departure in a specialized role was an exposure with no documented plan.

The Solve

BeckThom supported the office as senior strategic workforce planning analyst, consulting and collaborating with cross-functional program owners to identify key business issues, trends, and opportunities from a multidisciplinary perspective.

• Succession planning model development. We developed a succession planning process model that addresses current and future career planning, competency gaps, retention, and work-life balance. The model built succession profiles for each key position, incorporated individual development plans, established progress metrics, maintained a skills inventory, supported inclusion, and balanced internal and external recruitment.
  
  
• Pilot career development strategy. We led the development of the outline and draft documentation for the pilot career development implementation plan, including the studies, reviews, assessments, evaluations, and recommendations that informed it. The plan was designed so workforce competencies evolve as technologies, operating models, and strategic priorities change, rather than lagging behind them.
  
  
• Software pilot and adoption. We supported the pilot plan for the career development software platform and its employee participation strategy, working across program owners to engage the capabilities needed to deliver services effectively and efficiently to internal customers.
  

The Impact

• A succession planning process model. A standardized methodology for mapping key roles, maintaining skills inventories, and identifying critical competency gaps before they become vacancies.

• Succession profiles and development plans. Position-level profiles for key roles, paired with individual development plans and progress measures.
  
  
• A pilot career development implementation plan. A structured evaluation and implementation framework for the office's career development pilot.
  
  
• Platform pilot engagement. A participation strategy that successfully engaged the capabilities required to deliver services to internal customers.
  
  
• Defined mobility pathways. Clearer internal advancement structures for high-demand technology professionals, supported by competency data rather than informal practice.