 4.2.6 Expand the use of shared hiring actions. The FCWWG will encourage departments and agencies to partner on shared hiring actions, drawing on the expertise of OPM’s Hiring Experience (HX) group, and focusing on positions of critical need.126 As this effort matures, the FCWWG will encourage agencies to provide subject matter experts to review certificates of qualified candidates, advertise shared certificates within agencies, and publish agency procedures for hiring managers to leverage shared certificates. S TRATEGIC O BJECTIVE 4.3: I MPROVE C AREER P ATHWAYS IN THE F EDERAL C YBER W ORKFORCE The federal government must explore the development of model cyber career pathways that present attractive careers, helping federal cyber workers to understand how to advance throughout their careers.127 These model pathways could be informed by NICE Framework work roles. Given the variety of rewarding positions in federal service, model career pathways could be a key resource for departments and agencies as they strengthen recruiting, engage employees, and improve retention. Federal workers in in roles that require significant cyber skills will need professional development guidance that is specific to their position and potential career pathway. In the NICE Framework, work roles provide descriptions of cyber work, aligned tasks, and the corresponding knowledge and skills required to perform those tasks effectively.128 These components are helpful for identifying the right skill development opportunities. Furthermore, workforce frameworks can assist employees and their supervisors to better understand how their current skills might be applied in different ways in related cyber roles. The 2023 DoD Cyber Workforce Strategy provides insight into how standardized work role data can be used to identify workforce needs and support the recruitment, development, and retention of cyber talent.129 Use of the work roles in the DoD Cyber Workforce Framework (DCWF) will enable DoD to strengthen workforce management, training, and career pathways. The recent expansion of the DCWF to encompass work roles related to emerging technologies—such as AI and ML—will help DoD keep pace with a dynamic technological and threat environment. Departments and agencies will, where possible, leverage standardized learning opportunities – such as the Federal Virtual Training Environment (FedVTE) 130 managed by CISA, the Open Opportunities platform run by OPM, and the CyberVets Program131 managed by CMS – to support employee development of transferable skills and disrupt barriers to career advancement. In addition, federal cyber workers need access to tools that enable them to record their developing professional capabilities throughout their careers, including for example the Federal Emergency Management Agency’s (FEMA) OneResponder System, which tracks relevant training and qualifications for first responders.132 Such tools would not only empower employees, but also enable 39 NATIONAL CYBER WORKFORCE AND EDUCATION STRATEGY