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Strategic Objective

SG08.04 Assure effective human capital management of Senior Executive Service (SES) and other senior employees

Strategic Objective

Increase in the percentage of hiring officials reporting satisfaction with quality of appointee.

Increase in the number of agencies adopting the basic SES performance appraisal system and including cross-Government requirements

Increase in the percentage of hiring officials reporting satisfaction with quality of appointee.

Increase in the number of agencies adopting the basic SES performance appraisal system and including cross-Government requirements (e.g., Employee Viewpoint Survey results, diversity management and inclusion, effective human capital management, etc.).

Increase in the number of agencies receiving training on the Qualification Review Board requirements enabling initial SES appointments.

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Lead Office: Merit System Accountability and Compliance

Themes:

General Government

OPM.gov

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Overview
Progress Update

Overview

Establishing policy and guidance to foster an effective enterprise approach to the diverse and inclusive recruitment, selection, appointment, performance management, compensation, recognition, and development of SES and other Senior Employees consistent with applicable law.
Administering enterprise processes to ensure the selection, appointment, performance management, compensation, recognition, and development of SES and other Senior Employees complies with civil service laws, rules, and regulations.
Providing an optional automated performance management system, USA

Progress Update

OPM rolled out USA Performance to automate the basic Senior Executive Service performance management system. Five agencies started using USA Performance in FY 2015 to better manage the Senior Executive Service performance appraisal cycle. USA Performance deployed seven releases with new enhancements to the system. Enhancements included plan notes, greater flexibility for HR administrators to manage performance plans, and ability to add agency specific performance requirements. OPM experienced delays in USA Performance implementation due to individual agencies’ internal competing priorities, and in a few agencies, rollout was delayed until the second or third quarters.

OPM has continued to support the implementation of the President’s Management Agenda People and Culture Cross-Agency Priority goal, and has made significant progress in achieving the deliverables established for the goal – particularly with regard to SES reform and modernization, including SES onboarding. For example, agencies are currently piloting an enhanced SES onboarding framework, and OPM is meeting with agency SES onboarding program coordinators and program champions to share pilot details and materials, including the enhanced framework.

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Strategic Goals

Strategic Goal:

SG8 Enhanced Federal Workforce Integrity

Statement:

Enhance the integrity of the federal workforce.

Strategic Objectives

SG08.01 Enhance policy, procedures and processes used to ensure people are fit to serve

Statement:

90% of Top Secret investigations completed in average of 80 days or fewer and Secret investigations completed in average of 40 days or fewer.

Percent of milestones met in FBI/OPM implementation plan to provide emerging Criminal History Information to employing government agencies implementation plan

Description:

Defining executive branch wide quality standards for background investigations and revising tools and measures to universally assess quality in collaboration with Office of the Director of National Intelligence and the Suitability and Security Clearance Performance Accountability Council,.
Automating front-end processes to reduce paper investigation requests in support of Background Investigations timeliness standards.
Implementing revised Federal Investigative standards.
Establishing and enforcing standards for information systems used for management of adjudication decisions and data.
Developing tools to deliver appropriate emerging information to decision makers.
Developing automated tools to support efficiency and consistency in background investigation processes.

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FY 14-15 Priority Goal: PG2 Improve the Oversight and Quality of Background Investigation Processing

Statement:

Ensure that investigations achieve quality standards, while maintaining timeliness goals of the Intelligence Reform and Terrorism Prevention Act of 2004. Throughout FY 2014 and 2015, OPM will target 99 percent or more of all OPM investigations adjudicated as “quality complete” by agencies receiving closed investigations.

Description:

Beginning in FY 2013, the Director of National Intelligence (DNI) further challenged the background investigations process by revising the Intelligence Reform and Terrorism Prevention Act timeliness metrics to establish a separate standard for Top Secret investigations. As a result, the DNI shifted greater management focus on the manpower intensive workload, necessitating the creation of revised workload management tools and rules to measure and manage workload by case type.

While OPM has made significant progress on timeliness since 2004, the agency has maintained its primary focus on delivering top quality products to agencies. OPM will work with its executive branch reform partners to develop and implement Executive Branch quality standards, with a measurement tool designed for universal application during both the investigative and adjudicative processes. OPM will focus on implementing these additional initiatives while maintaining timeliness objectives. OPM will satisfy all national security standards, deliver quality products, and achieve Congressional and DNI mandated timeliness goals.

OPM is sensitive to the fiscal environment and the need for customer agencies (i.e., the employing or sponsoring agencies) to have more insight into the costs of background investigations. To this end, OPM will continue conducting business efficiency studies and maturing its cost allocation model to provide more detailed cost data and to optimize the value of OPM’s investigative products to agency adjudicators, which in turn translates into better value to taxpayers.

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SG08.02 Hold agencies accountable for maintaining efficient, effective and compliant human capital management programs and accountability systems

Statement:

70% or greater of agency human capital offices evaluated demonstrate progress in improving their human capital programs after implementing OPM required and recommended actions.

80% or greater of all required actions cited in reports are addressed by agencies within prescribed timeframes.

80% or greater of Delegated Examining Units with severe problems demonstrate satisfactory level of competence within one year or cease to independently operate.

Description:

Evaluating agencies’ human capital management programs and accountability systems for effectiveness, efficiency, and compliance with law and regulation.
Ensuring OPM’s products and services are designed to help agencies maintain efficient, effective, and compliant human capital management programs
Ensuring agencies take corrective actions when high-risk vulnerabilities and violations of law in human capital management programs are identified.
Exploring options to strengthen OPM’s enforcement authorities or measures when agencies fail to meet regulatory requirements.
Developing work products and processes that increase transparency and strengthen agency senior leader commitment and support in ensuring their human capital management programs are efficient, effective, and compliant, including
- a dashboard of human capital management targets to increase agency awareness and drive improvement efforts,
- information on effective human capital management programs, practices, and strategies Government-wide and agency-specific problematic trends, root causes, and improvement strategies.

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SG08.03 Provide guidance, tools and training to help agencies attain human capital management goals and meet OPM requirements

Statement:

80% or greater of participants assess the quality of training provided by Agency Compliance and Evaluation staff at no less than 4 out of 5 points on a scale of 1-5.

Increase in the percentage of HR specialists and agency benefit officers trained and certified by HR University.

Increase in the percentage of applicable HR information systems across the Federal government are certified to align with OPM policy and guidance for equitable treatment.

Description:

Training and certifying gency staff to carry out competitive hiring operations delegated by OPM.
Training agency staff to conduct self-assessments of agency human capital management programs.
Creating a certification process for agency self-assessment evaluators.
Communicating new and existing policy and standards to agencies.
Educating agencies about the merit system principles and prohibited personnel practices.
Promoting and delivering low-cost, effective learning solutions for the federal community through expanded distance- and blended-learning solutions, skills immersion mini-workshops, and open enrollment course offerings through the new HR Training On Demand program.
Training HR professionals across the Federal government through HR University (HRU) and the HR Training on Demand program and assisting HR specialists with additional policy and guidance.
Promote training programs across all OPM platforms, including USA Learning, HR Learning Connection, OPM Learning Center, HR University, THEO, USAJOBS, and OPM.gov

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FY 16-17 Priority Goal: Human Resource Workforce Capability

Statement:

Close skills gaps in the Federal human resource workforce by developing and launching a Federal HR curriculum. By the end of FY 2016, build and launch curricula for staffing and classification. Baseline HR professionals’ proficiency levels for the Staffing specialty area competencies, and set targets for improvement. By the end of FY 2017, build and launch curricula for employee relations and labor relations; and design a certification program for existing HR University curricula.

Description:

The Federal human resources profession performs the vital role of supporting the recruitment, hiring and management of the Federal civilian workforce. The President’s Management Agenda and OPM Strategic Plan both rely critically on the ability of human resources professionals to keep abreast of innovations in talent management, evolving human resources policies, and new skills required for successful execution of Federal talent strategies. Currently, investment in development for Federal HR professionals varies across agencies in approach, content, and quality. To assure a leveling-up of HR professional development and support Government-wide HR reforms, OPM is partnering with the Chief Human Capital Officers Council to build a comprehensive curriculum of HR training and education to be delivered through the HR University (HRU). The CHCO Council is using a Community Framework to develop an agreed approach to identifying required skills, assessing the current workforce competencies to identify gaps, and targeting the development of coursework toward high priority skills. The HRU Curriculum will address all HR professional roles and technical specialty areas, and will consist of courses offered by OPM’s HR Solutions, as well as courses available from other Federal agencies. The Community Framework also includes a credentialing strategy to be developed by the CHCO Council based on benchmarking of industry best practices. A certification program will be built into the HRU Curriculum to support any future credentialing program.

The highest risk to successful execution of this goal is agencies’ willingness to pay for courses offered by HR University. Recovering the investment costs for the curriculum and HRU operations is critical to OPM’s Human Resources Solutions’ (HRS) sustainable delivery of HRU curricula and developmental resources. To mitigate this risk, HRS is collaborating closely with the CHCO Council HR Skills Gaps Executive Steering Committee to build the curriculum. Through a co-production method, HRS will ensure that courses being offered directly meet agencies’ perceived needs for HR skills development.

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SG08.04 Assure effective human capital management of Senior Executive Service (SES) and other senior employees

Statement:

Increase in the percentage of hiring officials reporting satisfaction with quality of appointee.

Increase in the number of agencies receiving training on the Qualification Review Board requirements enabling initial SES appointments.

Description:

Establishing policy and guidance to foster an effective enterprise approach to the diverse and inclusive recruitment, selection, appointment, performance management, compensation, recognition, and development of SES and other Senior Employees consistent with applicable law.
Administering enterprise processes to ensure the selection, appointment, performance management, compensation, recognition, and development of SES and other Senior Employees complies with civil service laws, rules, and regulations.
Providing an optional automated performance management system, USA Performance℠, to automate the government-wide SES PM System.

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Agency Priority Goals

FY 14-15: PG2 Improve the Oversight and Quality of Background Investigation Processing

Statement:

Description:

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