World of Shareware - Software Farm 2/wosw_2.zip/wosw_2/GENERAL/OPMSTRAT.ZIP/STRAT.DOC

Text File | 1991-04-17 | 58KB | 1,601 lines

             STRATEGIC PLAN FOR FEDERAL HUMAN RESOURCES MANAGEMENT

This Strategic Plan for Federal Human Resources Management (HRM)
had its beginnings in discussions  among the Directors of Personnel
of Federal agencies and the Director of the Office of Personnel
Management at a two-day conference in Charlottesville, Virginia, in
late August 1989.  The Directors of Personnel presented their
recommendations to Director Newman in a Conference Report,
subtitled Developing a Strategic Plan for Federal Personnel
Management.

The Directors of Personnel then looked to the Office of Personnel
Management to develop a strategic plan for human resources
management (HRM) in the Federal Government based on recommendations
in the Conference Report.  They asked that the plan:

-  set out some basic objectives as the foundation for all projects
   and initiatives;

-  specify legislative and administrative actions required and
   include timetables for implementation;

-  define the roles and responsibilities of OPM and the agencies in
   making the plan a reality; and

-  define what the ideal human resources management system would
   look like, given the diversity of agency missions.

The Directors of Personnel envisioned a responsive human resources
management system which would allow each agency to attract, develop
and retain a quality workforce needed to accomplish its unique
mission.  But even beyond the accomplishment of agencies'
particular missions, this plan conveys a strategy for improving the
overall effectiveness of the public service.

The process of strategic planning should begin with gathering
information about the future from various sources.  OPM has
completed significant information gathering as shown in the Hudson
Institute report, Civil Service 2000.  That re port concluded that
"The pool of workers from whom new Federal employees will be drawn
will change significantly over the next 12 years."

The most important shifts are projected to include:

-  slower growth in the national workforce and a decline in the
   numbers of young workers;

-  a rise in the average age of the workforce;

-  more women entering the workforce;

-  minorities as a larger share of the new entrants into the labor
   force; and

-  immigrants as the largest share of the increase in the
   population and workforce since the First World War.

Other expected changes include:

-  greatest growth in jobs that require the highest skill and
   education levels, with a majority of all new jobs demanding
   post-secondary education;

-  by the year 2000, more than 60 percent of all working age women
   in the workforce, thus continuing the increase in two-career
   families;

-  increased professionalism in a stable [Federal] workforce due to
   the combined influences of Government involvement in areas of
   growing professionalism on the one hand, and increased
   contracting out of
   commercial and industrial services on the other;

-  one-third to one-fourth of the [Federal] workforce eligible to
   retire during the next 5 years; and

-  shifts in national public policy priorities will result in
   redistribution in the Federal workforce, especially from defense
   to non-defense agencies.


The need to train new workers who lack basic skills will, of
necessity, drive an increase in the average annual cost per
employee.  This will further complicate an already austere budget
climate, forcing Government managers to concentrate limited
resources on their highest priorities and to seek cost-effective
approaches which yield the greatest return on investment.

The baby-boom generation now in the public service is ready to move
up and compete for advancement into middle management.
Organizations will need t o deal with this tide of rising
expectations if they expect to keep a quality workforce.  The baby-
bust generation will arrive a short 7 or 8 years from now and,
given the public-private portability of the Federal Employees
Retirement System, will increase competition not only to recruit
but to retain good people.

Other developments are also likely to impact on the future of
public human resources management in significant ways.   Agencies
are adopting Total Quality Management (TQM) approaches to improving
the quality of Government services.  TQM incorporates employee
involvement, customer-defined expectations, and statistical process
control.

These new approaches call for new leadership styles as well as a
new relationship with Federal unions.  Authors are describing these
emerging leadership styles as deemphasizing hierarchy, structure,
and traditional supervisor-subordinate relationships.  These new
leadership approaches modify "chains of command" with empowered
work teams and networks of stakeholders.  In a complementary
development, Federal unions and managers are finding opportunities
to forge partnerships and cooperative ventures.

Just as managers, employees and unions are changing roles, so too
are OPM and the agency personnel offices.  OPM is changing the way
it exercises it s traditional leadership roles.  The changeover,
already well underway, is a movement away from central operations,
regulation, and standardized processes.  The changeover is a
movement toward optimal delegation of authorities and operating
responsibilities to agencies as well as deregulation of required
processes.  OPM's emerging leadership style, while retaining
guidance, assistance and oversight, relies increasingly on
communication, research, flexibility and involvement.

Agency personnel offices are also changing the ways they exercise
their roles.  Increasingly, they are scaling back agency
requirements, delegating authority to line managers, evaluating
their own effectiveness and developing innovative approaches which
are more efficient, which are more service-oriented and which "fit"
their agency's culture.  Managing change of this magnitude within
an environment which is itself changing is an awesome task.  It
requires strategic thinking.  It requires a shared vision.  It
requires a joint commitment to pursue complementary courses of
action.


                                   THE VISION


The Office of Personnel Management and the agency Directors of
Personnel share the following vision of the Federal human resources
management system:

HUMAN RESOURCES MANAGEMENT THROUGHOUT THE FEDERAL GOVERNMENT IS SO
EFFECTIVE IN ENABLING AGENCIES TO RECRUIT, DEVELOP AND RETAIN A
QUALITY AND REPRESENTATIVE WORKFORCE THAT:

THE PUBLIC'S EXPECTATIONS ABOUT THE QUALITY OF GOVERNMENT SERVICES,
PROGRAMS AND OPERATIONS ARE MET AND OFTEN EXCEEDED AND THE PUBLIC
REGARDS
FEDERAL EMPLOYEES AS KNOWLEDGEABLE, HELPFUL, ETHICAL AND COMMITTED
TO QUALITY;

FEDERAL EMPLOYEES REGARD THE GOVERNMENT AS A GREAT PLACE TO WORK;

AGENCY MANAGERS CITE RESPONSIVE AND COST-EFFECTIVE HUMAN RESOURCES
MANAGEMENT PRACTICES AS A MAJOR SOURCE OF SUPPORT FOR THEIR
MISSIONS.

This vision statement describes how personnel officials want to be
 viewed by others.  But, they also share an insider's vision of how
 the "ideal" Federal hum an resources management system should
 operate at peak effectiveness.

The ideal human resource management system is a seamless system,
supported by top leadership, in which line managers and budget and
personnel staff collaborate to attract, train and retain quality
people.  It is an integral and cost effective part of each agency's
management system, focused primarily on mission accomplishment and
delivery of services to the public.

The ideal human resource management system balances legitimate
needs for uniformity and for flexibility.  It gives individual
managers great
flexibility to manage their resources to achieve mission
accomplishment and agency objectives.  The ideal system is
characterized by optimal delegation to the lowest organizational
levels.


It is consistent across agencies on matters related to individual
rights, entitlements, and records:  including veterans' preference,
retention, formal dispute resolution, collective bargaining,
benefits and privacy.  It adheres to common merit principles, such
as open competition and job-relatedness; and embraces the principle
of equal pay for substantially equal work.

The ideal human resource management system is anchored in a set of
positive assumptions about human nature and the importance of work
to the dignity of the individual.  It assumes that people want to
do the best work they are capable of doing, that they are their own
best source of motivation and discipline, that they will eagerly
respond to overtures to take responsibility for continuously
improving the organization's performance and that they are willing
to be held accountable for t heir relative contributions.  It also
constructively addresses those rare situations in which individuals
are unwilling or unable to perform their jobs.  The ideal human re
source management system brings out the best in people, as
individuals and organizations.  It encourages agencies to
collaborate on program development, to form consortia, to borrow
each others' technology and innovations, and to otherwise seek out
cost efficiencies through sharing and cooperation.

Lastly, the ideal human resource management system for the Federal
Government is one in which OPM and the agency personnel offices
have a high degree of mutual respect and a commitment to each
other's success in ensuring the success o f line managers.  This
attitude manifests itself in many ways including delegation t o
agencies, deregulation and communication.


                              THE GOAL


The goal of the Federal human resources management system is to
create a responsive system that enables each agency to attract,
develop and retain a quality and representative workforce needed to
accomplish its unique mission.  This goal statement compels us to
adopt the "quality" candidate an d the "quality" employee as our
primary points of perspective, though efficiency a nd quality
control of the human resources management system itself are also
very important.  Who are "quality" candidates?  What do they know
about job opportunities i n the Federal Government?  What do they
know about the Federal Government as an employer?  What is
important to them when they are deciding among competing job
offers?

Who are "quality" employees?  What do they know about merit
promotion opportunities throughout the Federal Government?  What do
they know about employee development/training opportunities?  What
is important to them when deciding whether to stay with the Federal
Government or to accept job offers elsewhere?

Current research concerning the recruitment and retention of
employees including honors graduates, scientists and engineers, and
former members of the Senior Executive Service suggests that the
following factors weigh heavily for individuals deciding whether to
accept particular job offers:

-  Opportunity to "belong" to a highly regarded work group, which
   performs challenging and important work;

-  Competitive and fair compensation;

-  Opportunity for professional growth and development;

-  Opportunity to influence work assignments and work processes, to
   make an individual difference; and

-  An environment which respects the individual, provides due
   process and protects the individual from discrimination,
   retaliation, harassment, partisan political pressures, and other
   conflicts.

The Federal Government becomes more competitive as an employer by
improving how "quality" candidates and employees view its track
record on these factors.


     THE COMPLEMENTARY STRATEGY AND THE JOINT COMMITMENT TO ACT

In order to reach this goal and realize their shared vision, the
Office of Personnel Management and the agency personnel offices
must pursue complementary strategies within the current and
proposed statutory framework.  OPM's mission is to take the lead,
with support from departments and agencies, to improve the quality
and image of the Federal civil service through more effective
recruitment, training , retention, performance evaluation, and
compensation practices.  Agency personnel offices' missions are to
support agency mission accomplishment through effective human
resources management.

Clearly efforts are needed over the next three to five years to:

-  improve job information and recruitment and

-  improve the Federal Government's competitiveness on each of the
   five factors which generally influence individuals to accept job
   offers.

Supporting efforts are needed to:

-  improve the efficiency of personnel operations and

-  improve quality control of the human resources management
   system.

This part describes the efforts OPM and agencies will be
undertaking in each of the above areas.


IMPROVE JOB INFORMATION AND RECRUITMENT

In general, the strategy is:

a. to do a better job of planning for future workforce needs and of
   expanding the pool of prospective workers;

b. to retain recruitment strategies and rating factors which are
   proven predictors of job success and to expand their use
   whenever appropriate to an occupation;

c. to improve the public's access to information about Federal
   careers, specific job openings and hiring procedures;

d. to establish strong partnerships with schools and


e. to streamline hiring processes through delegation, deregulation,
   automation and state-of-the-science testing methodologies.


IMPROVE THE FEDERAL GOVERNMENT'S COMPETITIVENESS ON EACH OF THE
FIVE FACTORS KNOWN TO INFLUENCE INDIVIDUALS TO ACCEPT PARTICULAR
JOB OFFERS

The strategies vary for each factor depending on the Federal
Government's current competitive standing vis-a-vis other
employers, as well as statutory constraints.

FACTOR 1:  Opportunity to Belong to a Highly Regarded Work Group
           Which Performs Challenging and Important Work

In general, the Federal Government is very competitive in its
ability to offer challenging and important work, though the public
may lack knowledge about the variety of critical functions
performed by Government agencies.  Furthermore, certain agencies
are highly regarded for their missions and their achievements;
however, public opinion surveys indicate that the public has
relatively low regard for Government generally.

The general strategy to improve competitiveness on this particular
factor is:

a. to disseminate information to the public and to Federal
   employees about the important work Government does and the
   excellence with which individuals and teams perform that work,
   and

b. to help the Government's "frontlines" reinforce the perception
   of excellence.



FACTOR 2:  Fair Compensation

Federal pay is least competitive on the dimension of external
equity and generally lags behind private sector pay by varying
degrees depending on the occupation and the geographic location.
Perceptions of individual equity are largely unknown, except that
managers express dissatisfaction with the Performance Management
and Recognition System (PMRS).  Benefits are costly and do not meet
the needs of relatively new employees, especially those who are
family care providers and those who suffer injury or long term
illness.  While the values underlying the position classification
system have not been revalidated for many years, Federal pay for
particular jobs is believed to be fair relative to other jobs
across the Government.

The general strategy to increase competitiveness on this particular
factor is:

a. to increase external equity by introducing pay variables that
   are sensitive to differences and fluctuations in the labor
   market and that provide managers with the flexibility to meet
   specific recruitment and retention needs;

b. to improve individual equity by allowing agencies considerably
   more flexibility to develop pay-for-performance systems,
   performance management systems and incentive awards systems
   which "fit" well with their missions, their organizational
   cultures, with their related management initiatives, and with
   the values of their employees;

c. to explore alternatives to the current position classification
   system possibly leading to reform proposals; and

d. to improve the Federal benefits package by reforming the Federal
   Employees Health Benefits Program, by considering changes to the
   leave system, by exploring the feasibility of a more flexible
   benefits package and by streamlining the operation of the
   current retirement systems.


FACTOR 3:  Opportunity for Professional Growth and Development

The Federal Government is fairly competitive on this factor in some
agencies, but not universally.  There is room for improvement in
both quantity and quality, and in both planning and evaluation.

In general the strategy on this factor is:

a. to standardize and improve the quality of training offered by
   OPM, especially in the following areas:

-  supervisory, managerial and executive training

-  frontline operations

-  personnel management and equal employment opportunity

b. to improve the way agencies plan for training

c. to expand the application of technology to training

d. to evaluate the "bottom line" of training

e. to support legislation permitting tuition reimbursement for
   academic degrees

f. to institute diagnostic testing in order to plan job-related
   training



FACTOR 4:  Opportunity to Influence Work Assignments and Work
           Processes, to Make an Individual Difference

This factor finds the Government at a decided disadvantage.  Most
people, including Federal employees and managers, believe that the
Government is saddled with red tape, excessive and overly
restrictive rules.

In general the strategy on this factor is:

a. to deregulate and delegate personnel authorities to the maximum
   extent possible and

b. to apply Total Quality Management principles across Government.



FACTOR 5:  An Environment Which Respects the Individual, Which
           Provides Due Process and Which Protects the Individual
           from Discrimination, Retaliation, Harassment, Partisan
           Political Pressures and Other Conflicts

This factor may be a competitive advantage for the Federal
Government, but managers often perceive appellate processes as
impediments to addressing concerns expeditiously.

In general the strategy for this factor is:

a. to reduce and resolve conflict more quickly,

b. to expand and enhance labor management cooperation, and

c. to provide dispute resolution systems that are fair, timely and
   efficient.

IMPROVE THE EFFICIENCY OF PERSONNEL OPERATIONS

In general the strategy is to increase the application of computer
technology to personnel operations, thereby reducing paperwork and
ultimately leading to the paperless personnel office.

IMPROVE QUALITY CONTROL OF THE HUMAN RESOURCES MANAGEMENT SYSTEM

In general the strategy is:

a. to meet the expectations of different customers by:

-  monitoring compliance,

-  analyzing trends which impact on policy,

-  transferring exemplary practices from one agency to others,

-  ensuring that personnel systems enable agencies to be effective;
   and

b. to introduce more measurement of bottom line outcomes or
   results,
   especially as OPM and the agencies deregulate personnel
   practices and eliminate standard operating procedures [examples
   appear in appendix A].



                       IMPLEMENTATION/ASSESSMENT/REVISION

A Strategic Plan is a prelude to action and a process for
continuing communication.  For its part, OPM is using the Plan in
its internal, long-range program planning and budgeting process.
In that context, OPM will develop specific timetables for the
Government-wide initiatives: creating new systems, assembling task
forces, preparing legislative proposals, etc.  In implementing
their portion of the plan, agencies will also build these
strategies into their regular planning/budgeting processes.
Ideally, each agency will develop its own strategic plan,
incorporating those action steps that the Government-wide plan
calls for along with other system improvement actions that are
specific to the agency, and setting timetables and priorities that
are appropriate for the agency's circumstances.

To ensure that this plan is effective, information will be
collected and progress assessed.  Just as the plan calls for
information sharing among agencies and with OPM on useful
technology, so, too, the Federal personnel community needs to share
information on achievements that can be replicated by others.  OPM
will take responsibility for preparing a report annually on
progress in implementing the plan and expects to include in those
reports information on agencies' achievements.

From time to time at meetings or conferences of the IAG, OPM
together with the agency Directors of Personnel, can review these
progress assessments, reassess directions and provide for needed
improvement, and update the strategic plan to reflect new realities
and emerging opportunities.

The goal of Federal human resources management is to create a
responsive system that enables each agency to attract, develop and
retain a quality and representative workforce needed to accomplish
its unique mission.  To that end, t he following bottom-line
results (with their specific sub-results) represent success vis-a-
vis this vision:


RESULT #1 -- THE PUBLIC'S EXPECTATIONS ABOUT THE QUALITY OF
GOVERNMENT SERVICES, PROGRAMS AND OPERATIONS ARE MET AND OFTEN
EXCEEDED, AND THE PUBLIC REGARDS FEDERAL EMPLOYEES AS
KNOWLEDGEABLE, HELPFUL, ETHICAL AND COMMITTED TO QUALITY.

Result 1A:  Public service is a highly regarded profession.

Premise:  Positive perceptions of public service result in higher
          quality candidates for Federal jobs, and higher retention
          of good performers.

Specific Outcomes:

a.  Public perceptions about careers in the public service are
    increasingly positive.
b.  More and more relatively "high quality" candidates apply for
Federal jobs.  c.  There is greater retention/less turnover of high
performers.
d.  Job satisfaction among Federal employees is increased.


Result 1B:  Timely and accurate Federal job information is provided
to customers.

Premise:  Responsive and correct job information results in better
          customer satisfaction and recruitment of higher quality
          candidates.

Specific Outcomes:

a.  Potential applicants receive job information that is helpful
and correct.  b.  Potential applicants spend less time getting "the
answer."
c.  Fewer complaints are received from customers.
d.  Helpful attitudes are perceived by customers.


Result 1C:  The Federal workforce is representative of the labor
            force in general.

Premise:  A representative workforce not only causes more
          representative (i.e., democratic) public policy/decision
          making, but also creates the perception of broad access
          to Government by establishing role models that serve to
          attract high quality candidates.

Specific Outcomes:

a.  Percentages of targeted/disadvantaged groups in the workforce
    are representative of percentages in the qualified labor force.
b.  Percentages of targeted/disadvantaged groups in professional
    occupations and grades are proportionate to their qualified
    labor-force representation.  c.  Percentages of
    targeted/disadvantaged groups in higher grades are
    proportionate to their qualified labor-force representation.


Result 1D:  Agencies comply with the Federal personnel law,
            regulations and OPM policy.

Premise:  Agency compliance with laws, regulations and OPM policy
          results in public expectations of compliance with merit
          principles and confidence in Government.

Specific Outcomes:

a.  Progressively fewer "material violations" are occurring.
b. Agencies have internal review programs to prevent violations,
   and identify and correct those which do occur.


RESULT #2 -- FEDERAL EMPLOYEES REGARD THE GOVERNMENT AS A GREAT
PLACE TO WORK.

Result 2A:  The compensation system treats employees fairly while
            enabling the Government to compete successfully in the
            market place at a reasonable cost.

Premise:  A fair and cost-effective compensation system causes the
          Government to be able to compete for and retain high
          quality employees.

Specific Outcomes:

a.  Federal employees perceive that their compensation is fair.
b.  Compensation in the Federal Government is competitive with
    compensation in other sectors for similar positions at similar
    levels of difficulty and responsibility.
c.  Improved Government recruitment of quality candidates for jobs
    where there is competition among various employers for such
    candidates.
d.  Increasing percentage of managers express satisfaction with the
    compensation system.



Result 2B:  The performance management system recognizes and
            promotes motivation and quality performance, and is
            generally accepted by management and employees.

Premise:  A performance management system that motivates and
          recognizes quality performance, promotes recruitment and
          retention of high performers.

Specific Outcomes:

a.  Employees perceive an increasingly greater link between
    performance and reward.
b.  Employees perceive that the performance management system is
    administered fairly.
c.  Managers perceive that the performance management system leads
    to improved performance.
d.  Employees perceive that their supervisor deals appropriately
    with performance problems.
e.  Distinctions in performance are being made, and these
    distinctions are reflected in pay.


Result 2C: A constructive and participatory relationship exists
           between management and employees/employee organizations.

Premise:  A participatory and constructive relationship between
          labor and management increases employee involvement, job
          satisfaction, an d ultimately retention.

Specific Outcomes:

a.  Employees and employee organizations are increasingly satisfied
    with their access to management.
b.  Employees have increased organizational commitment.
c.  The substance of the contacts between management and
    employees/employee organizations is increasingly satisfactory
    to both parties.
d.  The number of ULPs and other complaints decreases.


Result 2D:  Federal employees are provided a safe and healthful
            workplace with suitable working conditions.

Premise:  A safe and healthful workplace confirms the value of
          employees to the organization and improves productivity.

Specific Outcomes:

a.  Sick leave use decreases.
b.  Employees have an increasing sense that safety and health are
    important "management issues."
c.  Employees are increasingly satisfied with their working
    conditions.
d.  On-the-job injuries decrease.


Result 2E:  Retiring employees are provided a smooth transition
            from employee status to annuitant status.

Premise:  Expeditious and trouble-free transition from employee to
          annuitant status confirms the value of employees and
          alleviates pre-retirement stress and anxiety.

Specific Outcomes:

a.  The length of time between the last paycheck and the first
    annuity payment is decreased.
b.  Increasing numbers of retirees perceive the transition from
    employee status to annuitant status as smooth.
c.  The length of time between agencies' submission of retirement
    records to OPM is decreased.
d.  The accuracy of information sent to applicants is increased.
e.  Annuitants perceive increased responsiveness on the part of the
    servicing program.


Result 2F:  The health insurance system gives employees quality
            care at reasonable cost.

Premise:  A health insurance system that meets employees' needs at
          a reasonable cost aids in recruiting and retention by
          complementing a competitive pay system.

Specific Outcomes:

a.  Employee premiums will track with the value of benefits
    received.
b.  The percentage of premium dollars spent on actual benefits is
    maximized.
c.  Benefits are tailored more to the particular needs of employees
    as well as retirees, thus creating more desirable benefit
    packages for both groups .
d.  There are fewer and clearer choices; enrollee choices are based
    more on the level of benefits available than on premium
    differences.

Result 2G:  A community of interest exists among SES members
            through communication and involvement.

Premise:  A community of interest among SES members results in
          better informed and committed executives who feel a sense
          of belonging to a highly-regarded organization.

Specific Outcomes:

a.  SES members feel an increasing sense of positive "community"
    with their fellow executives.
b.  Increased numbers of SESers participate in SES-sponsored
    activities.


RESULT #3 -- AGENCY MANAGERS CITE HUMAN RESOURCES MANAGEMENT
             PRACTICES AS A MAJOR SOURCE OF SUPPORT FOR THEIR
             MISSIONS.

Result 3A:  The human resources management system allows agencies
the
            maximum flexibility to design and operate programs that
            meet their needs.

Premise:  A flexible human resources management system enables
          Federal agencies to more effectively accomplish their
          missions, and gives managers and employees more
          opportunities to make improvements in processes.


Specific Outcomes:

a.  Agency managers feel they are increasingly responsible and
    accountable for their actions.
b.  Agency personnelists perceive increasingly greater control over
    their work (and OPM has increasingly less).
c.  Agency management (including personnel managers) feel fewer and
    fewer impediments related to personnel administration.
d.  Agency managers perceive that the personnel system can be used
    to meet their specific needs.


Result 3B:   The classification system is as simple and flexible as
             possible, and provides reasonably consistent
             classification within and between agencies.

Premise:  A flexible classification system that is relatively
          simple to administer causes Federal agencies to more
          effectively accomplish their missions, and promotes
          employee satisfaction and retention through internal
          equity.

Specific Outcomes:

a.  Classifiers/managers perceive the classification standards as
    increasingly easy to apply.
b.  Managers indicate increasingly positive perceptions of
    classifications' contribution to mission accomplishment.
c.  Employees feel increasingly greater satisfaction with the
    equity of their classification.
d.  The average grade by occupation is similar between agencies
    with similar missions.
e.  Consistency studies/analyses indicate increasingly greater
    consistency of classification among similar jobs.


Result 3C:  The staffing system, both centralized examining as well
            as agency-based staffing, provides quality candidates
            (i.e., the right people for the right positions) in a
            timely and cost effective manner.

Premise:  An effective staffing system results in the Federal
          Government being better able to accomplish its mission
          through the timely and efficient recruitment and
          selection of high quality candidates.

Specific Outcomes:

a.  The time required to rate and rank candidates is reduced.
b.  The time required to refer certificates is reduced.
c.  The cost of referring certificates to managers is reduced.
d.  The quality of candidates is improved.
e.  Personnelists perceive the system as easy to administer.
f.  Managers perceive an increasing degree of quality candidates.


Result 3D:  Training/development programs are adequate in scope and
            effectiveness to meet the needs of the Government, and
            positively impact performance on the job.

Premise:  Training/development programs that meet the needs of the
          Government and its employees promote greater retention,
          performance and quality in the Federal workforce.

Specific Outcomes:

a.  Agency management perceives that training has a positive impact
    on the ability of the organization to accomplish its mission.
b.  Agency management supports training in agency budget decisions.
c.  Resources invested in training are sufficient to meet
    identified training needs.
d.  Identification of training needs is carried out systematically,
    through formal diagnostics (e.g., diagnostic tests).
e.  Supervisors perceive an improvement in trained employees'
    performance in their jobs.
f.  Employees perceive that training has improved their ability to
    do their jobs.


Result 3E:  The personnel system attracts, develops, motivates and
            retains high quality Government executives.

Premise:  A personnel system that attracts, develops and retains
          its high quality executives results in better decision-
          making and public policies, as well as high retention
          among employees who want to work for capable people.

Specific Outcomes:

a.  Employees perceive executives to be effective leaders.
b.  Executives have a sense that the training afforded them fosters
    their growth as executives.
c.  There is greater retention/less turnover of high-performing
    executives.
d.  The quality of SES candidates is improved.
e.  Agencies have a working succession plan or candidate
development program.  f.  The time required to fill SES jobs is
reduced.



Result 3F:  Accurate and timely data in CPDF and agency personnel
            data files supports personnel processing and management
            information needs.

Premise:  Accurate CPDF and agency personnel data that is produced
          in a timely manner permits accurate custody of vital
          employee records, and enables workforce planning and
          analysis of employment trends.

Specific Outcomes:

a.  The error rate of data received and generated is lowered.
b.  The response time from request for data to delivery of data is
    lowered.
c.  There is improved "client" satisfaction with data products.


Result 3G:  Automated personnel data systems are utilized
            throughout the Federal Government.

Premise:  Increased automation of personnel data systems in the
          Federal Government allows resources to be moved from
          process-oriented activities to areas of greater import
          vis-a-vis the recruitment and retention of a high-quality
          workforce.

Specific Outcomes:

a.  An increasing number of agencies are using automated personnel
    data systems.
b.  There is an increasing number of compatible systems among
    agencies.
c.  An increasing number of personnel processes are automated.
d.  An increasing number of agencies using on-line agency
    administered tests.


Result 3H:  The personnel evaluation system serves to improve
            agency performance and create a link between good
            personnel policy and mission accomplishment.

Premise:  An effective personnel evaluation system results in
          improved agency performance by promoting a high-quality
          workforce through effective human resource management.

Specific Outcomes:

a.  Agency personnelists perceive the personnel evaluation program
    as something that helps agency performance.
b.  Agency management implements an increasing number of
    recommendations from the personnel evaluation program.
c.  Agency management perceives the personnel evaluation function
    to be increasingly important vis-a-vis mission accomplishment.
d.  Agency management has an increasingly positive view of the role
    of personnel management in mission accomplishment.


I. IMPROVE JOB INFORMATION AND RECRUITMENT


Specific examples of complementary OPM and agency actions include:

A. Workforce Planning and Expanding the Pool of Prospective Workers

OPM will:

1.  Publish a new, consolidated FPM chapter on recruitment and
    affirmative employment

2.  Explore ways to attract annuitants and other seniors back to
    the Federal workforce

3.  Develop a "package of enablers" (e.g., day care, flexible work
    scheduling) to attract new sources of talent to the workforce
    (physically disabled, etc.)

4.  Develop information on trends in SES selection and participate
    with agencies to facilitate an increase in the representation
    of women and minorities in the SES and in SES/management feeder
    programs.

Agencies will:

1.  Install workforce planning systems which are linked to their
    program planning and budgeting systems

2.  Analyze reasons why employees are leaving (and why others are
    staying)

3.  Try creative approaches to retaining older workers and hiring
    retirees

4.  Offer literacy and other remedial training to lure underskilled
    candidates

5.  Determine what initiatives can be taken to increase
    representation of
    women and minorities in the SES and in SES/management feeder
    programs, such as through SES Candidate Development Programs


B. Defining "Quality" for Recruitment Strategies and for Rating
   Factors

OPM will:

1.  Develop Quality Employee Profiles (QEPs) for major occupations
    and introduce these characteristics into recruitment strategies
    and competitive examinations

2.  Try innovative recruitment techniques aimed at a representative
    workforce (e.g., pilot a cooperative education program for 14
    year olds)

3.  Critically evaluate the Individual Achievement Record as an
    examination tool

Agencies will:

1.  Use QEPs to develop recruitment plans, qualification
    requirements and selective factors


C. Access to Job Information

OPM will:

1.  Publish a recruiter's handbook and create a training course for
    recruiters

2.  Add general job information to the already existing college
    hotline

3.  Provide local State Employment Service Offices, through the
    Labor Department, with information about Federal vacancies
    nationwide

4.  Publicize FOCIS, an automated system of job information

Agencies will:

1.  Develop agency-specific recruitment literature which
    complements Career America materials

2.  Improve the quality of agency recruitment plans, develop
    recruitment budgets, carefully select and train on-campus
    recruiters


D. Partnerships with Schools


OPM will:

1.  Seek legislation to authorize Public Service Fellowships and
    recruitment bonuses

2.  Explore flexibilities to allow Federal employees to devote time
    to teaching/classroom activities

Agencies will:

1.  Establish agency and occupation-specific intern programs

2.  Expand use of cooperative education programs and the
    Presidential Management Intern Program

3.  Build positive and cooperative relationships with faculty of
    colleges and secondary schools so as to influence student
    attitudes about public service and to prepare students for
    public service


E. Streamlined Hiring Processes

OPM will:

1.  Delegate and decentralize examining and staffing authorities to
    the maximum extent possible

2.  Extend the Automated Applicant Referral System to other grade
    levels and
    to additional occupations, and continue to speed processing of
    applicants and certificates

3.  Decentralize scanning capability for the Individual Achievement
    Record (IAR) and for the "ACWA" examinations in order to
    process applications in one day

4.  Develop the technology to enable agencies to use personal
    computers to request and receive certificates and to administer
    OPM tests

5.  Provide agencies greater flexibility in merit promotion and
    support them in their simultaneous use of merit promotion and
    competitive examination

6.  Evaluate the demonstrations of agency-based examining at the
    National Institute of Standards and Technology and the US
    Department of Agriculture

Agencies will:

1.  Accept all possible delegations of examining authority  and
    redelegate to the lowest possible level within the agency

2.  Experiment with alternative application forms, in lieu of the
    SF 171

3.  Streamline and expedite the merit promotion processes by such
    actions as:

   a.  using touch screens for on-line information about open
       vacancy announcements
   b.  seeking candidates simultaneously under both merit promotion
       and open competitive examining processes
   c.  simplifying agency merit promotion plans and negotiating
       simpler merit promotion procedures in union contracts

3.  Use automation to expedite referrals and certificates


II.   IMPROVE THE FEDERAL GOVERNMENT'S COMPETITIVENESS ON EACH OF
      THE FIVE FACTORS KNOWN TO INFLUENCE INDIVIDUALS TO ACCEPT
      PARTICULAR JOB OFFERS

Specific examples of complementary actions to be taken by OPM and
the agencies include:

FACTOR 1: Opportunity to Belong to a Highly Regarded Work Group
          Which Performs Challenging and Important Work

A.  Information Dissemination

OPM will:

1.  Conduct cyclical events throughout each of the next five years
    to raise public consciousness about the achievements of Federal
    employees

2.  Work with agencies to develop ongoing public service
    announcements
    to raise the public's consciousness about public service

3.  Expand the role of the Federal Executive Boards in promoting a
    positive image of Federal employees

4.  Disseminate profiles of distinguished career executives

Agencies will:

1. Expand public (external) recognition of their employees through
   news releases to hometown newspapers and to home district
   Congressmen


B.  Frontline Operations

OPM will:

1.  Develop guidance for supporting the frontline through training
    and recognition

2.  Consider increasing the importance of frontline functions and
    public contacts in both position classification and performance
    management

Agencies will:

1.  Support frontline functions through training, communication,
    redesigned work processes, and recognition - usually through
    the institution of total quality management principles


FACTOR 2: Fair Compensation

Specific examples of complementary actions to be taken by OPM and
the agencies include:

A. Competitive Pay

OPM will:

1.  Reform the General Schedule to align pay with appropriate
    occupational and geographic labor markets, enhance pay-for-
    performance models, introduce various allowances and
    differentials to meet special needs, and provide separate pay
    systems for Administrative Law Judges and other atypical
    occupations

2.  Phase-in pay reforms according to statutory timeframes

3.  Conduct studies and analyze data to assess Government's success
    in competing for well-qualified workers

4.  Monitor use of new flexibilities

Agencies will:

1.  Implement pay reform, including providing information to
    employees, reprogramming agency personnel and payroll systems,
    and developing agency policies where necessary, and monitoring
    use of new flexibilities

2.  Provide needed data, information and assistance to OPM in
    assessing Government's ability to attract and retain a
    qualified workforce

B.  Pay-for-Performance

OPM will:

1.  Deregulate performance management

2.  Provide comprehensive, generic training and assistance to
    agencies on
    how to design and how to develop strategies to changeover to
    performance management systems which "fit" with their missions
    and cultures

3.  Provide leadership and a clearinghouse of information to
    agencies
    on effective and innovative incentive awards programs

4.  Provide guidance and models for agency SES recertification
    systems

5.  Issue guidance to agencies on dealing with poor performers

Agencies will:

1.  Develop performance management systems which "fit" their
    organizational cultures, develop well thought-out strategies
    for implementing change, and train managers and employees

2.  Preserve maximum flexibility to managers in incentive awards
    policies

3.  Support managers as they address instances of poor performance


C. Classification

OPM will:

1.  Evaluate the application of an alternative supervisory grade
    evaluation guide, which disregards numbers of employees
    supervised, for extension Government-wide

2.  Conduct research and evaluate demonstration project results in
    order to determine what changes, if any, to recommend for the
    position classification system

3.  Improve the consistency of job classifications by automating
    the process
    of developing classification standards, by providing
    statistical data on classification trends, and, ultimately, by
    installing an "expert" system which fully automates the
    classification process

Agencies will:

1.  Improve the consistency of job classifications

   a.  by automating classification operations

   b.  by issuing agency-specific guides

   c.  by checking the accuracy of classification actions using
       both on-
       site and off-site sampling techniques

   d.  by training line managers to classify jobs

   e.  by opening the classification process - including standards
       and evaluation statements - to all supervisors and employees

D. Benefits Reform

OPM will:

1.  Reform the Federal Employees Health Benefits Program

2.  Determine what changes, if any, to recommend for the Federal
    employees' leave system, including whether to provide short-
    term disability

3.  Study the feasibility of flexible benefits (without pre-tax
    provisions) to the Federal Government

4.  Simplify retirement and benefits programs

5.  Implement the FERS Automated Processing System

Agencies will:

1.  Ensure that fully documented benefit packages are received in
    OPM within 15 days of separation or death

2.  Make effective use of retirement counselors

FACTOR 3: Opportunity for Professional Growth and Development

Specific examples of complementary actions to be taken by OPM and
the agencies include:

A. Standardized Quality of OPM Courses

OPM will:

1.  Standardize core supervisory, personnel and EEO curricula,
    using a
    "lead training center" concept for each curriculum area


2.  Complete installation of the new Federal Executive Institute
    curriculum, which focuses on:

    a. public service leadership in a democratic society

    b. America's place in the world [develop an international focus
       for all executives]

    c. stakeholders

    d. personal and interpersonal effectiveness

3.  Establish the capacity at FEI-DC to reinforce executive
    development

4.  Recast the Executive Seminar Centers with a national identity
    and standardize the curriculum

5.  Deliver training especially designed to support agencies'
    frontline operations

6.  Conduct a public/private sector symposium on strategic planning
    for
    human resources development and deliver training on this topic
    to Government managers

7.  Work with agencies to integrate theme/strategies from the
    Strategic Plan for Federal Human Resources Management into
    existing training courses and/or seminars for managers


B. Better Planning for Training

OPM will:

1.  Implement the Director's decisions on executive and managerial
    development in such a way that such development is cumulative,
    not episodic

2.  Encourage agencies to conduct succession planning, especially
    for supervisors, managers, and executives

3.  Build Executive Resources Board competence [hold conferences,
    issue handbook, conduct surveys]

4.  Provide models for effective executive development - for both
    incumbents and candidates

5.  Provide guidance and leadership for personnel management career
    development programs to enhance the professionalism of both
    personnel generalists and personnel specialists

6.  Provide interagency training for the Presidential Management
    Intern Program in management skills and competencies

Agencies will:

1.  Devote more resources to training and spend them wisely

2.  Use succession planning techniques, especially for supervisors,
    managers and executives

3.  Plan for developing executive "bench strength" and select
    "executives for the future" to attend FEI

4.  Prepare executives to attend FEI and prepare the executives'
    organizations to reinforce the executives' learning

5.  Support executive mobility, especially the PCMI-led effort to
    broker SES reassignments across agencies and OPM's efforts to
    assist graduates of SES Candidate Development Programs who wish
    to find positions in other agencies

6.  Assure that Executive Resources Boards are carrying out their
    responsibility for overall planning and management of executive
    development programs for SES incumbents, candidates, and
    managers

7.  Make executive development a high priority, especially for
    women and minority managers

8.  Launch a personnel management career development program to
    enhance
    the professionalism of personnel generalists and personnel
    specialists

9.  Implement the technical track for the Presidential Management
    Intern program

10.  Retrain to facilitate lateral mobility for the purpose of
     individual development and redeployment of human resources in
     downsizing situations


C. Training Technology

   OPM will:

1. Download the administration of the Training Management
   Assistance master contract to OPM Regions and set up a "trade
   show" style clearinghouse to share training deliverables with
   all interested parties

2.  Experiment with the application of technology to upgrade
    training delivery, including the use of interactive videos and
    computer based instruction

Agencies will:

1.  Make training technology applications and innovations available
    to other agencies

2.  Serve as test site for prototypes and research


D. Training Evaluation

OPM will:

1.  Install, at FEI, value-added evaluation approaches which
    measure:

   a. how well agencies prepare their executives for FEI

   b. what the executive learned

   c. how the executive's values, attitudes and behaviors changed

   d. any differences the training had on the agency's
      effectiveness

Agencies will:

1.  Assess return on investment and the degree to which learning is
    transferred back to the job


FACTOR 4: Opportunity to Influence Work Assignments and Work
Processes, to
          Make an Individual Difference

Specific examples of complementary actions to be taken by OPM and
the agencies include:

A. Deregulation and Delegation

OPM will:

1.  Delegate virtually all examining at the mid and senior levels

2.  Deregulate, especially in the area of performance management

Agencies will:

1.  Redelegate authority to the lowest practical level

2.  Empower managers, teams and individual employees to act as
    autonomously as possible

3.  Eliminate unnecessary policies, guidelines, standard operating
    procedures and other requirements which inhibit creativity or
    process improvement

B. Total Quality Management

OPM will:

1.  Support Total Quality Management, especially employee
    involvement, statistical process control, continuous process
    improvement and customer-determined quality

2.  Evaluate personnel demonstration projects and other experiments
    with work teams and self-managed teams

3.  Encourage agencies to revitalize their suggestion programs by
    promptly implementing all viable suggestions and by blending
    suggestion programs with continuous process improvement

4.  Promote safety and health services for employees

Agencies will:

1.  Implement Total Quality Management in cooperation with labor
    unions

2. Train managers and employees in statistical process control, in
   team development, in quantitative problem solving and in
   communication skills

3.  Revitalize suggestion programs by promptly implementing all
    viable suggestions and by blending suggestion programs with
    continuous process improvement

4.  Support a safe and healthy workforce through health, safety and
    assistance programs


FACTOR 5: An Environment Which Respects the Individual, Which
          Provides Due Process and Which Protects the Individual
          from Discrimination, Retaliation, Harassment, Partisan
          Political Pressures, and Other Conflicts


Specific examples of complementary actions to be taken by OPM and
the agencies include:

A. Conflict Resolution

   OPM will:

1.  Support, but not lead, studies to examine ways to consolidate
    processes
    and agencies responsible for dispute resolution

2.  Provide agencies with guidance, technical assistance and
    training related to:

   a. making effective use of appellate systems with regard to
      employee discipline

   b. achieving dispute resolution and prevention

Agencies will:

1.  Deal effectively with problem employees, including prompt
    attention to problems and skillful administration of discipline
    where needed

2.  Establish and administer systems for preventing and resolving
    disputes with employees that are fair, timely and cost-
    effective

B. Labor Management Cooperation

OPM will:

1.  Encourage agencies to embark on bold ventures in labor
    management cooperation on negotiable as well as non-negotiable
    matters

2.  Inform and consult with unions regarding OPM programs and
    policies
which affect bargaining unit  employees

Agencies will:

1.  Pursue bold initiatives in labor management cooperation, on
    negotiable
    as well as non-negotiable matters, which contribute to employee
    and agency effectiveness


III.    IMPROVE THE EFFICIENCY OF PERSONNEL OPERATIONS

Specific examples of complementary actions to be taken by OPM and
the agencies include:

OPM will:

1.  Provide leadership to Federal agencies for the application of
    ADP technology to all facets of personnel operations,
    information exchange and storage

2.  Exploit opportunities to automate interfaces between OPM and
    agencies, e.g., requests for certificates, distribution of FPM
    issuances, comments on draft standards, reports, information
    clearinghouses

3.  Champion the use of electronically produced forms for all
    personnel and payroll applications

4.  Support additional agency access to Central Personnel Data File
    (CPDF)

5.  Determine the need for "next generation" improvements to CPDF
    and
    for additional data element standardization

6.  Provide on-line agency-administered tests

7.  Develop an integrated occupational data base that can be used
to build an automated human resource management system (MOSAIC)

Agencies will:

1.  Share personnel software applications with OPM and other
    agencies

2.  Control the quality of CPDF data submissions


IV.   IMPROVE QUALITY CONTROL OF PERSONNEL MANAGEMENT SYSTEMS

Specific examples of complementary actions to be taken by OPM and
the agencies include:

A. Balanced Approach

OPM will:

1.  Distribute Governmentwide evaluation studies broadly and
    agency-specific studies, as appropriate

2.  Provide a clearinghouse on agency evaluation experiences and on
    exemplary practices

3.  Develop model evaluation systems and training for agency
    evaluators

4.  Help agencies strengthen their PME programs with an eye towards
    reducing material errors, especially through participation in
    agency-led evaluations

5.  Take action to rescind authorities from agencies with a
    documented
    pattern of misuse of delegated authorities

Agencies will:


1.  Provide greater evaluation coverage of delegations of authority

2.  Identify the empirical benefits from delegations

3.  Participate with OPM directly in improving evaluation
    methodologies, systems and training

4.  Apply continuous process improvement principles to the
    evaluation
    and redesign of all human resource management systems so as to
    focus
    them on mission accomplishment

B. Measuring Results

OPM will:

1.  Communicate the results intended by the Federal personnel
    system, along with optional measures

Agencies will:

1.  Introduce results-oriented measures into agency evaluations