Human Capital: Design, Implementation, and Evaluation of Training at Selected Agencies

Human Capital: Design, Implementation, and Evaluation of Training at Selected Agencies

Date: May 18, 2000
Creator: United States. General Accounting Office.
Description: Testimony issued by the General Accounting Office with an abstract that begins "GAO discussed efforts to improve federal agencies' human capital management, focusing on: (1) how high-performing organizations approach the design and implementation of their training and development programs; and (2) the design, implementation, and evaluation of training and development programs at the Defense Finance and Accounting Service (DFAS), the Health Care Financing Administration (HCFA), the Immigration and Naturalization Service (INS), and the Department of State."
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Human Capital: Workforce Diversity Governmentwide and at the Small Business Administration

Human Capital: Workforce Diversity Governmentwide and at the Small Business Administration

Date: April 23, 2008
Creator: United States. Government Accountability Office.
Description: Testimony issued by the Government Accountability Office with an abstract that begins "Hispanics are the fastest-growing segment of the civilian labor force, which is defined as those 16 and older (including federal workers) who are employed or looking for work and are not in the military or institutionalized. In August 2006, GAO reported on factors affecting Hispanic representation in the federal workforce and efforts being taken by the Equal Employment Opportunity Commission (EEOC), the Office of Personnel Management (OPM), and other agencies, including the Small Business Administration (SBA)--an independent agency that aids, counsels, assists, and protects the interests of small business concerns (GAO-06-832). In May 2007, GAO issued a report that contained data on Hispanic representation in the federal government through fiscal year 2006 (GAO-07-493R). In April 2008, GAO testified on diversity in the Senior Executive Service (SES) and the senior ranks of the U.S. Postal Service (GAO-08-609T). In response to a request to provide updated information on minorities and Hispanics in the federal workforce, GAO is providing demographic data--with an emphasis on Hispanic representation--related to the federal government as a whole and SBA's workforce. GAO obtained these data from OPM's Central Personnel Data File (CPDF)."
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Human Capital: Selected Agencies Have Implemented Key Features of Their Senior Executive Performance-Based Pay Systems, but Refinements Are Needed

Human Capital: Selected Agencies Have Implemented Key Features of Their Senior Executive Performance-Based Pay Systems, but Refinements Are Needed

Date: July 22, 2008
Creator: United States. Government Accountability Office.
Description: Testimony issued by the Government Accountability Office with an abstract that begins "In 2003, Congress and the administration established a performance-based pay system for Senior Executive Service (SES) members that requires a link between individual and organizational performance and pay. Specifically, agencies are allowed to raise SES pay caps if their systems are certified by the Office of Personnel Management (OPM) with concurrence by the Office of Management and Budget (OMB) as meeting specified criteria. GAO was asked to testify on preliminary results of ongoing work analyzing selected executive branch agencies' policies and procedures for their SES performance-based pay systems in the following areas: (1) factoring organizational performance into senior executive performance appraisal decisions, (2) making meaningful distinctions in senior executive performance, and (3) building safeguards into senior executive performance appraisal and pay systems. GAO selected the U.S. Departments of Defense (DOD), Energy (DOE), State, and the Treasury; the U.S. Nuclear Regulatory Commission (NRC); and the United States Agency for International Development (USAID) based on variations in agency mission, organizational structure, and size of their career SES workforces. To date, GAO has analyzed agencies' SES performance management policies and guidance and analyzed aggregate SES performance appraisal data as provided by ...
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Human Capital: Preliminary Observations on Final Department of Homeland Security Human Capital Regulations

Human Capital: Preliminary Observations on Final Department of Homeland Security Human Capital Regulations

Date: February 10, 2005
Creator: United States. Government Accountability Office.
Description: Testimony issued by the Government Accountability Office with an abstract that begins "At the center of any agency transformation, such as the one envisioned for the Department of Homeland Security (DHS), are the people who will make it happen. Thus, strategic human capital management at DHS can help it marshal, manage, and maintain the people and skills needed to meet its critical mission. Congress provided DHS with significant flexibility to design a modern human capital management system. DHS and the Office of Personnel Management (OPM) have now jointly released the final regulations on DHS's new human capital system. Last year, with the release of the proposed regulations, GAO observed that many of the basic principles underlying the regulations were consistent with proven approaches to strategic human capital management and deserved serious consideration. However, some parts of the human capital system raised questions for DHS, OPM, and Congress to consider in the areas of pay and performance management, adverse actions and appeals, and labor management relations. GAO also identified multiple implementation challenges for DHS once the final regulations for the new system were issued. This testimony provides preliminary observations on selected provisions of the final regulations."
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Human Capital: Improved Implementation of Safeguards and an Action Plan to Address Employee Concerns Could Increase Employee Acceptance of the National Security Personnel System

Human Capital: Improved Implementation of Safeguards and an Action Plan to Address Employee Concerns Could Increase Employee Acceptance of the National Security Personnel System

Date: April 1, 2009
Creator: United States. Government Accountability Office.
Description: Testimony issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) is in the process of implementing its new human capital system for managing civilian personnel--the National Security Personnel System (NSPS). Key components of NSPS include compensation, classification, and performance management. Implementation of NSPS could have far-reaching implications, not just for DOD, but for civil service reform across the federal government. As of February 2009, about 205,000 civilian employees were under NSPS. Based on GAO's prior work reviewing performance management in the public sector, GAO developed an initial list of safeguards that NSPS should include to ensure it is fair, effective, and credible. In 2008, Congress directed GAO to evaluate, among other things, the extent DOD implemented accountability mechanisms, including those in 5 U.S.C. section 9902(b)(7) and other internal safeguards in NSPS. This statement is based on GAO's September 2008 report, which determined (1) the extent to which DOD has implemented internal safeguards to ensure NSPS was fair, effective, and credible; and (2) how DOD civilians perceive NSPS and what actions DOD has taken to address these perceptions. For that report, GAO analyzed relevant documents and employee survey results; interviewed appropriate officials; and conducted ...
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Human Capital: DHS Personnel System Design Effort Provides for Collaboration and Employee Participation

Human Capital: DHS Personnel System Design Effort Provides for Collaboration and Employee Participation

Date: September 30, 2003
Creator: United States. General Accounting Office.
Description: A letter report issued by the General Accounting Office with an abstract that begins "The success of the transformation and implementation of the Department of Homeland Security (DHS) is based largely on the degree to which human capital management issues are addressed. Recognizing this, the legislation creating DHS provided it with significant flexibility to design a modern human capital management system. Congressional requesters asked GAO to describe the process DHS has in place to design its human capital system and involve employees, and analyze the extent to which this process reflects elements of successful transformations."
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Human Capital: Implementing an Effective Workforce Strategy Would Help EPA to Achieve Its Strategic Goals

Human Capital: Implementing an Effective Workforce Strategy Would Help EPA to Achieve Its Strategic Goals

Date: July 31, 2001
Creator: United States. General Accounting Office.
Description: A letter report issued by the General Accounting Office with an abstract that begins "During the last decade, as most federal agencies downsized, the Environmental Protection Agency's (EPA) workforce grew by about 18 percent. Much of this growth occurred in EPA's 10 regional offices, which carry out most of the agency's efforts to encourage industry compliance with environmental regulations. Currently, EPA's workforce of 17,000 individuals includes scientists, engineers, lawyers, environmental protection specialists, and mission-support staff. Some Members of Congress have questioned whether EPA is giving enough attention to managing this large and diverse workforce. The workforce management practices of EPA's Office of Enforcement and Compliance Assurance (OECA)--which takes direct action against violators of environmental statutes and oversees the environmental enforcement activities of states--have come under particular scrutiny because its enforcement activities span all of EPA's programs and regions. Although EPA has began several initiatives during the last decade to better organize and manage its workforce, it has not received the resources and senior-level management attention needed to realize them. This report reviews (1) the extent to which EPA's strategy includes the key elements associated with successful human capital strategies, (2) the major human capital challenges EPA faces in the successful ...
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Human Capital: Diversity in the Federal SES and Senior Levels of the U.S. Postal Service and Processes for Selecting New Executives

Human Capital: Diversity in the Federal SES and Senior Levels of the U.S. Postal Service and Processes for Selecting New Executives

Date: April 3, 2008
Creator: United States. Government Accountability Office.
Description: Testimony issued by the Government Accountability Office with an abstract that begins "A diverse Senior Executive Service (SES), which generally represents the most experienced segment of the federal workforce, can be an organizational strength by bringing a wider variety of perspectives and approaches to policy development and decision making. In January 2003, GAO provided data on the diversity of career SES members as of October 2000 (GAO-03-34). In March 2000, GAO reported similar data for the Postal Career Executive Service (PCES) as of September 1999 (GAO/GGD-00-76). In its 2003 report, GAO also projected what the profile of the SES would be in October 2007 if appointment and separation trends did not change. In response to a request for updated information on diversity in the SES and the senior ranks of the U.S. Postal Service, GAO is providing data on race, ethnicity, and gender obtained from the Office of Personnel Management's (OPM) Central Personnel Data File and the Postal Service for (1) career SES positions as of the end of fiscal year 2007 and the SES developmental pool (i.e., GS-15 and GS-14 positions) as well as a comparison of actual fiscal year 2007 data to projections for fiscal year 2007 that ...
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Human Capital: Improved Tracking and Additional Actions Needed to Ensure the Timely and Accurate Delivery of Compensation and Medical Benefits to Deployed Civilians

Human Capital: Improved Tracking and Additional Actions Needed to Ensure the Timely and Accurate Delivery of Compensation and Medical Benefits to Deployed Civilians

Date: September 16, 2009
Creator: United States. Government Accountability Office.
Description: Testimony issued by the Government Accountability Office with an abstract that begins "The Department of Defense (DOD) and other executive agencies increasingly deploy civilians in support of contingency operations in Iraq and Afghanistan. Prior GAO reports show that the use of deployed civilians has raised questions about the potential for differences in policies on compensation and medical benefits. When these civilians are deployed and serve side by side, differences in compensation or medical benefits may become more apparent and could adversely impact morale. This statement is based on GAO's June 2009 congressionally requested report, which compared agency policies and identified any issues in policy or implementation regarding (1) compensation, (2) medical benefits, and (3) identification and tracking of deployed civilians. GAO reviewed laws, agency policies and guidance; interviewed responsible officials at the Office of Personnel Management (OPM) and the six selected agencies, including DOD and State; reviewed workers' compensation claims filed by deployed civilians with the Department of Labor from January 1, 2006 through April 30, 2008; and conducted a survey of deployed civilians. GAO made ten recommendations for agencies to take actions such as reviewing compensation laws and policies, establishing medical screening requirements, and creating mechanisms to assist and ...
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Human Capital: Effective Use of Flexibilities Can Assist Agencies in Managing Their Workforces

Human Capital: Effective Use of Flexibilities Can Assist Agencies in Managing Their Workforces

Date: December 6, 2002
Creator: United States. General Accounting Office.
Description: A letter report issued by the General Accounting Office with an abstract that begins "An essential element to acquiring, developing, and retaining high-quality federal employees is agencies' effective use of human capital flexibilities. These flexibilities represent the policies and practices that an agency has the authority to implement in managing its workforce. Congressional requesters asked GAO to provide information on agency and union officials' views about the most effective human capital flexibilities, additional flexibilities needed, and whether additional flexibilities could be implemented while also protecting employees' rights. GAO was also asked to identify key practices for effective use of flexibilities. GAO interviewed the human resources directors of the federal government's 24 largest departments and agencies, and representatives of 4 national organizations representing federal employees and managers. GAO further focused its efforts on 7 federal agencies--Department of Air Force, General Services Administration, Internal Revenue Service, International Trade Administration, U.S. Mint, State Department, and Veterans Benefits Administration--interviewing more than 200 managers, supervisors, human resources officials, and union representatives in headquarters and field locations."
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