Government Printing Office: Advancing GPO's Transformation Effort through Strategic Human Capital Management Page: 2 of 43
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Accountability- Integrity- Reliability
Highlights of GAO-04-85, a report to the
Subcommittee on Legislative Branch,
Committee on Appropriations, U.S. Senate
Why GAO Did This Study
The Government Printing Office
(GPO) has undertaken the task of
transforming itself in response to
pressing fiscal and other realities in
the 21st century. This report
focuses on actions GPO's leaders
can take to advance its
transformation efforts through
strategic human capital
management and is a part of GAO's
response to a congressional request
that GAO conduct a general
management review of GPO that
focuses on issues related to GPO's
management and transformation.
GAO plans to address other
management topics, including
strategic planning and financial
management, in a series of reports
that may assist GPO in its ongoing
GAO makes many interrelated
recommendations that reflect the
important role of human capital in
GPO's ongoing transformation.
These recommendations provide a
framework to reinforce GPO's
initial transformation efforts and
enhance its future efforts.
We provided a draft of this report
in September 2003 to the Public
Printer for review and comment.
GPO's Chief of Staff, Deputy Chief
of Staff, and Chief Human Capital
Officer provided comments orally
and by e-mail on behalf of GPO
generally agreeing with the
content, findings, and
recommendations in the draft
To view the full product, including the scope
and methodology, click on the link above.
For more information, contact J. Christopher
Mihm at (202) 512-6806 or firstname.lastname@example.org.
GOVERNMENT PRINTING OFFICE
Advancing GPO's Transformation Effort
through Strategic Human Capital
What GAO Found
The Public Printer has demonstrated the leadership commitment that is
essential to transforming GPO, stating that GPO is going to have to
reengineer itself to remain relevant and viable for the future. Under the
Public Printer's direction, GPO has taken several steps that recognize the
important role strategic human capital management plays in its
transformation. For example, GPO created and filled the position of Chief
Human Capital Officer (CHCO), shifted the focus of existing training and
expanded opportunities for more staff to attend needed training, enhanced
recruitment strategies, and initiated a process to develop an agency strategic
plan and an accompanying strategic workforce plan.
To sustain its transformation efforts, GPO's leadership needs to ensure that
managers throughout the agency appreciate the importance of their role in
managing GPO's workforce and helping transform the agency. Furthermore,
now that GPO has hired a CHCO, it can begin to restructure its human
resources office to better support its transformation by adopting a more
strategic view of human capital management and by having human resources
officials work collaboratively with GPO managers. To further support its
transformation, GPO should use strategic workforce planning to help ensure
that its staff has the skills needed to meet emerging needs. A workforce plan
that includes both an inventory of current GPO employees' knowledge and
skills and an identification of the knowledge and skills GPO needs in the
future will best support GPO's transformation. Finally, a modern, effective,
and credible performance management system can help GPO facilitate the
transformation process and serve as the basis for establishing individuals'
roles and accountability in the transformation. Performance management
can also help GPO achieve results, accelerate change, and facilitate two-way
communication between managers and employees.
GAO makes numerous recommendations to GPO on the steps it should take
to strengthen its human capital management in support of its transformation.
These recommendations can guide GPO as it seeks to meet the changing and
emerging information needs of its customers. The focus of GAO's
recommendations is on the following four interrelated areas:
* communicating the role of managers in GPO's transformation,
* strengthening the role of the human resources office,
* developing a strategic workforce plan to ensure GPO has the skills
and knowledge it needs for the future, and
* using a strategic performance management system to drive change.
By implementing the recommendations in these four areas, GPO can build
the strong human capital foundation needed to reinforce the transformation
now under way.
United States General Accounting Office
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United States. General Accounting Office. Government Printing Office: Advancing GPO's Transformation Effort through Strategic Human Capital Management, report, October 20, 2003; Washington D.C.. (digital.library.unt.edu/ark:/67531/metadc291295/m1/2/: accessed January 16, 2019), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.