DOL Human Capital Strategic Plan Standard Strategic Initiative Metrics F. Accountability U.S. DEPARTMENT OF LABOR DOL human capital decisions Review Agency Human Capital Programs. Submission of the Annual DOL L F.1 Accountability Report (self-assessment). are guided by a data-driven, F.2 Use the Human Capital Scorecard and On-site reviews and written reports. L results-oriented planning and GREEN Standards for Success to gauge the effectiveness of human capital Quarterly submission of the Human Capital L accountability system. programs and to drive continuous scorecard. improvement. Annual submission of GREEN Standards of L F.3 Analyze results of Federal Human Success. (Proud to Be) Capital Survey. F.4 Conduct and analyze results of DOL Employee Survey. F.5 Conduct biennial accountability reviews of HR Offices. SUMMARY G. e-HR Initiatives DOL implements and Improve the e-Recruit hiring process Track manager and applicant survey L G.1 through the use of the DOL Online results, submit targets and strategies. maintains government-wide Opportunities Recruitment System HR LOB initiatives to achieve Compliance with OPM’s time-to-hire and L (DOORS). operational effectiveness. applicant notification performance. G.2 Enhance HR data analysis and reporting Implement Enterprise Human Resources L capabilities e-reporting. Investigation e-Reporting analytic tools, Workforce Analysis Sub-System, Civilian G.3 Implement an e-Learning Management Forecasting System, and Business System (LMS) that provides a DOL-wide Intelligence. architecture for learning management Complete migration of agency LMSs to L and provides flexibility for course development. the approved service provider and decommission legacy LMSs. G.4 Migrate to a Shared Service Center. Date migration completed. HUMAN CAPITAL L G.5 Implement Retirement Systems Modernization. STRATEGIC PLAN H. Emergency Readiness Develop information materials and 2008-2011 Ensures employee safety Updated policies/plans (Departmental L H.1 policies on Pandemic Influenza. and Agency Pandemic Influenza plans). and continuity of functions in case of emergencies. Information provided to employees. L H.2 Increase DOL pandemic/disaster readiness. Readiness for telework. L Improve potential for continuity of L operations. Preparedness in regions. L Establishment of Regional planning L approach. Note: FHCS refers to the Federal Human Capital Survey of Federal employees conducted biennially by OPM. DOL Human Capital Strategic Plan DOL Human Capital Strategic Plan Standard Strategic Initiative Metrics Standard Strategic Initiative Metrics A. Strategic Alignment D. Results-Oriented Performance Culture DOL's human capital A.1 Develop and regularly update the Update of the Human Capital Strategic Plan. DOL has a diverse, results- Increase diversity DOL-wide and Reduction in pockets of low participation by L L D.1 Human Capital Strategic Plan and the increase specific representation in targeted diversity groups. strategy is aligned with Update of the OASAM Strategic and oriented, high performance L OASAM Strategic and Performance Plan management and mission-critical workforce, and has a Reduction of 1- and 3-year turnover rates for L mission, goals, and to support DOL's business goals and Performance Plan. occupations. mission-critical occupations. organizational objectives strategies. Submission of the annual HR LOB Budget performance management L Increase in the number of hires through L and integrated into DOL request (Exhibit 300). system that effectively dif- targeted hiring programs. A.2 Maintain DOL HR Line-of-Business (LOB) strategic plans, perform- Employees’ responses to Federal Human Capital ferentiates between high L Budget Request (Exhibit 300). Prepare annual Disabled Veterans’ Affirmative L ance plans, and budgets. Survey (FHCS) #2 — Managers review/evaluate and low performance, and Action Plan. organization's progress toward meeting its links individual/team/unit Evaluate the effectiveness of current targeted L goals and objectives. performance to organiza- outreach programs. tional goals and desired Make DOL Performance Appraisal Submit PAAT assessment to OPM. L D.2 results. Program ready for pay for performance, Employees’ responses to FHCS #36 – Our L in accordance with Performance organization’s awards program provides me Appraisal Assessment Tool (PAAT). with an incentive to do my best. Employees’ responses to FHCS #39 – I am held L accountable for achieving results. B. Workforce Planning and Deployment Provide ongoing training in performance L management for supervisors, non-supervisors, and new employees. DOL is citizen-centered, B.1 Provide information on the DOL DOL At-a-glance Workforce Profile System. L workforce to improve planning and delayered, mission-focused, Quarterly commercial services manage- L analysis capability. and leverages e-Government ment status report as part of quarterly and competitive sourcing. B.2 Provide support for commercial services scorecard. management DOL-wide including guidance to managers on responding to personnel changes. C. Leadership and Knowledge Management E. Talent DOL leaders and managers Maintain SES and mid-level management Maintenance of SES bench strength DOL has closed most mission- Reduce knowledge and skill gaps L Ratings on Agency Scorecards; results of L C.1 E.1 effectively manage people, development and training programs through placement of SES candidates, MDP critical skills, knowledge, DOL-wide. mission critical occupations gap analysis (MDP) based on succession planning graduates, and retention of MBA Fellows. report; Human Resources Management ensure continuity of needs. and competency gaps/ competency gap report; leadership Participation in mentoring programs. L leadership, and sustain deficiencies, and has made bench strength and leadership competency a learning environment Continue the MBA Fellows Program. Annual review and update of Succession meaningful progress toward gap analysis report; acquisition workforce L C.2 Plan, as needed. gap analysis report; and IT Hiring Plan and that drives continuous C.3 Continue the Mentoring Program. closing all gaps. Gap plan. improvement in Records in Learning Management System L Enhance/build work environments using L show all required training courses have performance. C.4 Regularly update the DOL Succession been completed. the Career Patterns model. Plan. Employees’ responses to FHCS #7 — L Employees’ responses to FHCS #46 — My L C.5 Required supervisory/management Workforce has job relevant knowledge training needs are assessed. training. and skills to accomplish organizational Employees’ responses to FHCS #67 - How goals. L satisfied are you with the training you receive?
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