Performance Institute Tells Congress: Workforce Flexibilities Require Human Capital Planning

In testimony Feb. 11 before the House Committee on Government Reform's Subcommittee on Civil Service and Agency Organization, Performance Institute President Carl DeMaio urged Congress to integrate strategic human capital planning into legislation that would provide agencies greater flexibility in recruiting and retaining their best employees. The hearing, entitled "Espirit de Corps," focused on H.R. 1601 and S. 129 — the "Workforce Flexibility Act" — which would provide more flexibility in setting pay rates for employees, provide bonuses for recruitment and retention, and improve the management of training activities.

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Defining the Role of HR in Competitive Sourcing

Tom Kaplan, competitive sourcing officer at the Office of Personnel Management, spoke at HR Innovations 2003 on the importance of linking together two core PMA initiatives: competitive sourcing and the strategic management of human capital. Kaplan discussed the impact of competitive sourcing on the federal workforce as well as emerging trends, policies and roles that HR advisors will have now and in the future.

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Developing Customer-Oriented Leadership in Government: The IRS Experience

At HR Innovations 2003, Dr. Jim Trinka, director of leadership and organizational effectiveness at the IRS, delivered a presentation that showed how the IRS is developing change leaders to improve customer service and tax-enforcement. Since the program was introduced, the efforts have yielded customer service ratings that have more than doubled. Dr. Trinka discussed how great leaders make a great difference in any organization. Successful leaders must balance their roles and responsibilities across core areas of leadership; employee satisfaction; customer satisfaction; business results; equal employment opportunity; and diversity. The IRS has identified 21 leadership competencies and linked them to their core responsibilities.

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Strategic Recruitment for Government

The Performance Institute today released "Strategic Recruitment for Government," a 92-page research report detailing federal agencies' efforts to fulfill the human capital component of the President's Management Agenda and recruit enough quality employees to stem the looming "human capital crisis."

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Human Capital Planning and Workforce Assessment

At the "Human Capital Planning and Workforce Assessment" training in August, Cheryl Gideon from the Government Accountability Office (GAO) briefed the audience on GAO’s strategy to become a first-rate employer and how they are becoming results-orientated. Cheryl told the class how to use strategic human capital planning as the foundation to transform any organization. She said that with the future in mind and an appropriate planning process any agency can become results-oriented, client-focused and employee-oriented - to the benefit of Congress, the executive branch, and the taxpayers.

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Don Winstead from the Office of Personnel Management

Speaking at an HR Innovations 2004, Don Winstead from the Office of Personnel Management (OPM) outlined the new OPM Senior Executive Performance Regulations. These final regulations are in conjunction with OMB and they are designed to assist federal agencies in assuring that their senior employee performance management systems make meaningful decisions based on relative performance, thereby strengthening the linkage between performance and pay.

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We realize that bringing your whole office to a Performance Institute event is not always practical, which is why the Institute is proud to be able to customize its training programs and bring them directly to your office! Using our staff of experts and a faculty of instructors from government and the private sector, the Performance Institute can tailor the curriculum of any program to meet the specific needs of your department or agency.

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The Strategic Management of Human Capital involves getting the right people, with the right skills, in the right position, at the right time, with the right incentives to perform the right function. That’s a lot of “rights” to get right.

Without effective management of human resources, government agencies may face worker shortages, inadequate skills to meet their missions, ineffective employee evaluation programs, and loss of key managerial competencies to pending retirements. To meet these challenges, the Performance Institute’s expertise will assist agencies in implementing comprehensive workforce planning and management processes aligned to the agency mission.

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