Standard

Strategic Initiative

Metrics

A. Strategic Alignment

DOL's human capital strategy is aligned with mission, goals, and organizational objectives and integrated into its strategic plans, performance plans, and budgets.

A.1 Develop and regularly update the Human Capital Strategic Plan and OASAM Strategic Plan to support DOL's business goals and strategies.

A.2 Maintain DOL support for human capital initiatives through a management cross-cut budget initiative.

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• FHCS #2 — Managers review/evaluate organization's progress toward meeting its goals and objectives.
• FHCS #5 — I know how my work relates to the agency's mission and goals.

B. Workforce Planning and Deployment

DOL is citizen-centered, delayered and mission-focused, and leverages e-Government and competitive sourcing.

B.1 Complete five-year restructuring and consolidation initiatives.

B.2 Provide information on the DOL workforce to improve workforce planning and analysis capability.

B.3 Provide support for competitive sourcing DOL-wide including guidance to managers on responding to personnel changes.

B.4 Conduct a DOL assessment of the impacts of Civil Service reform and the Workforce Flexibility Act of 2004 initiatives.

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• Implementation of restructuring/ consolidation/delayering initiatives.
• Utilization of FTEs.

C. Leadership and Knowledge Management

DOL leaders and managers effectively manage people, ensure continuity of leadership, and sustain a learning environment that drives continuous improvement in performance.

C.1 Maintain SES and mid-level management development and training programs based on succession planning needs.

C.2 Continue the MBA Fellows Program.

C.3 Continue the Mentoring Program.

C.4 Provide DOL agencies with information acquired from entrance and exit surveys for consideration in program/policy development.

C.5 Ensure that web sites are user friendly and navigable.

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• Maintenance of SES bench strength.
• Certification of MDP candidates.
• Placement of SES candidates.
• Retention of MBA Fellows.
• Participation in mentoring programs.
• Increase in the number of materials available on the HR Community Web Site.
• FHCS #17 — Supervisors/ team leaders in my work unit provide employee(s) with the opportunities to demonstrate their leadership skills.
• FHCS #20 — Leaders generate high levels of motivation and commitment in the workforce.
• FHCS #46 — My training needs are assessed.
• FHCS #67 — How satisfied are you with the training you receive?
• FHCS #68 — How satisfied are you with your job?

D. Results-Oriented Performance Culture

DOL has a diverse, results-oriented, high performance workforce, and has a performance management system that effectively differentiates between high and low performance, and links individual/team/unit performance to organizational goals and desired results.

D.1 Increase diversity DOL-wide and increase specific representation in management and mission-critical occupations.

D.2 Analyze linkage of performance to compensation.

D.3 Implement competency-based performance management.

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• Reduction in pockets of low participation.
• Reduction of 1- and 3-year turnover rates for mission-critical occupations.
• Increase in the number of hires through targeted hiring programs.
• Utilization of HR flexibilities.
• Linkage of performance standards to organizational goals.
• FHCS #36 — Our organization's awards program provides me with an incentive to do my best.
• FHCS #39 — I am held accountable for achieving results.

E. Talent

DOL has closed most mission-critical skills, knowledge, and competency gaps/deficiencies, and has made meaningful progress toward closing all gaps.

E.1 Reduce knowledge and skill gaps DOL-wide.

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• Reduction of knowledge/skill gaps.
• FHCS #7 — Workforce has job relevant knowledge and skills to accomplish organizational goals.
• FHCS #15 — My work unit is able to recruit people with the right skills.

F. Accountability

DOL human capital decisions are guided by a data-driven, results-oriented planning and accountability system.

F.1 Improve DOL's accountability system by using a metrics plan, accountability reviews, and methods for measuring progress.

F.2 Share best practices across DOL, working together to resolve scorecard and other issues.

F.3 Analyze results of the Federal Human Capital Survey (FHCS).

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• Improvement of DOL's Accountability System.

G. e-HR Initiatives

DOL implements government-wide e-HR initiatives to achieve operational effectiveness.

G.1 Improve the e-Recruit hiring process through the use of the DOL Online Opportunities Recruitment System (DOORS).

G.2 Implement a manager-initiated e-Classification module fully integrated with e-Recruit.

G.3 Digitize the Official Personnel File (e-OPF).

G.4 Enhance HR data analysis and reporting capabilities.

G.5 Implement an e-Learning Management System (LMS) that provides a DOL-wide architecture for learning management and provides flexibility for course development.

G.6 Streamline the initiation of background investigations and security clearances.

G.7 Migrate to a Shared Service Center.

G.8 Ensure that the NFC Payroll System is operating in compliance with performance and migration requirements.

• Compliance with activity milestones as identified in the OMB Alignment Report.
• Compliance of time-to-hire with OPM's 45-Day Hiring Model.
• Increase the usage of e-Certs.
• Use of competency-based crediting plans on vacancy announcements.
• Identification of user satisfaction levels (applicants, HR users, and managers).
• Use of electronic PDs.
• Conversion of hard copy OPFs to electronic files.
• Elimination/consolidation of systems.
• Reduction in costs resulting from e-HR initiatives.

H. Worklife Initiatives

DOL is a model workplace for the 21st Century.

H.1 Increase employee participation in Worklife programs.

H.2 Publish a new combined Welcome to DOL and Benefits and Services At-A-Glance Guide.

• Compliance with activity milestones as identified in the DOL Human Capital Strategic Implementation Plan.
• Participation in programs.