The passage of the Government Performance and Results Act Modernization Act of 2010 (GPRAMA) strengthened the importance of using performance information to achieve both Federal Government Priority Goals and Agency-Specific Priority Goals.
Agencies prepare for their quarterly, data-driven performance reviews by collecting and analyzing program-related outcomes that reflect the impact of key mission related goals and objectives as required per the GPRAMA. The Chief Human Capital Officer (CHCO), Chief Information Officer (CIO), Chief Financial Officer (CFO), Chief Administrative Officer (CAO), and Performance Improvement Officer (PIO) collaborate with the agency's Chief Operating Officer (COO) to review performance trends, identify reasons for variances, and assess if program activities, regulations, policies, and other activities are contributing to the agency priority goals.
CHCOs play an integral role by analyzing the efficiency, effectiveness, and compliance of their agency's human capital program to demonstrate the human capital program's impact on the agency's mission, strategic and priority goals and policies. In order to do this, CHCOs lead HRstat quarterly data driven reviews.
The Evaluation System is a framework for monitoring, analyzing, reporting, and enhancing agency performance across human capital management policies, programs and activities. By establishing this framework, agencies will ensure that their human capital programs support mission accomplishment while complying with established Merit System Principles.
However beautiful the strategy, you should occasionally check the results.
Source: Winston Churchill
What Does This Mean To You As A Senior Leader?
Senior leaders have a responsibility to establish, assess and revise agency goals and objectives.
Actions / Decisions For Senior Leaders
Plan
- Clearly define the organizational mission. Clearly link the work of the organizational unit to the overall organization, and cascade performance objectives and expectations down to the lowest level via a strategic plan and discussions with your CHCO and PIO. Leave room for conversations between managers and employees and for adjustments throughout the year.
- The strategic plan should include the objectives, results/outcomes, and measures that senior leaders use to make fact-based decisions to support the mission.
- Coordinate with HR:
- To recruit and maintain a ready workforce (right people in right jobs with the right skills/competencies at the right time) to support the mission and strategic plan, and ensure compliance with Human Resources regulations and policies.
- Ensure the agency has succession plans, training and development plans, and a workforce plan.
- Ensure the Agency HR Policies and Labor Management Agreements are current and accurate.
Implement
- Senior leaders should communicate the mission of the overall organization; the missions of the organizational units; performance objectives and expectations; results/outcomes; and measures to management and employees.
- Monitor compliance with HR regulations and policies in your performance management plans.
- Hold meetings focused on objectives, measures, results/outcomes.
- Maintain a focus on the linkage between results/outcomes and the agency's mission and strategy. Use results to make decisions.
- Meet with the PIO so that you are aware of organizational performance.
- Meet with the CHCO to help maintain a ready workforce and monitor compliance with HR regulations and policies.
- Make fact-based decisions using results/outcomes data, succession plans, training and development plans, and workforce plans.
Evaluate
Evaluate the performance of the overall organization and your organizational unit. Ask:
- Were the expected outcomes achieved?
- Did the agency measure the right things?
- Were there missed opportunities?
- Were human capital strategic objectives considered and addressed?
- What were the impacts of compliance/non-compliance with HR regulations/policies (e.g., amount of management time spent resolving HR non-compliance issues such as grievances, pre-selection, inaccurate position descriptions)?
- Did leaders and managers comply with required/recommended actions?
- Did the organization have a ready workforce?
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