LEGEND
= Met
= Not Met
= No Data Available
= FY 2000
D = Deferred
P = Progress

FY 1999 Performance Report
Appendices

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U.S. Office of Personnel Management

Appendix J
Office of Human Resources and Equal Employment Opportunity (OHREEO)

FY 1999 Performance Report
Goal & Performance Indicators Checklist

OPM Strategic Goal V
Establish OPM as a leader in creating and maintaining a sound, diverse and cooperative work environment.

OHREEO Goal 1

Diverse applicant pools are recruited to meet our future workforce needs and training and developmental opportunities are provided to meet our workforce and succession plans.

Improve the recruitment of Hispanics in the OPM workforce.

  • Raised population of Hispanics in permanent workforce to 3.3% in FY 1999 from 2.9% in FY 1998.
  • Quarterly average rate of Hispanic hires into permanent workforce raised to 13.42% from a rate of only 5.9% in FY 1998.

Increase the diversity of the executive and management cadre within OPM.

  • We doubled the number of OPM employees we sent to Leadership Development programs to enhance opportunities for minority candidates
  • Through targeted outreach and recruitment, we increased the percentage of Hispanics in our career SES cadre to 10.5% (up from only 2.6% in FY 1998).

Ensure that the OPM workforce is well-trained for current and future needs.

  • We centrally funded $250,000 in core competency training in FY 1999 (this figure does not include core competency training that is paid for by individual program offices--we are in the process of developing a system to track all training investments in our employees).
We realize that the number of dollars spent on training is not a complete indicator of success in this goal. This is a 2000 goal, and we will have a more complete picture of where we stand when we review the results of the American Society for Training and Development's benchmarking exercise that we participated in, the results of which will be published in FY 2000.

Improve the cost effectiveness of staffing operations.

  • Adjusted workload between DC and Boyers satellite office to take advantage of resources available in Boyers.
This is an FY 2000 goal; we have taken interim steps to improve cost effectiveness, but it has quickly become evident that we will have to invest in automation and technological improvements if we ever hope to fully realize this goal. Accordingly, we may see a temporary increase in cost as we purchase systems that will enable us to streamline our work processes and gain cost efficiency over the longer term.

OHREEO Goal 2

The administrative costs of HR systems are reduced and customer service satisfaction increases.

Improve the overall quality of personnel services and adherence to merit principles.

  • Ongoing, but an OPM Office of Merit Systems Oversight and Effectiveness oversight review revealed only minor areas for improvement - all improvement suggestions were implemented in FY 1999.
  • The percentage of personnel transactions that were processed without error was 92%, up from 88% in FY 1998.
  • The accuracy of data transmissions to the CPDF was sustained at 96%, thereby meeting the Governmentwide standard for the second year in a row.

The cost per employee associated with administration of HR processes will decrease.

  • Encouraged and promoted use of automated personnel action processing (Employee Express) and raised use of the automated system by 19% over FY 1998 levels
  • Reduced charges for Worker's Compensation by $125,524 (16%). Returned 1 person to work from OWCP rolls during FY 1999, and made three other employment offers to people out on disability.
While we have made some advances in this area, we will not have a complete picture of our relative standing among typical Government agencies until we benchmark again in FY 2000. The results of our FY 1998 benchmarking exercise with the Hackett group indicated that OPM human resources costs per employee were $1,245 for HR processes, compared to $1,749 for the Government average, and our labor costs were $845 per employee compared to a Government average of $1,011.

OHREEO Goal 3

OPM employees are helped to achieve top performance, productivity and job satisfaction.

More performance problems and conflict situations are being addressed and successfully resolved.

  • Initiated round-table group discussions for supervisors to address performance related concerns and facilitate their handling of performance problems and conflict situations.
Over the course of FY 1999, we realized that we did not have in place a reliable method of measuring this indicator. Moreover, we realized that "successful resolution" of complaints is not a particularly useful or meaningful measure. Complaints can be resolved in a number of ways, many of which could be characterized as "less than optimum" or "unsuccessful" by one of the parties (e.g., an agency feels it has no choice but to concede to a financial settlement). Moreover, resolution can occur at any point in the informal or formal process and can take numerous forms, from a simple apology from a supervisor to back pay and compensatory damages. Therefore, our office may or may not ever become involved in the resolution of a particular problem, and, therefore, we are unable to accurately track such statistics as originally expected. Therefore, as written, we do not believe this to be a particularly useful indicator. Nonetheless, we believe the other indicators identified for this goal will be adequate for determining success.

Improved labor-management relations.

  • Facilitated the successful negotiation of a new Collective Bargaining Agreement.
  • Set up controls to assist management and the union in monitoring the use of official time.
  • Established a TRB partnership council with the president of Local 32 and the Director serving as key players. The council will have interaction with established partnership councils at local program levels to facilitate the sharing of best practices.

Improved service to OPM employees regarding benefits.

  • Conducted FEGLI open season, provided all employees with information packages and counseled all interested employees.
  • Counseled all FERS employees who currently do not participate in TSP about the benefits of participation - raised participation to 87%.
  • Supported increased levels of telecommuting through awareness campaign.
  • Timeliness of retirement/benefit-related submissions of 93% exceeded the Governmentwide standard of 80%.
  • 98% of participants in retirement seminars conducted by OHREEO indicated they were satisfied with the content and format.

Improved customer service to employees and managers who work in locations that do not have onsite HR staff by increasing access to information and training for employees.

  • Increased access to information and training for employees through expanded use of e-mail, satellite broadcasts, and distribution of CD ROM training opportunities.
  • Conducted field visits to 50% of field service centers that do not have on-site HR staff to discuss HR issues, benefits, etc. This is consistent with our goal of visiting each field site at least every other year.

Improved customer service for employees in the Central Office.

  • In FY 1999 we had approximately 80 employees telecommuting, and 8 mothers used our nursing mother's facilities. We also had 400 employees participate in our flu shot program, sponsored health screenings for 25 employees, and administered 450 blood pressure screenings.
  • Raised awareness of and interest in telecommuting through establishment of a telecommuting working group; held informational briefings to publicize program.

OHREEO Goal 4

All individual performance plans are linked to agency strategic goals and to the FY 2000 Performance Plan.

P All (100%) performance plans are linked to the OPM Strategic Plan and the FY 2000 OPM Performance Plan.

  • In progress, not due for completion until FY 2000. Currently 100% of SES plans are aligned, 80% of managerial plans aligned, and approximately 50% of employee plans are aligned to the Strategic Plan and FY 1999 Annual Performance Plan.

P Most OPM organizations have also aligned their incentive awards programs and their training programs to the strategic goals.

  • Aligned OHREEO organizational structure to align with strategic goals.
  • Revised the annual Director's Award ceremony to recognize agency personnel who have achieved remarkable results in line with the OPM Strategic Plan.
  • In progress -- began analyzing incentive awards to prepare recommendations for improving equity, motivational value, and alignment with strategic goals, and during FY 2000 we will continue this work.