Workforce Strategies Guide 4 11 19

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Sharing Quality Services:
The Road to Transformation
Improving Efficiency and Effectiveness of
Mission Support Services Across Government
(As of April 2019)
Federal employees underpin nearly all operations of the Government, ensuring the smooth functioning of our democracy. Over successive generations, the Federal Government has evolved by expanding in scope and
complexity to meet Americans’ needs. However, the organizational structures, management functions, and personnel practices that underpin the Executive Branch have not always kept pace.
The President’s Management Agenda (PMA) lays out a long-term vision for modernizing the Federal Government in key areas that will improve the ability of agencies to deliver mission outcomes, provide improved
services, and effectively steward taxpayer dollars. One of the primary PMA focus areas is centered around the Sharing Quality Services initiative. This initiative seeks to eliminate outdated processes, manual data entry,
duplicative work, and customized IT that is decades old. Sharing services can help agencies save time and money and create a more nimble workforce focused on higher value work. The transition to quality services in
many areas will take multiple years. The knowledge and expertise of federal employees will be critical to its success. As consolidation occurs over time, agencies have many tools available to help optimize, reskill, and shift
resources to higher value work. As legacy providers and future customers design their transformation strategy, it is helpful to think about it as a phased effort, as outlined below:
M3 Playbook*
Benefits
•Increase quality and
consistency of mission-
support services
•Reduce waste and
redundancy
•Improve effectiveness of
controls and compliance
•Enhance customer
service
•Achieve a flexible and
sustainable cost
management structure
•Align service delivery
strategy with facilities and
location strategies
•Provide additional
business value to the
mission
•Optimize the workforce by
shifting resources to
higher value work
The
Challenges
In today’s resource
constrained environment,
the rising costs of support
services may require
mission related trade-offs.
Duplication:
Today agencies largely
deliver these services
internally resulting in
significant duplicative efforts
(ex: contracts, human
resources, technology)
across hundreds of
locations.
Low Satisfaction:
38% of Federal leaders
report low satisfaction with
mission support.
$25B+ Annually:
Estimated cost of common
mission-support services
such as processing hiring
transactions or managing
Federal finances, travel,
and/or payroll costs.
Specific Activities
•Define the scope, vision, and
performance/improvement goals
•Collect current state organization,
processes, technology, resource, and
cost data
•Assess current service delivery
model and identify improvement
opportunities
•Develop business case and ROI for
identified improvements
•Conduct location analysis (if
applicable)
•Benchmark performance against
original business case
•Establish continuous improvement
capability
•Conduct gap analysis and assess
maturity of operations
•Develop short and long-term
roadmap for continuous improvement
•Optimize resourcing model
•Motivate and retain staff
•Develop future concept of operations
and blueprint new processes
•Identify technology or tools
•Align organization and workforce to
enhanced processes and technology
•Develop training and change
management approach focusing on
employee engagement and
interagency and Congressional
communication
•Assess risk and compliance
Organization Design
•Pilot new processes, organization
structure and/or technology and develop
roll-out strategy
•Execute communications and change
management plan
•Implement new
processes/technology/facility
•Assess workforce capabilities and
aptitude, and train/reskill/redeploy
impacted employees, as appropriate.
•Implement governance structure and
reporting, including chargeback/cost
model
Determine vision/strategy and assess
impact to current people, process and
technology
Design future process: who will do what,
where they will do it, and how Implement future state model
including technology, concept of
operation and workforce design
Analyze operations for continuous
process improvement
Assess Implement Design Optimize
Service Level Agreements
Federal Benchmarking
Real Property Dashboard
Risk Assessment Tool FedScope Data Implementation Roadmap
Helpful Tools
Sharing Quality Services: The Road to Transformation
*Source: Modernization & Migration Management (M3) Playbook developed by GSA OSSPI in 2016
Workforce Management and Change Management
are two sides of the same coin. Both are needed to
maintain employee effectiveness, while limiting any
negative outcomes, when responding to drivers of
change. Regardless of where the immediate impacts
of a particular change are felt, planners should
examine and manage their effects across the various
efforts that ultimately translate workforce attributes
into agency goal achievement. The Workforce
Planning Logic Model provides a high level overview
and starting point for exploring such efforts.
Develop the Workforce for Current
and Future Mission Needs
Select Human Capital Strategies to
Shape the Workforce for better Service
Use Change Management to Engage
the Workforce to act as Stewards
Data is key to workforce planning.
Potential data sources include:
✔Federal Employee Viewpoint
Survey
✔Competency Assessments
✔Performance Reviews
✔Agency Personnel Data
✔Future Talent Needs
Modernize Your Workforce for the 21st Century: Embracing Change for the Future
Source: OPM Executive Playbook for Workforce Reshaping
Select this
play if…
•Your current structure does not support new
agency mission/processes
•Your workforce analysis/workforce planning is
pointing you in a new direction
•Your organization will have a new structure
(reform plan)
•Your agency’s mission/work has changed
•Your current workforce/skills are not relevant to
new work
•You have more people than work
(supply>demand)
•Your talent has shown aptitude and interests to
learning new occupations
•Your agency has resources to invest in
training/certification programs
•Your seasoned talent can serve as mentors to
employees undergoing development
•Your current workforce does not have the right
skills, or skills are outdated
•Your organization does not have enough people
(i.e., you need more talent)
•Your talent needs new perspectives, skills, and
ideas
Key Terms
Organization Design is the process of aligning the
organizational and position structures with the
strategic mission and objectives of the organization.
An organization’s structure should also reflect Position
Design best practices while taking into consideration
human factors to maximize effectiveness.
VERA/VSIP authorities encourage more voluntary
separations and help the agency complete the needed
organizational change with minimal disruption to the
work force, which may alleviate the need for a
Reduction in Force (RIF).
Reskilling is training individuals who have shown they
have the aptitude to learn in a completely new
occupation.
Upskilling is training individuals in the same
occupation but in new ways. (i.e. if automation
overtakes certain job duties, training that individual in
new work that has more value to the organization, but
they are still in the same occupation).
Recruiting and Hiring new talent is an opportunity to
immediately address competency requirements, as
well as introduce new ideas/perspectives to an
organization. There are several appointing authorities
agencies may use to hire job applicants.
Things to
Consider
•Is the current structure the best structure to
meet the needs of the organization?
•How does the organization need to respond to
environmental demands to be successful?
•
What type of leadership and culture are required
to achieve the valued structure?
•Which organizational practices are required to
reinforce the organization’s purpose?
•How can a revamped structure optimize talent,
functions, and real estate opportunities in field
office locations?
•What are the agency’s emerging priorities?
•
Does your talent have the skills required to meet
those emerging priorities?
•What are the agency’s short-term and long-
term
project budget considerations?
•Does your organization have a large population
of retirement-eligible employees?
•What types of talent do you need to achieve
your mission and goals?
•Can you design training programs for your
organization’s current talent to develop
skills/competencies needed to meet emerging
priorities?
•Do you know if your current workforce has the
capability to develop new abilities?
•Could you minimize recruitment costs through
employee development and retention?
•Does your organization have the right
information technology (IT) systems in place to
ensure continuity of services?
•What types of talent do you need to achieve
your mission and goals?
•Does your organization have an established
pipeline to recruit talent with the necessary
skills?
•What hiring authorities and assessments are
best to recruit employees with the necessary
skills?
Contact OPM for policy guidance, resources, and promising practices
humancapital@opm.gov
The following plays represent key Human Capital Strategies that agencies can use to shape and build a modern workforce of the 21st
century. It is common to use a combination of plays to reshape a workforce.
Modernize Your Workforce for the 21st Century: Embracing Change for the Future
Restructure Recruit & Hire
Reskill
Resize
The table below includes existing resources to help agencies plan for and maximize the benefits of the Sharing Quality Services initiative when
considering how to align their workforce to best meet their missions, better service the American people, and maximize the value of tax dollars.
Resources
Resource Description Link
Transformation Support
Modernization and
Migration Management
(M3) Playbook
Guidance, tools, and templates, based on migration lessons learned, to help customer and
provider organizations successfully
modernize/migrate to a shared system and/or service.
www.ussm.gov/M3
Industry Support
Inventory of existing contracts to support assessment and implementation of
transformation projects, focused mostly on modernization of mission support functions.
Email
ussmteam@gsa.gov
Federal Real Property
Management System
Federal government’s centralized inventory of real property under the custody and control
of executive branch agencies. It includes and
interactive GIS application.
https://www.gsa.gov/policy
-
regulations/policy/real
-property-policy/asset-
management/federal
-real-property-profile-
frpp/federal
-real-property-public-data-
set?bypassAkamaiCache=1511550008
Workforce Assessment and Retention
FedScope
Comprehensive data set on the federal workforce and includes reporting capabilities by
agency, job series, geographic location, hiring/attrition trends, demographics.
https://www.fedscope.opm.gov/
Developing a Workforce
for the 21st Century
Goal
The President’s Management Agenda Cross
-Agency Priority goal focuses on putting a
framework in place that drives and encourages strategic human capital management.
https://www.whitehouse.gov/wp
-
content/uploads/2018/08/M
-18-23.pdf
OPM Workforce
Reshaping Guide
Overview to assist workforce reshaping efforts by providing available options and
considerations. It includes guidance and tools for re
-skilling and re-locating federal
employees.
https://www.opm.gov/policy
-data-
oversight/workforce
-restructuring/reshaping/
Career Transition
Support
Comprehensive guidance to employees on career transition services.
In
addition, individual
Federal agencies are required to provide career transition services to surplus employees,
giving them skills and resources to help them find other employment.
https://www.opm.gov/policy
-data-
oversight/workforce
-restructuring/employee-
guide
-to-career-transition/ctap_guideline.pdf
Recruitment
,
Relocation
& Retention Incentives
Learn how to use recruitment, relocation, and retention incentives (3Rs) to recruit and
retain top talent.
https://www.opm.gov/policy
-data-
oversight/pay
-leave/recruitment-relocation-
retention
-incentives/#url=Overview
The table below includes existing resources to help agencies plan for and maximize the benefits of the Sharing Quality Services initiative when
considering how to align their workforce to best meet their missions, better service the American people, and maximize the value of tax dollars.
Resources
Resource Description Link
Workforce Assessment and Retention Continued
Reskilling & Retraining
Services
Agencies can access best
-in-class contract solutions to support employee
training and re
-
skilling initiatives through an innovative partnership between
OPM and GSA.
-selling/products-services/human
-capital-and-training-solutions
-data-oversight/workforce-
-Solutions/
Employee Incentives
and Services
Agencies have authority under 5 CFR 575.200 to offer relocation incentives
to individual employees or groups. Agencies are authorized to pay for
certain relocation services for Federal employees. GSA helps to connect
agencies to “best value” relocation service providers.
-data-oversight/pay-
-relocation-retention-incentives/fact-
-incentives/
Government to Citizens
Playbook (G2C)
The G2C playbook provides guidelines for conducting dialogue and
planning about decentralization that focus on long
-term agency vision,
communications, innovations in organizational operations, workforce talent,
and geography.
Human Capital
Management
The Human Capital Framework (HCF) provides comprehensive guidance
on strategic human capital planning, implementation, and evaluation in the
Federal environment.
-data-oversight/human-capital-
Workforce, Leadership
Talent Management &
Succession Planning
Guidance and wiki page that provides agencies with tools and resources for
effective workforce development and aligns with OPM’s Leadership Talent
Management & Succession Planning process.
-for-agencies/workforce-
-planning/succession-planning/
-Planning.ashx
Hiring Excellence
Mythbuster
Avoid practices that stem from common myths about the Federal hiring
process, and learn about helpful
techniques, such as including specialized
skills in job announcements, engaging in strategic recruitment, and using
Subject Matter Experts (SMEs) outside of HR to rate and rank applicants.
-data-oversight/hiring-
-excellence/tools-resources/hiring-
-mythbusters.pdf
Hiring Information
Guidance describing the competitive hiring process; hiring authorities
available to agencies to hire veterans, students, interns; and information for
current and former Federal employees such as
reinstatements or transfers.
-data-oversight/hiring-
-authorities/

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