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The Scorecard
Grading implementation of the PMA.
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The Five Initatives
Updates on five aspects of the PMA.
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Department Updates
Departments report on the PMA.
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How They Did It
Stories about achieving breakthrough results in government.
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Other Reforms
Additional management improvements.
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FAQ
Frequently asked questions about the PMA.
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"I hope you'll never take the honor of public service for granted. Some
of us will serve in government for a season; others will spend an entire
career here. But all of us should dedicate ourselves to great goals: We
are not here to mark time, but to make progress, to achieve results, and
to leave a record of excellence."
President George W. Bush
to the Executive Service, October 15, 2001
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STRATEGIC MANAGEMENT OF HUMAN CAPITAL
"Strike Forces" Help You Reach Your Goals
Dear Colleagues:
This letter is intended to share some of the methods that OPM
has used to implement the President's Management Agenda and let
you know how OPM can help your agency with regard to the
strategic management of human capital.
Communication and Ownership
I believe that communication and ownership are the two
intertwined keys needed to successfully implement the
President's Management Agenda (PMA).
- Having one point of contact for the PMA is important. OPM has one SES "driver" for the PMA scorecard - Joseph Riddle. He provides weekly updates to the Director as well as senior managers on the progress made during that week. Along with Joe, four senior managers are "owners" of the five Governmentwide initiatives. Each manager has several specific - and scored - action items for which they are responsible within the initiative they own.
- We have created a chart (3'x 4') which clearly identifies the five initiatives and scored action items along with a picture of the person who owns that initiative. Each "owner" updates the Director on the status of their initiatives in management meetings. Copies of the chart are placed throughout OPM as a reminder of the goals that the entire agency must meet. We also prominently display the chart at our weekly meetings - it is easy to see results. Click here to see OPM's progress chart.
To truly change the culture of public service, it is important
that line managers understand the President's agenda. We changed
the SES standards to include the PMA measures. Performance is
equated to success on the PMA. Our evaluation form is posted
here.
One additional note with regard to the Strategic Human Capital
component of the PMA, I strongly suggest that you not delegate
Strategic Management of Human Capital to your Human Resources
people. They play a key role, but principals and senior managers
must own this effort - they are the ones accountable to the
President.
Listening to you
When I first came to OPM, people told me they didn't know
how OPM could help their agency. One way that we have begun to
be more proactive in dealing with agencies is by establishing
OPM Strike Forces. Similar to the in-home repair agreements that
come with some computers, our strike forces are human resource
specialists which come to your agency to help you identify and
solve your most pressing personnel and human capital needs.
OPM Strike Forces assisted in 'standing up' the Transportation
Security Administration (TSA). OPM provided TSA advice and
assistance in all areas of human resources management - hiring
and firing, security investigations, compensation, performance
management, classification and SES staffing.
Call me or my Senior Advisor, Ed Flynn, to find out how our Strike Forces can assist your agency.
I hope you find this information useful as you seek to implement
the PMA.
Sincerely,
Kay Coles James
The Five Initatives:
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