Established a Human Capital (HC) Council comprising all subcomponents of DOT to build collaboration and accountability across the agency. Strategic objectives, actions, metrics, and measures are tracked and reflected in the agency HCOP. HC Council members are nominated and provide quarterly updates to inform HR management decisions and generate ideas for initiatives to evaluate DOT’s HCM practices. In addition, DOT established the Office of Engagement and Innovation, engaging with organizations that support formally incarcerated individuals, and establishing a pipeline of executive cohort positions of individuals at the GS 13-15 level that can compete for SES vacancies.

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Provided agency leadership with an interactive workforce dashboard with data to help recipients better understand workforce needs and developed a Workforce Maturity Model to illustrate what an effective workforce plan looks like. The Office of Human Resources also collaborated with the Budget Office to lay the groundwork for workforce planning by using an interactive workforce spreadsheet to run hiring scenarios to model budget projections. 

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Developed a transformational change model, which is intended to help build support from leaders to embed DEIA into systems, and structures to guide policies and decision-making processes. 

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Uses a robust modeling capability to inform planning efforts to look at workforce issues, resource-skill requirements, forecasting attrition, identifying MCOs, promotions, and current/probable staffing gaps.

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Reduced time to hire from 134 days to 71 days by centralizing agency recruitment activities.  In addition, uses dashboards to consolidate data from all its Centers.  This information is used for workforce planning, to project turnover, and assess where significant recruiting activity may occur. 

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Department of the Interior’s Office of Human Capital (OHC) Accountability team has partnered with OPM’s Office of the CIO to develop a system to support virtual accountability audits. This IT system is called the Virtual Accountability Compliance Evaluation (VACE) tool. This virtual audit tool creates a data-driven channel of communication between the OHC and Bureau Leadership, enabling a new approach to analytical-style decision-making. This tool allows for an interactive approach to evaluation by highlighting areas of importance quickly and easily through a dashboard.

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Launched Diversity Inclusion Awareness - Leading Organizational Growth Understanding and Engagement (DIALOGUE). NRC established a diverse group of employees across agency and for 6 months, the group held weekly 3-hour sessions to explore a variety of DEIA related topics. NRC also launched the Initiative on Civility, Awareness, Respect, and Engagement (ICARE) sessions to discuss important topics in the news and current events with agency staff. NRC leadership believes it is important to have a culture where such sensitive and important conversations occur. The NRC also has a long-established apprenticeship program, which builds mission critical competencies, and has resulted in increased retention and engagement rates.

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Commerce leaders regard themselves as government leaders in succession planning and have built up a strategic HR presence at the Department level.

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Takes an enterprise approach to implementing its evaluation system. Leadership from the Deputy Secretary to Administrative Officers collaborate to help identify program areas ripe for evaluation; leaders participate in monthly HRStat reviews and weekly engagements. The accountability program manager reports evaluation findings to senior leaders and issues an annual summary report of all evaluations conducted throughout the year. 

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Highly focused on use of data to create human capital strategies and drive decision making.  The agency Maturity Action Plan contains 23 action items to help them reach the Optimized level in the Evaluation System Maturity Model.

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DEIA Strategic Plan is embedded in institutional ways of measuring progress, performance, and budget and goals are aligned with the overall SBA Strategic Plan.

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Conducted a DEIA Survey that encompassed over 60% of the workforce, and expanded demographics to over 30 categories, including first generation professional status and generational cohorts.

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Created 40 different early career pipelines in addition to using Pathways. HHS also has expanded the Public Health Fellowship program for bringing in early career talent and is using shared certificates to expedite the hiring process.

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