Evaluation is critical to the Human Capital Framework as agencies need to measure the success of their strategic plans and human capital management. Evaluation is a process and a system that operates at all levels to help the organization reach its goals.
A system that contributes to agency performance by monitoring and evaluating outcomes of its human capital management strategies, policies, programs, and activities.
The standards for the evaluation system require an agency to:
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
Senior leaders have a responsibility to establish, assess and revise agency goals and objectives.
Evaluate the performance of the overall organization and your organizational unit. Ask:
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Operations are the points of overseeing, designing, and controlling a program or a process. Operation managers and employees ensure that business operations are efficient and effective in meeting customer requirements. They analyze and evaluate the inputs, processes and outputs of a system.
Everything that can be counted does not necessarily count; everything that counts cannot necessarily be counted.
Source: Albert Einstein
The Program/Process Owner's day should begin with a review of evaluation results. You need to know where you are in the process/program and how you are doing, and the answer should determine what you are going to focus on that day.
Does each organizational unit have the right people with the right skills and competencies to perform the job at the right level today and for the future? Will the current budget allow the organization to address recommended and required actions? Does the organization have a viable succession plan and training/development plan?
What was the impact of 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)?
Senior leaders and program/process owners carry most of the responsibility for creating and implementing formal evaluations. However, employees at all levels can contribute to business analytics and data-driven decision-making. Employees should pay attention to process efficiency and effectiveness and offer suggestions for improvement. Along with participating in formal evaluation efforts, employees also should look for improvement in their contributions to Agency mission and objectives. Track lessons learned from outcomes that met, exceeded, or fell short of expectations.
Measures and results provide a common language for all employees. Common language and accurate measures encourage better conversations. Better conversations should lead to better results, and better results contribute to satisfied stakeholders and customers along with increased job satisfaction.
Approach challenges with a focus on continuous improvement. When you notice a problem or inefficiency, think about potential solutions and discuss this with your supervisor or other stakeholders. Work with them to come up with the best solution, and bring it to the attention of leadership.