The Federal Government will Become America's Model Employer for the 21st Century.
Recruit, Retain and Honor a World-Class Workforce to Serve the American People.
Review the new 2014 Federal Employees' Group Life Insurance (FEGLI) Handbook
Answering your questions about Healthcare and Insurance
Congress approved a cost of living increase for Federal retirees.
Manage your retirement online.
Human Resources and Security Specialists should use this tool to determine the correct investigation level for any covered position within the U.S. Federal Government.
OPM’s Human Resources Solutions organization can help your agency answer this critically important question.
Developing senior leaders in the U.S. Government through Leadership for a Democratic Society, Custom Programs and Interagency Courses.
Visit this federal site to search for our regulatory notices, proposed and final rules.
See the latest tweets on our Twitter feed, like our Facebook pages, watch our YouTube videos, and page through our Flickr photos.
Human Resources IT Transformation (HR ITT) leads the governmentwide transformation of HR Information Technology by focusing on modernization, consolidation, integration, and performance assessment. It manages the Human Resources Line of Business (HR LOB) initiative through active collaboration with agencies and service providers and focuses on improving the strategic management of human resources by:
The HR LOB common solution takes a phased approach to delivering HR services through shared service centers based on a common, reusable architecture that leverages open architecture concepts. These solutions will enable the federal government to standardize HR business functions and processes, as well as the systems that support them. The HR LOB common solution will enable a shift in emphasis within the agencies from administrative processing to customer service and strategic planning.
The shared service center approach is designed to encourage competition among federal and private sector providers, and to maximize private sector involvement; this competition, in turn, should result in improved quality, efficiency and customer satisfaction. Economies of scale will help reduce costs and improve efficiencies. A focus on performance results will improve quality and customer satisfaction.
The overall vision of the HR LOB is governmentwide, modern, cost-effective, standardized, and interoperable HR solutions providing common, core functionality to support the strategic management of human capital and addressing duplicative HR systems and processes across the federal government.
The HR LOB initiative developed a comprehensive Concept of Operations (CONOPS) and Service Delivery Model to guide its efforts. The graphic below depicts the HR LOB CONOPS and Service Delivery Model with the core and non-core functions, their placement relative to Federal agencies and Shared Service Centers, and the supporting architectural artifacts.
Click on the graphic below to download available documents.
In April 2005, OPM established the Multi-Agency Executive Strategy Committee (MAESC), which led the HR LOB initiative in achieving the following:
HR LOB has developed reports to document the performance of Federal providers and agencies to relevant industry benchmarks.
The HR LOB Federal Payroll Benchmarking Reports document the performance of the Federal payroll providers and compare the results to comparable industry benchmarks, where applicable.
The HR LOB Agency HR Benchmarking Reports document the performance of Federal agencies and compare the results to comparable industry benchmarks, where applicable.
The HR LOB SSC HR Benchmarking Report documents the performance of shared service centers (SSCs) and compares the results to comparable industry benchmarks, where applicable.
The Cost Benefit Analysis (CBA) depicts the savings realized by the Federal government as agencies migrate to shared service centers (SSCs) for the provision of HR IT systems and services.
Target requirements for HR functions and service components were identified by government-wide collaborative working groups. SSCs have self-evaluated their capabilities against these target requirements.
HR LOB’s enterprise architecture provides a blueprint for transformation of the Human Resources business function throughout the federal government.
The Business Reference Model provides an end-to-end depiction of the HR business process that takes place at government agencies.
The objective of the HR LOB Data Model is to identify the data needed to execute the HR LOB Business Reference Model processes.
The HR LOB Performance Model provides a framework for performance measurement and identifies a common set of HR performance measures to be used throughout the Federal government.
The HR LOB Service Component Model identifies HR services (service components) and proposes the means for providing them to its customers (service delivery).
The Technical Model provides agencies with a foundation to understand the standards and technologies supporting the secure delivery, exchange and construction of business (or service) components and e-Government solutions specific to the HR LOB.
The Migration Planning Guidance is a guide to assist customer agencies to prepare for and manage a migration of their human resources operations to a shared services center (SSC).
The HR LOB leads the government-wide transformation of HR Information Technology by focusing on modernization, consolidation, integration, and performance assessment.
The HR LOB has developed documents on Strategic HR to assist agencies and Shared Service Centers (SSCs) as the role of HR transforms in the Federal government.
Back to top
The HR LOB governance structure establishes the oversight and development of the common solution(s) for the transformation of the Federal government from a duplicative, dispersed HR IT environment to a standardized solution or set of solutions characterized by interoperability, efficiency, and service excellence. The governance structure described below was developed to enable a competitive environment in which customer agencies have the option to choose from a public or private shared service center for their human resources functions (core and noncore) and to facilitate a seamless integration of HR solutions. It ensures that each federal agency has a voice in determining how the common solution(s) will be developed and implemented while enabling existing SSCs to participate in the process. The current governance structure of the HR LOB includes two tiers.
The Multi-Agency Executive Strategy Committee (MAESC) is the central governing body of the HR LOB. The MAESC is comprised of the 22 HR LOB member agencies with OPM and OMB as co-chairs. The 24 participating agencies are:
The HR LOB selected six public sector SSCs to provide HR services for the federal government. The six public sector SSCs are:
The following provider also provides payroll services for the federal government:
The HR LOB selected four private sector SSCs to provide HR services for the federal government. The four private sector SSCs are:
The latest information on the private sector is available at the GSA eLibrary.