Human capital management (51 - 60 of 267 items)
Human Capital Management: Effectively Implementing Reforms and Closing Critical Skills Gaps Are Key to Addressing Federal Workforce Challenges
GAO-12-1023T: Published: Sep 19, 2012. Publicly Released: Sep 19, 2012.
Since 2001, Congress, the Office of Personnel Management (OPM), and executive branch agencies have taken action to address the government's human capital challenges. For example, in 2002, Congress passed legislation creating the CHCO Council, composed of the Chief Human Capital Officers (CHCO) of 24 executive agencies and chaired by the Director of OPM. In 2004, through the Federal Workforce Flexi...
Chief Acquisition Officers: Appointments Generally Conform to Legislative Requirements, but Agencies Need to Clearly Define Roles and Responsibilities
GAO-12-792: Published: Jul 26, 2012. Publicly Released: Jul 26, 2012.
Most agencies have appointed Chief Acquisition Officers (CAO) in accordancewith two of the three key requirements in the Services Acquisition Reform Act of2003 (SARA): that the CAOs be political appointees and have agency SeniorProcurement Executives report directly to them. However, few CAOs haveacquisition management as their primary duty; other areas of responsibilityincluded financial, informa...
Defense Acquisition Workforce: Improved Processes, Guidance, and Planning Needed to Enhance Use of Workforce Funds
GAO-12-747R: Published: Jun 20, 2012. Publicly Released: Jun 21, 2012.
DOD has identified DAWDF as a key tool used to address gaps in the acquisition workforce through additional hiring and training initiatives. For example, DOD officials noted they used DAWDF funds to hire about 5,855 new acquisition staff through fiscal year 2011 and enabled the Defense Acquisition University to provide 19,000 additional classroom seats, among other improvements. However, DODs ab...
Disaster Assistance Workforce: FEMA Could Enhance Human Capital Management and Training
GAO-12-538: Published: May 25, 2012. Publicly Released: Jun 1, 2012.
The Federal Emergency Management Agency (FEMA) has taken steps to enhance its management of the Disaster Assistance Employee (DAE) program, such as through the establishment of a credentialing program, the FEMA Qualification System (FQS); however, management controls and training could be strengthened. For example, FEMA does not monitor how the regions implement DAE policies and how DAEs implement...
Federal Emergency Management Agency: Workforce Planning and Training Could Be Enhanced by Incorporating Strategic Management Principles
GAO-12-487: Published: Apr 26, 2012. Publicly Released: Apr 26, 2012.
The Federal Emergency Management Agency (FEMA) is taking steps to integrate its workforce planning and training efforts across the agency consistent with critical success factors for strategic human capital management such as initiating working groups to coordinate related activities, but its efforts are in the early stages. Until recently FEMAs efforts related to workforce planning have been in...
Modernizing the Nuclear Security Enterprise: Strategies and Challenges in Sustaining Critical Skills in Federal and Contractor Workforces
GAO-12-468: Published: Apr 26, 2012. Publicly Released: Apr 26, 2012.
The National Nuclear Security Administration (NNSA) and its M&O contractors have developed and implemented multifaceted strategies to recruit, develop, and retain both the federal and contractor workforces needed to preserve critical skills in the enterprise. NNSAs recruiting and retention efforts for its federal staff focus on attracting early career hires with competitive pay and developme...
Department of Homeland Security: Preliminary Observations on DHS's Efforts to Improve Employee Morale
GAO-12-509T: Published: Mar 22, 2012. Publicly Released: Mar 22, 2012.
Over time, federal surveys have consistently found that Department of Homeland Security (DHS) employees are less satisfied with their jobs than the government-wide average. In the 2004 Office of Personnel Managements federal employee surveya tool that measures employees perceptions of whether and to what extent conditions characterizing successful organizations are present in their agency5...
Interagency Collaboration: State and Army Personnel Rotation Programs Can Build on Positive Results with Additional Preparation and Evaluation
GAO-12-386: Published: Mar 9, 2012. Publicly Released: Mar 9, 2012.
Effective interagency rotational assignments can achieve collaboration-related resultssuch as developing participants collaboration skills and building interagency networksbut programs must be a win-win for the individuals and organizations involved in order to be effective.GAO found policies and practices that help interagency rotation programs achieve collaboration-...
DHS Human Capital: Senior Leadership Vacancy Rates Generally Declined, but Components' Rates Varied [Reissued on February 22, 2012]
GAO-12-264: Published: Feb 10, 2012. Publicly Released: Feb 10, 2012.
The Department of Homeland Security’s (DHS) senior leadership vacancy rates, while reaching a peak of 25 percent in 2006, have generally declined since that time—from 25 percent in fiscal year 2006 to 10 percent at the end of fiscal year 2011. From fiscal years 2006 through 2010—the most recent year for which governmentwide vacancy and attrition data were available—DHS vacancy rates in 200...
Acquisition Workforce: DOD's Efforts to Rebuild Capacity Have Shown Some Progress
GAO-12-232T: Published: Nov 16, 2011. Publicly Released: Nov 16, 2011.
The Department of Defense (DOD) is the government's largest buying entity and has recognized that rebuilding the acquisition workforce is a strategic priority. The federal government's current budget and long-term fiscal pressures underscore the importance of a capable and well-functioning workforce. GAO and others have long recognized that the size and capabilities of the workforce across the gov...