Federal Workforce:
Opportunities Exist for OPM to Further Innovation in Performance Management
GAO-19-35: Published: Nov 20, 2018. Publicly Released: Nov 20, 2018.
Additional Materials:
- Highlights Page:
- Full Report:
- Accessible Version:
Contact:
(202) 512-2757
goldenkoffr@gao.gov
Office of Public Affairs
(202) 512-4800
youngc1@gao.gov
Agencies need effective performance management systems to hold employees accountable for results and achieve their missions. Although the Office of Personnel Management—the government’s central human resources agency—has identified potentially innovative performance management practices, it needs to do a better job of sharing them with agencies.
We recommended, among other things, steps OPM should take to make this information more accessible.
Graphic showing these 5 phases: planning, monitoring, developing, rating, and rewarding.
Additional Materials:
- Highlights Page:
- Full Report:
- Accessible Version:
Contact:
(202) 512-2757
goldenkoffr@gao.gov
Office of Public Affairs
(202) 512-4800
youngc1@gao.gov
What GAO Found
GAO found that from 2010 through 2017, surveyed employees generally demonstrated positive responses to selected Federal Employee Viewpoint Survey (FEVS) statements related to four of the Office of Personnel Management's (OPM) five performance management phases, including: planning and setting expectations, monitoring performance, developing the capacity to perform, and rating performance. Employees responded least positively to statements related to rewarding performance, with only 39 percent of employees, on average, agreeing with statements regarding this phase.
Results of Selected FEVS Statements Related to OPM's Performance Management Phases Government-wide, 2010 to 2017
Note: The margin of error for all estimates was within plus or minus 1 percent, except for 2010, when the margin was within plus or minus 2 percent.
Of the four agencies with among the highest average scores for the performance management phases (Bureau of Labor Statistics, Centers for Disease Control and Prevention, Drug Enforcement Administration, and Office of the Comptroller of the Currency), GAO identified practices that may contribute to improved performance management including strong organizational culture and dedication to mission; use of FEVS and other survey data; and a focus on training.
OPM provides guidance and opportunities for agencies to share promising practices on performance management; however, some of this information is not easily accessible on its performance management website. In addition, OPM does not leverage its leadership position to formally identify and share emerging performance management research and innovation with agencies. As a result, agencies, and therefore their employees, may not benefit from the best information available.
Why GAO Did This Study
Managing employee performance has been a long-standing government-wide issue and the subject of numerous reforms since the beginning of the modern civil service. Without effective performance management, agencies risk not only losing the skills of top talent, they also risk missing the opportunity to effectively address increasingly complex and evolving mission challenges.
GAO was asked to examine federal non-Senior Executive Service performance management systems. This report examines (1) government-wide trends in employee perceptions of performance management as measured by the results of selected FEVS statements, (2) practices that selected agencies use to improve performance management, and (3) OPM's guidance and resources to support agency efforts to improve performance management government-wide.
GAO analyzed responses to selected FEVS statements related to the five performance management phases from 2010 through 2017; selected four agencies based on the highest average scores for the five phases, among other criteria, to identify practices which may contribute to improved performance management; reviewed OPM documents; and interviewed OPM and other agency officials.
What GAO Recommends
GAO is making three recommendations, including that OPM improve its website and share innovations in performance management with agencies. OPM agreed with GAO's recommendations.
For more information, contact Robert Goldenkoff at (202) 512-2757 or goldenkoffr@gao.gov.
Recommendations for Executive Action
Status: Open
Priority recommendation
Comments: OPM agreed with this recommendation. As of January 2020, OPM stated that they had identified available guidance and resources and updated the OPM Performance Management website. Additionally, OPM stated that they were establishing and documenting a process, which will be documented via standard operating procedures, to regularly update the performance management website with available guidance and resources. To fully address this recommendation, OPM needs to implement that process, which it indicated it plans to do by the end of fiscal year 2020.
Recommendation: The Director of OPM, in consultation with the Chief Human Capital Officers (CHCO) Council, should establish and implement a process for regularly updating the performance management website to include all available guidance and resources, making this information easily accessible, and providing links to other related websites. (Recommendation 1)
Agency Affected: Office of Personnel Management
Status: Open
Priority recommendation
Comments: OPM agreed with this recommendation. As of January 2020, OPM stated that they had developed and implemented a mechanism for agencies to routinely and independently share promising practices and lessons learned on OPM's Performance Management Portal and would evaluate its effectiveness moving forward. To fully implement the recommendation. OPM stated they are continuing to engage agency stakeholders and evaluate the effectiveness of their efforts. OPM stated they plan to be able to to close this recommendation during fiscal year 2020.
Recommendation: The Director of OPM, in consultation with the CHCO Council, should develop and implement a mechanism for agencies to routinely and independently share promising practices and lessons learned, such as through allowing agencies to post such information on OPM's Performance Management portal. (Recommendation 2)
Agency Affected: Office of Personnel Management
Status: Open
Priority recommendation
Comments: OPM agreed with this recommendation. As of January 2020, OPM stated that it is working with OMB, Cross-Agency Priority Goal Leaders, and other representatives from across government to develop a comprehensive strategic approach for identifying and sharing emerging research and innovations. According to OPM, the next working group meeting is scheduled for the summer of 2020. As of January 2020, OPM stated they are implementing certain strategic approaches for identifying and sharing emerging research and innovations in performance management. OPM stated they are also developing a white paper on agency reskilling efforts, likely focusing on engagement and retention, which would better position supervisors to engage in innovative performance management practices on a routine basis. OPM stated they aim to to close this recommendation by the end of the calendar year.
Recommendation: The Director of OPM, in consultation with the CHCO Council, should develop a strategic approach for identifying and sharing emerging research and innovations in performance management. (Recommendation 3)
Agency Affected: Office of Personnel Management
Explore the full database of GAO's Open Recommendations
»
Feb 24, 2021
-
Bureau of Prisons:
Opportunities Exist to Better Analyze Staffing Data and Improve Employee Wellness ProgramsGAO-21-123: Published: Feb 24, 2021. Publicly Released: Feb 24, 2021.
Jan 12, 2021
-
DHS Employee Morale:
Some Improvements Made, but Additional Actions Needed to Strengthen Employee EngagementGAO-21-204: Published: Jan 12, 2021. Publicly Released: Jan 12, 2021.
Sep 16, 2020
-
Senior Executive Service:
Opportunities for Selected Agencies to Improve Their Career Reassignment ProcessesGAO-20-559: Published: Sep 16, 2020. Publicly Released: Sep 16, 2020.
Feb 25, 2020
-
State Department:
Additional Steps Are Needed to Identify Potential Barriers to DiversityGAO-20-237: Published: Jan 27, 2020. Publicly Released: Feb 25, 2020.
Dec 30, 2019
-
Office of Congressional Workplace Rights:
Using Key Management Practices Would Help to Fully Implement Statutory RequirementsGAO-20-222: Published: Dec 30, 2019. Publicly Released: Dec 30, 2019.
Oct 10, 2019
-
Department of Veterans Affairs:
Improved Succession Planning Would Help Address Long-Standing Workforce ProblemsGAO-20-15: Published: Oct 10, 2019. Publicly Released: Oct 10, 2019.
Oct 2, 2019
-
Defense Workforce:
Steps Needed to Identify Acquisition Training Needs for Non-Acquisition Personnel [Reissued with revisions on Oct. 2, 2019.]GAO-19-556: Published: Sep 5, 2019. Publicly Released: Sep 5, 2019.
Sep 25, 2019
-
Federal Workforce:
Talent Management Strategies to Help Agencies Better Compete in a Tight Labor MarketGAO-19-723T: Published: Sep 25, 2019. Publicly Released: Sep 25, 2019.
Sep 11, 2019
-
USAID Reform:
Efforts Address Most Key Practices but Could Improve in Performance Assessment and Strategic Workforce PlanningGAO-19-609: Published: Sep 11, 2019. Publicly Released: Sep 11, 2019.
Aug 15, 2019
-
Defense Acquisition Workforce:
DOD Increased Use of Human Capital Flexibilities but Could Improve MonitoringGAO-19-509: Published: Aug 15, 2019. Publicly Released: Aug 15, 2019.
Looking for more? Browse all our products here