Does the agency periodically analyze human capital data to assess results, identify risks, and ensure that controls are in place to address problems and modify strategies and activities as necessary?

Elements of YES

With the help of human capital information system applications, data are collected and made available in a way that supports necessary analysis and decision-making. The organization has established a comprehensive set of measures to gauge organizational progress toward achieving human capital goals under the Human Capital Standards for Success and other agency-specific goals. The measures identified in this framework should be drawn from a variety of sources, and must address all aspects of human capital, including 1) success in supporting agency mission accomplishment, 2) effectiveness of HR programs; 3) efficiency of HR processes, and 4) compliance with legal requirements. The agency conducts a risk analysis and is successful in identifying problems that pose especially high risk to organizational integrity. These include serious financial or legal threats, systemic violations of employee protections or veterans' preference, or potential loss of integrity in the public eye. Checks and balances are in place to ensure problems are addressed and resolved and responsibility for problem identification and/or avoidance has been delegated to appropriate individuals. Data system quality control checks (including Central Personnel Data File) and case examinations are conducted to ensure system integrity and reliability.

Suggested Performance Indicators

• Human capital leaders track and report activity based on cost of HR programs and their elements.
• Agency has documented programs and elements of programs most important to the organization; meaningful measures of success are established, kept up-to-date and regularly reviewed by HR and management.
• Agency has dedicated HR staff assigned to review human capital data integrity.
• There are written reports on risks, recommendations for mitigation strategies, and actions taken by decision makers.
• Implementation plans, program guides, and delegations of authority outline critical risks and monitoring responsibilities.
• Program and initiative implementation efforts have published plans that clearly outline roles, responsibilities, reviews, and desired outcomes.
• Agency tracks human capital initiatives and program reviews, reporting results to a central advisory or management board.
• Agency has submitted reports to OPM and other agencies on key programs or elements of programs and continues to monitor those areas.
• Quality assurance processes for transactions are in place.
• Annual reviews of delegated examining operations are conducted.