Strategic Goal 1

Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points.

Strategic Objective 1.1

Achieve a Federal workforce that is drawn from the diversity of America, exhibited at all levels of Government, by supporting agencies in fostering diverse, equitable, inclusive, and accessible workplaces. By FY 2026, increase a Government-wide Diversity, Equity, Inclusion, and Accessibility index score by 6 percentage points.

FY 2024 Progress Update

• Hosted a fireside chat-style session on anti-religious discrimination, legal cases, and guidance related to antisemitism, with 2,000 virtual attendees, in collaboration with the U.S. Equal Employment Opportunity Commission.
• Hosted Chief Diversity Officers meeting of 140 attendees to mark one-year anniversary of Chief Diversity Officers Executive Council.
• Facilitated three Level Up to Public Service events at Hampton University, Delaware State University, and Kean University that engaged early career talent from diverse backgrounds by offering insights into public service careers and providing networking opportunities with Federal agencies and employees.
• Hosted more than 160 Federal interns at Level Up to Public Service in-person and virtual editions, in which Federal representatives conducted mock interviews and provided one-on-one Federal resume reviews.
• Hosted the first virtual Level Up to Public Service edition, accessible to graduates from the disabled community, with 11 agencies, and registered 105 graduates from the Workforce Recruitment Program.
• Launched version 2.1 of the DEIA Dashboard to address bugs, improve visuals, and add a link to direct users to the FEVS dashboard.
• Partnered with several Minority Serving Institutions to reach students in underserved communities and expose them to opportunities in Federal service.
• Completed a barrier analysis framework project with the goal of accelerating agencies’ ability to conduct barrier analysis using applicant flow data.
• Developed a draft toolkit to support agencies with managing, accessing, and analyzing applicant flow data based on identified gaps, integrity concerns, and best practices analysis.
• Implemented interventions recommended by a FY 2023 assessment of the personnel vetting process to eliminate barriers to transgender, gender non-conforming, and non-binary employees and applicants by eliminating a gender question and by using non-gender specific terminology as appropriate.
• Issued final regulations to advance pay equity in Government-wide pay systems.

Table 1.1.001

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.1.001	Government-wide Diversity, Equity, Inclusion, and Accessibility index score	-	-	69	71	72	73	Not Met

FY 2024 Analysis of Results:

OPM conducted the 2024 FEVS from May 20 through July 5, 2024. With 674,207 Government-wide respondents, the response rate was 41 percent. While the Government-wide DEIA Index score increased by one point from FY 2023 to FY 2024, OPM was one point short of its FY 2024 target of 73. From FY 2023 to FY 2024, the Government-wide scores for each component of the index score also increased: the Diversity Index score increased one percentage point from 71 percent to 72 percent, the Equity Index score increased one percentage point from 67 percent to 68 percent, the Inclusion Index score increased one percentage point from 76 percent to 77 percent, and the Accessibility Index score increased one percentage point from 69 percent to 70 percent. In FY 2025, OPM will take additional actions to improve this result and meet the FY 2025 target of 74, including creating a streamlined and standardized process for the collection of DEIA Strategic Plans and the measurement of annual progress; providing guidance to agencies on barrier analysis; providing relevant webinars and resources to Chief Diversity Officer's Executive Council , drawing off promising practices and lessons learned from agencies in the Council; and leveraging a leading practices repository to share promising DEIA practices for agencies.

Strategic Objective 1.2

Develop a Government-wide vision and strategy and implement policies and initiatives that embrace the future of work and position the Federal Government as a model employer with respect to hiring, talent development, competitive pay, benefits, and workplace flexibilities.

FY 2024 Progress Update

OPM, in consultation with OMB, determined that performance toward this objective is making noteworthy progress.

• Established a Future of Work group within the Office of Workforce Policy and Innovation to directly support the agency’s Workforce of the Future strategic priorities to advance strategic objective 1.2, support the President’s Management Agenda Priority 1, and develop a strategic vision focused on new and emerging Workforce of the Future efforts focused on addressing crucial workforce skills gaps.
• Issued a nationally recognized Workforce of the Future playbook to communicate to agency CHCOs and hiring managers OPM’s strategic direction, best practices, tools and resources, actions agencies can take now to hire the right talent and strategically plan for the future, and suggested measures that can be leveraged to assess progress.
• Piloted a DEIA foresight workshop at the Transportation Security Administration and used techniques, including scenario-based planning and implications analysis, to identify strategies that would help the Transportation Security Administration DEIA program and People and Culture Teams thrive in an uncertain future environment.
• Hosted a total of eight webinars attended by approximately 5,000 people to support Federal employees in implementing the strategies outlined in the Workforce of the Future Playbook.
• Completed a total of 16 Gov2Gov Learning Series webinar sessions, 14 on Artificial Intelligence and two on mindfulness, training more than 18,000 Federal employees from across at least 100 Federal agencies.
• Provided two reports to the Office of the National Cyber Director on the Information Technology Management occupation and other cyber occupations with workforce data to inform cyber strategies and initiatives.
• Released an extension and amendment of the Government-wide direct hire appointing authority for scientific, technical, engineering, mathematics, acquisitions, cybersecurity, and related positions, including AI.
• Co-led a Chief Human Capital Officers (CHCO) Council workgroups that provided a place for CHCOs to share their approaches to hybrid work with a goal towards creating a more consistent approach to determining remote work for mission critical occupations across Government.
• Hosted a CHCO Fall Forum World Cafe to engage CHCOs on the future administration of the FEVS and discussion of collecting Government-wide exit survey data.
• Collaborated with NASA on the development of a demonstration project for a private- public exchange program aimed at supporting mobile workforce needs.Re-designed the Future of Work webpage, rebranding it as Workforce of the Future, adding recorded training videos of all webinars, and creating a one-stop page for registration to webinars linked from the OPM home page.
• Released guidance on Factors for Designing Remote Work Policies and Programs.
• Completed a study in collaboration with GSA on the effect of work schedule on an employee’s performance scores, hours worked, and attrition; a study on the effect of work schedule on FEVS measures, such as engagement and satisfaction; a study on the effect of advertising a position as remote on applicant interest, diversity and selection; and a study on the Federal employee uptake of a 12- week paid parental leave benefit.

Evidence Building: Effect of Telework and Remote Work on FEVS Outcomes

OPM conducted a study on the effect of telework and remote work on perceptions of organizational climate and employee experience. OPM compared FEVS outcomes between employees who share agency, employment, and personal demographics but differ on their remote or telework status using statistical matching. Overall, OPM found that remote employees and employees who telework more frequently consistently report higher average scores on all FEVS indices compared to similar employees who work onsite more frequently. The difference in average FEVS scores were most pronounced when comparing fully remote employees to fully onsite employees (ranging from an average difference of 0.3 to 0.4 on a 5-point scale), but no meaningful differences were found when comparing fully remote employees to employees who telework one or more days per week. Similar trends were observed for differences in single item responses, where remote employees and employees who telework more frequently had higher odds of responding positively (for example, ‘Agree’ or ‘Disagree’) on many FEVS single items compared to employees who work onsite more frequently. Additionally, OPM found that the odds of remote and majority telework employees indicating that they intend to leave their current organization for any reason within the next year were, on average, between 20 percent to 40 percent lower than employees who work more frequently onsite.

Evidence Building: Effects of Remote Designation on Applications and Selections to Federal Government Jobs

OPM conducted a study on the effect of a new designation of “remote” for Federal job announcements on volume and diversity of applications and selections. Remote positions represented about 4 percent of all job announcements from August 2022 to December 2022. Remote jobs were matched to non-remote jobs with same job series and agency, the same hiring path, similar opening and closing dates, and minimum salaries within $15,000 of each other for 10 job series with the highest proportions of remote jobs. Remote positions receive many more applications than non-remote positions, about 293 more per announcement, and have more eligible (148) and referred (42) applications. Agencies also select 6 percentage points more candidates for remote positions than non-remote. Remote announcements attracted more applications from all racial identities, more veterans, more women, and more people with disabilities. Remote announcements had more eligible and referred applications from all racial identities, all genders, veterans, and people with disabilities. This analysis suggests that remote announcements attract a larger, more qualified, and more diverse candidate pool than non-remote positions and that remote hiring may be an effective strategy for Federal government to attract and hire diverse, skilled talent in certain circumstances.

Table 1.2.001

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.2.001	Percent of CHCOs who report they have the necessary guidance and resources from OPM to inform their future of work planning	-	-	81.82%	61.29%	76.67%	83.00%	Not Met

FY 2024 Analysis of Results:

In FY 2024, 23 of 30 Chief Human Capital Officers and Deputy Chief Human Capital Officers who responded to the survey indicated that they have the necessary guidance and resources from OPM to inform their future of the workforce planning. OPM conducted the survey from October 31, 2023 through the end of November 2023. With 36 total respondents, the overall response rate was 73 percent. While OPM fell short of its FY 2024 target by more than six points, results increased by more than 15 percentage points from FY 2023 to FY 2024. In FY 2024, OPM significantly increased efforts to work with the CHCO Council and will continue to engage with them during listening sessions in FY 2025.

Table 1.2.002

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.2.002	Percent of CHCOs who report they find the services from OPM to inform their future of work planning helpful	-	-	69.70%	63.33%	73.33%	75.70%	Not Met

FY 2024 Analysis of Results:

In FY 2024, 22 of 30 Chief Human Capital Officers and Deputy Chief Human Capital Officers who responded to the survey indicated that they find the services from OPM to inform their future of the workforce planning helpful. OPM conducted from October 31, 2023 and through the end of November 2023. With 36 total respondents, the overall response rate was 73 percent. While OPM fell short of its FY 2024 target by more than two points, results increased by 10 percentage points from FY 2023 to FY 2024. In FY 2025, OPM will continue to engage with the CHCO Council through listening sessions and proactively providing guidance notices.

Strategic Objective 1.3

Build the skills of the Federal workforce through hiring and training. By FY 2026, increase the Government-wide percentage of respondents who agree that their work unit has the job-relevant knowledge and skills necessary to accomplish organizational goals by 4 points.

FY 2024 Progress Update

• Released the final rule for updated Pathways regulations, which streamlined and expanded the process for hiring current students and recent graduates, including graduates of apprenticeship and other career development programs.
• Released two online courses, Designing an Assessment Strategy: Fundamental Concepts, Processes and Applications and Use of Hiring Assessments: A SME-Based Approach, which 156 attendees across 44 agencies completed, to support agencies’ use of competency and skills-based assessments and hiring.
• Released skills-based guidance and a competency model for Artificial Intelligence, data, and technology talent to assist agencies in identifying key skills and competencies needed for AI professionals and to increase access to these technical roles for individuals with nontraditional academic backgrounds.
• Released the Human Resources Management Competency Model for all human resources management series positions, as well as the competency models for select HR specialty areas, impacting more than 40,000 human resources specialists Government-wide.
• Issued two cross-Government talent pools (certificates of eligibles) available to agencies for IT specialists and data management specialists positions to support agency AI hiring.
• Participated in a Tech to Gov Virtual Forum and Job Fair in support of AI and technology pooled hiring actions.
• Held a job analysis and assessment development workshop in advance of the Tech to Gov Virtual Forum and Job Fair with subject matter experts from ten agencies to identify common job requirements to be assessed in the in support of a data management specialists hiring action position; and worked with data scientist subject matter experts to open a pooled action under the Government-wide data scientist direct hire authority, resulting in 181 qualified data scientists available for agencies to hire.
• Developed guidance for an applicant flow data structure and tools to assist agencies in determining the effectiveness of the hiring process in meeting DEIA outcomes.
• Released a memorandum in collaboration with OMB supporting improvements to the Federal hiring experience.

Table 1.3.001

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.3.001	Percent of respondents who agree that their work units have the job-relevant knowledge and skills necessary to accomplish organizational goals	82	80	79	80	81	82	Not Met

FY 2024 Analysis of Results:

OPM conducted the 2024 FEVS from May 20 through July 5, 2024. With 674,207 Government-wide respondents, the response rate was 41 percent. The results from the 2024 FEVS indicated a nearly one point increase in respondents who agree that their work units have the job-relevant knowledge and skills necessary to accomplish organizational goals, but OPM fell short of the FY 2024 target by one point. In FY 2025, OPM plans to identify promising strategies that could address mission critical skills gaps and develop and launch a webinar series that will aid in closing skills gaps in human resources.

Table 1.3.002

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.3.002	Average score for hiring manager satisfaction that applicants to human resources, acquisitions, and cybersecurity positions are referred in a timely manner with the necessary skills to perform the job	-	-	4.17	4.04	4.13	4.19	Not Met

FY 2024 Analysis of Results:

OPM conducted the Hiring Manager Satisfaction Survey from October 1, 2023 through September 30, 2024. With 19,308 participants out of 22,507 administered surveys, the overall response rate was 85.79 percent. The average score increased by 2.2 percent from FY 2023 to FY 2024. However, OPM fell short of the FY 2024 target by 1.4 percent. In FY 2025, OPM plans to apply findings from a pilot of information technology management job series qualification and classification standards and update the Competitive Services Act to include the ability to share other types of certificates across agencies.

Table 1.3.003

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.3.003	Percent of vacancies using alternative assessments to replace or augment the self-report occupational questionnaire	9.05%	10.54%	8.12%	11.43%	14.33%	12.00%	Met

"-" represents no historical data available for this period.

Note: In FY 2023, OPM revised previously reported results to consistently exclude direct hire announcements, though some direct hire announcements may still be found in the dataset due to challenges identifying and excluding such announcements.

FY 2024 Analysis of Results:

OPM surpassed the FY 2024 target by 2.33 percentage points, and results improved by 2.9 percentage points, compared to FY 2023. With Executive Order 13932 on Modernizing and Reforming the Assessment and Hiring of Federal Job Candidates in effect, there continues to be a steady rise in the use of additional assessments and less reliance on self-assessment questionnaires.

Strategic Objective 1.4

Champion the Federal workforce by engaging and recognizing Federal employees and elevating their work. By FY 2026, increase the number of social media engagements on recognition-focused content by 15 percent.

FY 2024 Progress Update

OPM, in consultation with OMB, highlighted this objective as a focus area for improvement.

• Increased social media efforts to recognize Federal employees such as the winners of Presidential Rank Awards, Samuel J. Heyman Service to America Medals (Sammies), FedScoop50, and ACT-IAC Government Awards.
• Established social media presence for Federal Executive Boards, which will enable them to highlight the work of Federal employees across the country, particularly outside of the National Capital Region.
• Participated in GovPossible, a cross-agency social media campaign recognizing Federal employees.
• Posted Public Service Recognition Week content from OPM events in and outside of Washington, DC.
• Posted content recognizing the importance of Federal Executive Boards and mentioning Board leadership (local agency leaders) in attendance at visits to a number of states by the OPM Acting Director.
• Recognized the OPM employees who helped execute multiple Level up to Public Service events, as well as the Federal representatives from other agencies who partnered with OPM.
• Recognized new Federal employees entering the public workforce by amplifying posts congratulating the Presidential Management Fellows Class of 2024 on their selections.
• Posted recognition content to support Intern Experience Program events.
• Posted recognition content in response to the release of the 2023 Best Places to Work in the Federal Government list.
• Posted content recognizing Federal DEIA employees across agencies following each Chief Diversity Office Executive Council meeting.
• Leveraged the CHCO Fall Forum to ask questions that would help OPM better support recognizing the Federal workforce and obtain employee feedback.

Table 1.4.002

"-" represents no historical data available for this period.

Table	Performance Measures	FY 2020 Result	FY 2021 Result	FY 2022 Result	FY 2023 Result	FY 2024 Result	FY 2024 Target	FY 2024 Target Met/Not Met	FY 2023 - FY 2024 Trend
1.4.002	Number of social media engagements on recognition-focused content	-	-	195,389	156,066	282,371	214,918	Met

FY 2024 Analysis of Results:

OPM surpassed its FY 2024 target for social media engagements on recognition-focused content by more than 31 percent, and results improved by nearly 81 percent, compared to FY 2023. In FY 2024, OPM began incorporating weekend posts in addition to a standard three posts a day to both X and LinkedIn. OPM also began tagging OPM employees on their accounts, in recognition of their work, as available. These changes increased the reach of each post, allowed for more regular content, and enabled employees to repost tagged content.

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