Strategic Goal 1
Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points.
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $1,546,285 | 7.0 |
| HR Solutions | Revolving Fund | $413,291 | 1.8 |
| Office of the Chief Financial Officer | Salaries & Expenses | $80,777 | 0.5 |
| Suitability Executive Agent Programs | Revolving Fund | $75,389 | 0.3 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $48,590 | 0.3 |
| Office of Diversity, Equity, Inclusion and Accessibility | Salaries & Expenses | $1,613,982 | 9.0 |
| Strategic Objective 1.1 Total | $3,778,314 | 18.8 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $316,242 | 1.7 |
| Office of the Chief Information Officer | Advances & Reimbursements Annual | $72,545 | 0.3 |
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $175,668 | 0.8 |
| Employee Services | Salaries & Expenses | $3,765,186 | 16.5 |
| HR Solutions | Revolving Fund | $2,320,845 | 5.4 |
| Merit System Accountability & Compliance | Salaries & Expenses | $247,839 | 1.0 |
| Office of the Chief Financial Officer | Salaries & Expenses | $80,777 | 0.5 |
| Office of the Chief Financial Officer | Common Services | $46,843 | 0.5 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $38,011 | 0.2 |
| Strategic Objective 1.2 Total | $7,230,690 | 27.8 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $4,797,571 | 22.8 |
| HR Solutions | Revolving Fund | $276,641,361 | 350.3 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,692 | 14.8 |
| Office of the Chief Financial Officer | Salaries & Expenses | $103,520 | 1.0 |
| Strategic Objective 1.3 Total | $283,835,144 | 388.9 | |
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $413,464 | 2.0 |
| Office of Communications | Salaries & Expenses | $177,419 | 0.8 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Strategic Objective 1.4 Total | $757,617 | 3.8 | |
| Organization | Dollars | FTE |
|---|---|---|
| OPM Total | $295,601,765 | 439.2 |
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.
Strategic Objective Owner: Janice Underwood, Director, ODEIA
Deputy Strategic Objective Owner: Carmen Garcia, HR Director and Chief Human Capital Officer, OPM HR
Strategies
- Review policies and practices to eliminate potential barriers to equity, and develop plans to eliminate those within OPM’s authority, in each of the following workforce functions: recruitment; hiring; promotion; retention; professional evaluations and rewards; professional development programs; the availability of mentoring programs or sponsorship initiatives, employee resource group and affinity group programs; temporary employee details and assignments
- Track demographic data and leverage expertise to look deeply at diversity, equity, inclusion, and accessibility across grade/pay levels and the employee lifecycle to the extent permitted by law
- Improve outreach and recruitment from historically underserved communities by promoting partnerships, paid internships, fellowships, and apprenticeships
- Utilize diversity, equity, inclusion, and accessibility assessment tool to evaluate agency recruitment, hiring, promotion, retention, professional development, pay equity, reasonable accommodations access, and training policies and practices for fairness and impartiality across all pay levels
- Assess potential barriers to access and advance employment opportunities (to include SES) and equity for employees with disabilities and develop plans to eliminate those barriers
- Assess potential barriers to employment for LGBTQ+ employees, including non-binary gender marker options in Federal hiring, employment, personnel vetting, and benefits enrollment paperwork and develop plans to eliminate any barriers identified and advance equities across the employment lifecycle
- Review job classification pay-setting regulations and guidance and draft proposals to promote pay equity across all levels of Government
FY 2023 and FY 2024 Next Steps
* Delayed milestone carried over from a previous fiscal year
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Issue policies to eliminate potential barriers to equity in workforce functions | ES | FY 2023 |
| Collect demographic data from Federal agencies to look at diversity, equity, inclusion, and accessibility across grade/pay levels and the employee lifecycle | ES, OPM HR | FY 2023 |
| Expand recruitment through outreach, marketing, and communications | ODEIA, ES | FY 2023 |
| Conduct focus groups to identify potential barriers to accessibility and equity to employees with disabilities | ODEIA | FY 2023 |
| Provide strategies to improve access and equity to employees with disabilities | ODEIA | FY 2023 |
| Review and update, if necessary, 2017 guidance regarding the employment of transgender individuals | ODEIA, ES | FY 2023 |
| Establish an inter-agency working group with VA, HHS, and OPM to establish a coordinated approach and alignment of efforts to promote equity in the Federal Employees Health Benefits Program for LGBTQ+ employees and their dependents | ODEIA, HI | FY 2023 |
| Issue a comprehensive plan to address workplace harassment, including sexual harassment | ODEIA | FY 2023 |
| Conduct analysis to identify trends across the employee lifecycle and build supporting dashboards | ES, OPM HR, HCDMM | FY 2023 |
| Establish a plan for Government-wide Sexual Orientation and Gender Identity data collection via HR Data Systems | ODEIA, HCDMM | FY 2023 |
| Conduct assessment of bias in the personnel vetting process and identify adjustments needed to eliminate any barriers to transgender, gender non-conforming, and non-binary employees and applicants | SuitEA | FY 2023 |
| Establish pilot program, particularly for underserved communities, to foster Federal career readiness with nonprofits, K-12 institutions, universities, and other Government agencies | ES, ODEIA | FY 2023 |
| Establish system for agencies to report progress on Agency DEIA Strategic Plan Implementation | ODEIA | FY 2023 |
| Collect and analyze data reported by agencies as part of agency DEIA strategic plans | ODEIA, HCDMM | FY 2023 |
| Communicate DEIA priorities and accomplishments via the ODEIA website and the Government-wide State of DEIA report | ODEIA | FY 2023 |
| Coordinate Government-wide to facilitate recruitment of historically underrepresented groups | OPM HR, ES | FY 2023 |
| Convene agency subject matter experts to review job classification pay-setting regulations and guidance to promote pay equity | ES | FY 2023 |
| Provide guidance to agencies on climate and culture assessment, barrier analysis, and intersectionality | ODEIA | FY 2023 |
| Provide technical assistance and guidance on strategies to increase access to professional development programs* | ODEIA | FY 2023 |
| Issue guidance to agencies on collecting and reporting DEIA-related data* | ES, OPM HR | FY 2023 |
| Implement interventions recommended by the FY 2023 assessment of the personnel vetting process to eliminate barriers to transgender, gender non-conforming, and non-binary employees and applicants | ODEIA, SuitEA | FY 2024 |
| Expand data offered in the DEIA Dashboard shared with agencies | ODEIA, HRS, HCDMM | FY 2024 |
| Build cohorts across Government for agency engagements | ODEIA, HRS | FY 2024 |
| Conduct assessment of the Senior Executive Service to identify barriers to improve outreach and recruitment of qualified individuals from underserved communities | ES, ODEIA | FY 2024 |
| Evaluate progress toward expanded outreach to promote public service careers, particularly with underserved communities | ODEIA, HRS | FY 2024 |
| Create relationships with national policy think tanks or other relevant organizations to pilot a program/marketing campaign focused on recruitment and retention of underrepresented groups and recruiting the formerly incarcerated | ODEIA | FY 2024 |
| Create public web presence for ODEIA and the Chief Diversity Officer Executive Council on OPM.gov with public resources, common templates, and other relevant DEIA documents generated from the Council, which can serve as a DEIA destination for public and private stakeholders | ODEIA | FY 2024 |
| Develop plan to eliminate barriers for qualified individuals from underserved communities to enter into the Senior Executive Service | ES, ODEIA | FY 2024 |
| Conduct a formative evaluation to assess agency retirement readiness plans and programs and their effects on underserved communities to inform development of evidence-based education and future evaluations | OCFO | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Government-wide Diversity, Equity, Inclusion, and Accessibility index score | _* | _* | _* | _* | 69 | 72 | 73 |
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 1: Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $1,546,285 | 7.0 |
| HR Solutions | Revolving Fund | $413,291 | 1.8 |
| Office of the Chief Financial Officer | Salaries & Expenses | $80,777 | 0.5 |
| Suitability Executive Agent Programs | Revolving Fund | $75,389 | 0.3 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $48,590 | 0.3 |
| Office of Diversity, Equity, Inclusion and Accessibility | Salaries & Expenses | $1,613,982 | 9.0 |
| Strategic Objective 1.1 Total | $3,778,314 | 18.8 | |
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.
Strategic Objective Owner: Jason Barke, Deputy Associate Director for Strategic Workforce Planning, ES
Deputy Strategic Objective Owner: Margot Conrad, Senior Advisor to the Director & Executive Director, CHCOC; Danielle Opalka, Supervisory HR Specialist, ES
Strategies
- Support agencies by providing human capital tools, guidance, and services as they transition to the post-reentry work environment
- Create a vision and strategy for how the Federal Government can be a model employer with respect to hiring, talent development, competitive pay, benefits, and workplace flexibilities in the years to come, in alignment with the President’s Management Agenda
- Develop and advance human capital policies to support the longer-term future of work
- Execute on the Government-wide vision and strategy through supporting agencies on human capital issues to prepare them for the Future of Work
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Issue vision and strategy for future of work | ES, HRS, MSAC, HCDMM, CHCOC, ODEIA | FY 2023 |
| Develop a more robust set of legislative, regulatory, and policy recommendations based on the vision and strategy | ES, CLIA, CHCOC | FY 2023 |
| Identify workforce data and data analysis techniques to help agencies evaluate and understand the impact of human capital policy changes and decisions | ES, HCDMM | FY 2023 |
| Develop plans and begin implementation of research and evaluation to identify lessons learned from the pandemic and transition to a hybrid work environment | OCFO, OD, ES | FY 2023 |
| Conduct data analytics to evaluate the impact that future of work policies have on the workforce | ES, HCDMM | FY 2023 |
| Collaborate with agencies to conduct and evaluate Future of Work pilots | ES, HRS, OCFO, MSAC | FY 2024 |
| Refine and explore legislative and regulatory recommendations, and issue policy and guidance | ES, CLIA, CHCOC | FY 2024 |
| Launch future of work dashboards for agencies to track progress and share agency efforts enterprise-wide | ES, HCDMM, OCIO | FY 2024 |
| Share lessons learned and best practices as agencies continue to adopt new ways of working | ES, HRS, CHCOC, MSAC | FY 2024 |
| Develop additional technical assistance and fee-for-service solutions to support agencies in preparing for the future of work | ES, HRS, MSAC, OD | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of CHCOs who report they have the necessary guidance and resources from OPM to inform their future of work planning | _* | _* | _* | _* | 81.82% | 84.82% | 87.82% |
| Percent of CHCOs who report they find the services from OPM to inform their future of work planning helpful | _* | _* | _* | _* | 69.70% | 72.70% | 75.70% |
Note: CHCOs are defined as the CHCOs and deputy CHCOs of the CHCO Act of 2002 agencies.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 1: Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Office of the Chief Information Officer | Salaries & Expenses | $316,242 | 1.7 |
| Office of the Chief Information Officer | Advances & Reimbursements Annual | $72,545 | 0.3 |
| Congressional, Legislative and Intergovernmental Affairs | Salaries & Expenses | $175,668 | 0.8 |
| Employee Services | Salaries & Expenses | $3,765,186 | 16.5 |
| HR Solutions | Revolving Fund | $2,320,845 | 5.4 |
| Merit System Accountability & Compliance | Salaries & Expenses | $247,839 | 1.0 |
| Office of the Chief Financial Officer | Salaries & Expenses | $80,777 | 0.5 |
| Office of the Chief Financial Officer | Common Services | $46,843 | 0.5 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Human Capital Data Management and Modernization | Salaries & Expenses | $38,011 | 0.2 |
| Strategic Objective 1.2 Total | $7,230,690 | 27.8 | |
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.
Strategic Objective Owner: Kim Holden, Deputy Associate Director for Talent Acquisition, Classification, and Veterans Programs, ES
Deputy Strategic Objective Owner: Ana Mazzi, Principal Deputy Associate Director, MSAC; Daluana Gammon, Manager, HRS
Strategies
- Modernize the Federal workforce competency model
- Strengthen the Federal human resource, acquisitions, and cybersecurity workforce
- Facilitate recruiting and hiring of diverse, early career talent by implementing recently enacted statutory changes applicable to early career talent, modernizing the Pathways program, and designing innovative paid internship programs
- Launch a new initiative to promote innovation in Federal talent across Government by creating a new process to identify and develop, select, high-impact talent projects
- Implement improvements to the competitive hiring process, including adoption of new selection rules (for example, the “rule of many”)
- Expand training offerings for human capital professionals and leaders focused on customer service and problem solving
- Drive improvements to assessments used for Federal hiring by establishing Government-wide hiring assessment line of business and agency talent teams
- Leverage Competency Exploration for Development and Readiness tool to conduct Government-wide skill gaps analysis across multiple high-risk functions and develop resources to address identified skill gaps
- Create a talent surge playbook to support agencies to acquire the skillsets needed to achieve their missions
- Support agencies in advancing the implementation of skills-based hiring approaches to fill priority positions
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Build updated Government-wide competency models (Federal Workforce Competency Initiative) | ES, HRS, MSAC | FY 2023 |
| Develop and pilot the Government-wide HR Internship Program | ES, HRS, MSAC | FY 2023 |
| Modernize and update training delivery modes and methods so that training materials for human capital professionals and leaders are available on widely accessible online platforms | ES, HRS, MSAC | FY 2023 |
| Offer technical assistance on areas of deficiency identified by the failure rate on the Delegated Examining assessment | ES, HRS, MSAC | FY 2023 |
| Develop employee and labor relations course offerings for human resources professionals | ES, HRS | FY 2023 |
| Explore the feasibility of establishing a human resource professional credentialing certification | ES, HRS, MSAC | FY 2023 |
| Develop a dynamic career path tool that shows progression at different stages and is integrated into Learning Management Systems and Individual Development Plans | ES, OPM HR | FY 2023 |
| Develop draft framework for innovation in Federal talent initiative to include vision, charter, roles, and responsibilities | ES, HRS, MSAC | FY 2023 |
| Implement cross-agency actions for talent that use enhanced assessments to support and improve skills-based hiring | ES, HRS, MSAC | FY 2023 |
| Establish Talent Network platform for Competitive Service Act and cross-Government announcements | HRS, ES, MSAC | FY 2023 |
| Establish team to manage quality and accuracy of certificates on a Talent Network for cross-Government announcements | HRS, ES, MSAC | FY 2023 |
| Analyze the research data on the current state of the Federal HR profession* | ES, HRS | FY 2023 |
| Refresh Pathways regulations* | ES, HRS, MSAC | FY 2023 |
| Finalize Rule of Many Regulation* | ES, HRS, MSAC | FY 2023 |
| Deploy new features in USA Staffing to improve HR and hiring managers experience | ES, HRS, MSAC | FY 2024 |
| Assess the end-to-end hiring model to include preceding planning steps | ES, HRS, MSAC | FY 2024 |
| Leverage the existing interagency work groups (HR CHCO Workgroup; OPM, OMB, ONCD Cyber Workgroup; and FAI Board) to identify strategies to close human resource, cybersecurity, and acquisitions skills gaps | ES, HRS, MSAC | FY 2024 |
| Issue guidance to finalize National Security Internships* | ES, HRS, MSAC | FY 2024 |
| Design and implement research studies on current hiring practices and potential solutions to hiring challenges | OCFO | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| Percent of respondents who agree that their work units have the job-relevant knowledge and skills necessary to accomplish organizational goals | 80% | 81% | 82% | 80% | 79% | 81% | 82% |
| 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 | 4.18 | 4.19 |
| Percent of vacancies using alternative assessments to replace or augment the self-report occupational questionnaire | _* | _* | 7.79% | 10.01% | 8.87% | 7.00% | 9.00% |
Notes:
- The 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 was not tracked previous to FY 2022.
- In FY 2022, OPM revised the FY 2023 target for the Percent of respondents who agree that their work units have the job-relevant knowledge and skills necessary to accomplish organizational goals, based on new FY 2021 baseline data.
- In February 2023, OPM revised previously reported results for the percent of vacancies using alternative assessments to replace or augment the self-report occupational questionnaire 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.
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 1: Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $4,797,571 | 22.8 |
| HR Solutions | Revolving Fund | $276,641,361 | 350.3 |
| Merit System Accountability & Compliance | Salaries & Expenses | $2,292,692 | 14.8 |
| Office of the Chief Financial Officer | Salaries & Expenses | $103,520 | 1.0 |
| Strategic Objective 1.3 Total | $283,835,144 | 388.9 | |
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.
Strategic Objective Owner: Maria Lujan, Director of Public Engagement, OC
Deputy Strategic Objective Owner: Laura Goulding, Deputy Director, OC; Terese Bell, HR Specialist, ES; Erikka Knuti, Director of Communications, OC
Strategies
- Share best practices related to engagement and recognition across Federal agencies through CHCOs, Federal Executive Boards, the White House, and other stakeholders with shared missions
- Increase attention to programs that regularly spotlight workers and union members at OPM and across the Federal Government throughout the year, culminating with Public Service Recognition Week
- Create an OPM-led interagency working group focused on recognizing and elevating the Federal workforce
FY 2023 and FY 2024 Next Steps
| Key Milestones | Implementing Organization(s) | Target Completion |
|---|---|---|
| Carry out promotional campaign to share outcomes of employee recognition leading practices toolkit at Federal agencies with key stakeholders | ES, CHCOC | FY 2023 |
| Establish interagency working group concentrating specifically on recognizing and elevating the Federal workforce | CHCOC, OD | FY 2023 |
| Create a new "Worker Empowerment" web page on OPM.gov | OC, ES | FY 2024 |
| Solicit feedback from CHCOs to inform future deliverables and products related to engaging and recognizing the Federal workforce | OD, CHCOC | FY 2024 |
Performance Measures
_* No historical results.
| Performance Measures | FY 2018 Result | FY 2019 Result | FY 2020 Result | FY 2021 Result | FY 2022 Result | FY 2023 Target | FY 2024 Target |
|---|---|---|---|---|---|---|---|
| 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 | _* | _* | _* | _* | 195,389 | 205,149 | 214,918 |
Performance Budget Request by Objective, Organization and Fund – All Resources
Goal 1: Position the Federal Government as a model employer, improving the Government-wide satisfaction index score by 4 points
| Organization | Fund | Dollars | FTE |
|---|---|---|---|
| Employee Services | Salaries & Expenses | $413,464 | 2.0 |
| Office of Communications | Salaries & Expenses | $177,419 | 0.8 |
| Office of the Director | Advances & Reimbursements Annual | $166,734 | 1.0 |
| Strategic Objective 1.4 Total | $757,617 | 3.8 | |
Footnote
Delayed milestone carried over from a previous fiscal year