Strategic Goal 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.

Strategic Objective Owner: Tanya Sehgal, Acting Director, ODEIA

Deputy Strategic Objective Owner: Michelle Earley, Deputy Associate Director, HRS

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 2024 and FY 2025 Next Steps

Performance Measures

_* No historical results.

Performance Budget Request by Objective, Organization and Fund – All Resources

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, WPI

Deputy Strategic Objective Owner: Margot Conrad, Deputy Chief of Staff, Office of the Director; Danielle Opalka, Supervisory HR Specialist, WPI

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 2024 and FY 2025 Next Steps

Performance Measures

_* No historical results.

Note: CHCOs are defined as the CHCOs and deputy CHCOs of the CHCO Act of 2002 agencies. FY 2022 results were collected via a survey deployed between December 2021 and January 2022 (Q1 and Q2 FY 2023). FY 2023 results were collected via a survey in October 2022 (Q1 FY 2023). In July 2023, OPM revised the FY 2024 target for the measure Percent of CHCOs who report they find the services from OPM to inform their future of work planning helpful.

Performance Budget Request by Objective, Organization and Fund – All Resources

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, Principal Deputy Associate Director, WPI

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
• Develop comprehensive training and curriculum for HR practitioners and hiring managers on pooled hiring
• Expand technical recruitment assistance for agencies
• Build web content tailored to hiring managers and HR practitioners to streamline communication and resource access
• Run dedicated cross-Government hiring actions that maximize resources and minimize duplication of efforts, giving tech talent the ability to apply one time and be considered for many opportunities and for one hiring action to yield many hires
• Upgrade talent acquisition automation tools to enhance efficiency in candidate sourcing and screening, facilitating smoother recruitment processes and enabling agencies to attract top AI talent

FY 2024 and FY 2025 Next Steps

Performance Measures

_* No historical results.

^ In July 2023, OPM corrected previously reported historical results.

Performance Budget Request by Objective, Organization and Fund – All Resources

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: Yahaira Lopez, Senior Advisor, OD

Deputy Strategic Objective Owner: Laura Goulding, Deputy Director, OC; Terese Bell, HR Specialist, WPI; 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 2024 and FY 2025 Next Steps

Performance Measures

_* No historical results.

Performance Budget Request by Objective, Organization and Fund – All Resources