TABLE OF CONTENTS In the first two chapters we discussed human capital, its role in the federal government, and the ensuing federal human capital crisis. We now turn to how to develop a human capital strategy for a federal agency. Within the past year, several human capital strategy models have been presented by various U.S. federal agencies, as Brian Friel points out in his Government Executive article "Reality Check" (May 15, 2002):
As part of the Bush administration's management agenda, the OMB (Office of Management and Budget) and the Office of Personnel Management (OPM) issued a human capital scorecard using red, yellow, and green lights to rate agencies on their strategic management of human capital.
The governmentwide Human Resources Management Council developed a scorecard that covers more specific measures than does the OMB scorecard, including training effectiveness, diversity, recruitment and retention targets, and distribution of workers to frontline service positions rather than to backend administration jobs.
The General Accounting Office produced a "maturity model" that agencies can use to measure themselves on a three-level scale for eight factors.
OPM developed a 113-question survey about employees' satisfaction with workforce management at their agencies.
Bush's fiscal 2003 budget proposal assigned red lights to human resources management at all but three agencies: the Social Security Administration, Labor Department, and OPM got yellow lights (http://207.27.3.29/features/fpp/fppo2/s3.htm). Most U.S. federal agencies have quite a way to go in order to improve their human capital strategic management rating to green. Some of the questions to consider for rating...
