HUMAN CAPITAL
HUMAN CAPITAL
A Self-Assessment
Checklist for Agency
Leaders
United States General Accounting Office
GAO Office of the Comptroller General
September 2000
Version 1
GAO/OCG-00-14G
Preface
Page 1 GAO/OCG-00-14G Human Capital
The federal government employs a diverse and knowledge-based
workforce composed of individuals with a broad spectrum of technical
and program skills and institutional memory. They are the government’s
human capital, its greatest asset.
To attain the highest level of performance and accountability, federal
agencies depend on three enablers: people, process, and technology. The
most important of these is people, because an agency’s people define its
character and its capacity to perform.
Social, economic, and technological changes have become a constant in
our society and our world. Just as they have in the private sector, these
changes inevitably affect the way government agencies must approach
their work. Although the management challenges facing leaders in the
public and private sectors often differ significantly, leaders in both areas
are becoming acutely aware of how much they rely on their human capital
to achieve results. To meet the changing environment, federal agencies
need to give human capital a higher priority than ever before and
modernize their human capital policies and practices. Agencies must, for
example, become more competitive in attracting new employees with
critical skills, especially in a tight labor market; create the kinds of
performance incentives and training programs that motivate and empower
employees; and build management-labor relationships that are based on
common interests and the public trust. Modern human capital policies and
practices offer the federal government a means to improve its economy,
efficiency, and effectiveness to better serve the American people. As the
nation’s largest employer, the federal government needs to take the
initiative on human capital and seize the opportunity to lead by example.
During the 1990s, Congress responded to long-standing shortcomings in
the way federal agencies were managed by creating a framework for more
businesslike and results-oriented management. The three major areas
addressed by the reforms were financial management, information
technology management, and performance-based management. The
consensus needed to fill the remaining gap in that framework—strategic
human capital management—has not yet emerged. But even in the
absence of fundamental legislative change, agency leaders can still take
practical steps to improve their human capital practices. The first step to
this end is self-assessment.
Simply stated, human capital means people. There are, however, two key
principles that are central to the human capital idea. First, people are
assets whose value can be enhanced through investment. As with any
What Is Human
Capital?
Preface
Page 2 GAO/OCG-00-14G Human Capital
investment, the goal is to maximize value while managing risk. As the
value of people increases, so does the performance capacity of the
organization, and therefore its value to clients and other stakeholders.
Second, an organization’s human capital policies must be aligned to
support the organization’s “shared vision”—that is, the mission, vision for
the future, core values, goals and objectives, and strategies by which the
organization has defined its direction and its expectations for itself and its
people. All human capital policies and practices should be designed,
implemented, and assessed by the standard of how well they help the
organization pursue its shared vision.
At most federal agencies, the lion’s share of operating costs is devoted to
the workforce. For this reason, employees traditionally have been viewed
through the budgetary lens, and therefore they have often been seen as
costs to be cut rather than as assets to be valued. However, highperformance
organizations in both the private and public sectors recognize
that an organization’s people largely determine its capacity to perform.
These organizations understand that the value of the organization is
dependent on the value of its people.
Enhancing the value of employees is a win-win goal for employers and
employees alike. The more an organization recognizes the intrinsic value
of each employee; the more it recognizes that this value can be enhanced
with nurturing and investment; the more it recognizes that employees vary
in their talents and motivations, and that a variety of incentive strategies
and working arrangements can be created to enhance each employee’s
contributions to organizational performance, the more likely the
organization will be to appreciate the variety of employee needs and
circumstances and to act in ways that will make sense in both business
and human terms.
Self-assessment is the starting point for creating “human capital
organizations”—agencies that focus on valuing employees and aligning
their “people policies” to support organizational performance goals. Part
of the impetus for creating human capital organizations comes from the
Government Performance and Results Act (GPRA), which requires
agencies to pursue performance-based management, including strategic
planning, results-oriented goalsetting, and performance measurement.1
One of the emerging challenges for agency leaders will be to add to their
traditional policy portfolios an understanding of the importance of
1 Executive Guide: Effectively Implementing the Government Performance and Results Act
(GAO/GGD-96-118, June 1996).
Why Should Agencies
Conduct a Human
Capital Self-
Assessment?
Preface
Page 3 GAO/OCG-00-14G Human Capital
performance management issues—including human capital issues—to the
accomplishment of their agencies’ policy and programmatic goals.2
Although GPRA gives agencies the impetus for tailoring their human
capital systems to their specific missions, visions for the future, core
values, goals and objectives, and strategies, it is up to the agencies
themselves to follow through on the opportunity. If high performance and
accountability depend on the three enablers—people, process, and
technology—then it is useful, first and foremost, for any agency to have a
clear and fact-based understanding of its human capital situation. There is
no single recipe for successful human capital management. However, we
have identified a number of human capital elements and underlying values
that are common to high-performance organizations.3 Federal agencies
that seek to comply with the spirit of performance-based management
should scan their human capital systems to see if these elements have
been addressed.
Another advantage to doing a human capital self-assessment is that it will
help agency leaders understand the strengths and limitations of their
human capital information systems. Any self-assessment should be
based—to the extent possible—on valid and reliable data regarding such
matters as hiring, diversity, retention, promotions, succession cycles, and
performance incentives. (See app. IV for a list of useful quantitative
measures.) These data can help the agency develop a profile of its human
capital, providing useful historical and prospective views. Further,
because sound human capital information can spotlight areas of concern
before they develop into crises, gathering these data is an indispensable
part of effective risk management. Conducting a human capital selfassessment
will give agency leaders an idea of the adequacy of the data
currently being gathered and of the gaps that may need to be filled.
As will be discussed later in this document, our human capital selfassessment
checklist is intended to be a relatively simple diagnostic tool,
meant primarily to capture senior leaders’ informed views of their
agencies’ human capital policies and practices. As a next step, we intend
to develop a supporting methodology that, while using the same
conceptual framework, will provide a more rigorous basis for human
2 See Confirmation of Political Appointees: Eliciting Nominees’ Views on Leadership and Management
Issues (GAO/GGD-00-174, Aug. 11, 2000); and Human Capital: Managing Human Capital in the 21st
Century (GAO/T-GGD-00-77, Mar. 9, 2000).
3 For example, see Human Capital: Key Principles From Nine Private Sector Organizations (GAO/GGD-
00-28, Jan. 31, 2000).
Preface
Page 4 GAO/OCG-00-14G Human Capital
capital assessment. This “maturity model” will help agencies examine
their human capital efforts through three stages: analyze and plan,
implement change, and evaluate and continuously improve. We expect to
develop, test, and make the new methodology available to agencies in
fiscal year 2001.
Our approach to self-assessment is based primarily on the two principles,
mentioned earlier, that are central to the human capital idea: investing in
employees, and aligning “people policies” to fulfill the organization’s
shared vision. Our approach to self-assessment (1) emphasizes investment
in enhancing the value of individual employees and of the agency
workforce as a whole; and (2) asks whether the agency has established,
clearly defined, and communicated a shared vision (i.e., a mission, a vision
for the future, core values, goals and objectives, and strategies) and
aligned its resources and systems to support it.
These and other related human capital values underlie the framework we
have constructed for self-assessment. We derived these values, first, from
our work with leading organizations in the private sector and among
governments at the state and local levels and abroad. (See “Eight
Principles for Managing People,” app. I; and “Key Human Capital
Management Principles from Nine Private Sector Organizations,” app. II).
Second, we drew from the Malcolm Baldrige National Quality Award
Program and the President’s Quality Award Program. Both awards feature
human capital values that are consistent with those we have identified in
our work with leading organizations. (See “Baldrige Award and
Presidential Quality Award Values,” app. III).
In developing and refining our approach to self-assessment, we referred to
other sources as well. These sources included (1) relevant parts of title 5
U.S.C., “Government Organization and Employees”; and 5 C.F.R.,
“Administrative Personnel”; and (2) GPRA, along with agency guidance
contained in OMB Circular No. A-11; and Standards for Internal Control in
the Federal Government (GAO/AIMD-00-21.3.1, November 1999).
We issued a discussion draft of this self-assessment checklist for human
capital in September 1999.4 We distributed the draft through direct
mailings and by posting it on GAO’s website. In addition, GAO officials
pursued an extensive outreach program to build awareness of the product
and to gain the views of senior federal managers; human capital experts
and practitioners within and outside the federal community; and
4 Human Capital: A Self-Assessment Checklist for Agency Leaders (GAO/GGD-99-179, Sept. 1999).
The Bases for Our
Approach to Self-
Assessment
Preface
Page 5 GAO/OCG-00-14G Human Capital
government auditors at the federal, state, and local levels. We received
and accommodated informal comments from the Office of Personnel
Management (OPM), the Office of Management and Budget (OMB), and
the Merit Systems Protection Board (MSPB), as well as from experts with
organizations such as the National Academy of Public Administration
(
In addition, during the past year, our evaluators have used the draft selfassessment
checklist to help guide their inquiries into human capital issues
across the federal government and at specific federal agencies, including
the National Aeronautics and Space Administration, the Environmental
Protection Agency, and the Social Security Administration. (See “Related
GAO Products,” app. V). GAO staff members have shared the document
with officials at these agencies and others, some of whom have said they
intended to make use of the checklist in their human capital planning
efforts. Evaluators pursuing future GAO assignments related to human
capital will use the newest version of the self-assessment checklist and
apply the lessons learned in using the checklist over the past year. Finally,
consistent with our policy to “lead by example,” we applied the checklist
to our own human capital policies and practices and are using the results
to help guide our current and future human capital efforts.
Just as the government has begun adopting a more businesslike approach
over the past decade involving financial, information technology, and
performance-based management reforms, it will be necessary to consider
what human capital approaches will best position the federal government
for the 21st century. When enough agencies have assessed their human
capital systems and identified both the opportunities available to them and
whatever barriers may stand in the way of improvement, perhaps a better
consensus will emerge on the needed reforms.
Over the past year, we have been encouraged by the growing urgency with
which leaders in the executive and legislative branches have begun to
address the federal government’s human capital issues. In his fiscal year
2001 budget, the President included human capital management as a
Priority Management Objective for the first time. In June 2000, he issued a
memorandum to agency heads directing—among other things—that
agencies include human capital management in their planning, budgeting,
and mission evaluation, and specifically address human capital goals in
their strategic and annual performance plans. In addition, Members of
both Houses of Congress and on both sides of the aisle have expressed a
growing interest in the way agencies are addressing the emerging human
capital challenges of the new century and have encouraged our efforts to
Preface
Page 6 GAO/OCG-00-14G Human Capital
build awareness of these issues and help agencies improve the way they
manage their people.
As we all have learned, changing times demand new thinking and new
approaches to the way federal agencies do business. Designing,
implementing, and maintaining effective human capital strategies will be
critical to enhancing the goals of maximizing the performance and
ensuring the accountability of the federal government.
We hope that agency leaders will put human capital in the forefront of
their efforts to bring accountable, results-oriented management to
government. If you have comments or questions about this selfassessment
checklist or would like to explore opportunities for further
contacts with GAO about planning, implementing, and evaluating strategic
human capital management, please contact Victor S. Rezendes, Managing
Director, or Carlotta C. Joyner, Director, Strategic Issues, at (202) 512-
6806.
We are sending copies of this product to the appropriate congressional
committees; the Honorable Janice R. Lachance, Director, Office of
Personnel Management; and the Honorable Jacob J. Lew, Director, Office
of Management and Budget. We will also make copies available to others
upon request.
Individuals who made key contributions to this product included Stephen
Altman, Michael Brostek, Jennifer S. Cruise, Thomas C. Fox, and Nancy
Kingsbury.
David M. Walker
Comptroller General
of the
Page 7 GAO/OCG-00-14G Human Capital
Page 8 GAO/OCG-00-14G Human Capital
Contents
1
What Is Human Capital? 1
Why Should Agencies Conduct a Human Capital Self-
Assessment?
2
The Bases for Our Approach to Self-Assessment 4
Preface
10
The Five-Part Framework 10
Cross-Cutting Considerations 10
Framework for Human
Capital Self-
Assessment
13
Strategic Planning: Establish the Agency’s Mission, Vision
for the Future, Core Values, Goals and Objectives, and
Strategies
13
Strategic Planning
15
Organizational Alignment: Integrate Human Capital
Strategies With the Agency’s Core Business Practices
15
Organizational
Alignment
17
Leadership: Foster a Committed Leadership Team and
Provide Reasonable Continuity Through Succession
Planning
17
Leadership
19
Talent: Recruit, Hire, Develop, and Retain Employees
with the Skills for Mission Accomplishment
19
Talent
22
Performance Culture: Empower and Motivate Employees
While Ensuring Accountability and Fairness in the
Workplace
22
Performance Culture
Appendix I: Eight Principles for Managing People 28
Appendix II: Key Human Capital Management Principles
From Nine Private Sector Organizations
29
Appendixes
Appendix III: Baldrige Award and Presidential Quality
Award Values
32
Contents
Page 9 GAO/OCG-00-14G Human Capital
Appendix IV: Useful Measures/Risk Indicators for Human
Capital Management
34
Appendix V: Related GAO Products 36
Framework for Human Capital Self-
Assessment
Page 10 GAO/OCG-00-14G Human Capital
Our self-assessment framework has five parts. Each part contains at least
two key questions for a quick assessment of the agency’s human capital
policies and practices in the respective area. The questions are followed
by suggested sources of information or indicators; not every agency will
have these sources on hand, and most of the conclusions that users arrive
at can be expected to be somewhat subjective. (See app. IV for a list of
useful quantitative measures.)
The checklist is intended to be a relatively simple diagnostic tool rather
than a methodologically rigorous evaluation. It is meant simply to capture
senior leaders’ informed views of their agencies’ human capital policies
and practices. Users may wish to develop a kind of “status check” of
their agencies’ human capital situation, in which case they may wish to
respond to the questions with answers ranging from “not at all” to
“generally not” to “partially” to “generally yes” to “definitely (or
completely) yes.” However, regardless of whether senior leaders choose
to record their views in these terms, the overall picture that emerges
through use of the checklist should help them begin a more systematic, indepth,
and continuous effort to evaluate and improve their agencies’
human capital systems.
The five parts of the human capital self-assessment framework are as
follows:
1. Strategic Planning: Establish the agency’s mission, vision for
the future, core values, goals and objectives, and strategies.
2. Organizational Alignment: Integrate human capital strategies
with the agency’s core business practices.
3. Leadership: Foster a committed leadership team and provide
reasonable continuity through succession planning.
4. Talent: Recruit, hire, develop, and retain employees with the
skills for mission accomplishment.
5. Performance Culture: Empower and motivate employees while
ensuring accountability and fairness in the workplace.
Although the self-assessment framework has five parts, certain unifying
considerations should be kept in mind across all five:
The Five-Part
Framework
Cross-Cutting
Considerations
Framework for Human Capital Self-Assessment
Page 11 GAO/OCG-00-14G Human Capital
All aspects of human capital are interrelated. The principles of
effectively managing people are inseparable and must be treated as a
whole. Any sorting of human capital issues may have a sound rationale
behind it, but no sorting should imply that human capital issues can be
compartmentalized and dealt with in isolation from one another.
Trust requires transparency. To pursue its shared vision effectively,
the agency must earn the trust of its workforce by involving employees in
the strategic planning process and by ensuring that the process is
transparent—that is, consistently making it clear that the shared vision is
the basis for the agency’s actions and decisions.
Merit principles and other national goals still apply. Performancebased
management does not supercede the merit principles or other
national goals, such as veterans preference. A modern merit system will
achieve a reasonable balance among taxpayer demands, employer needs,
and employee interests.
Constraints and flexibilities need to be understood. The purpose of
human capital self-assessment is to help agencies target areas in which to
make changes in support of their organizational missions and other needs.
Agencies that identify areas for improvement need to learn what
constraints exist that apply to them and what flexibilities are available.1
Fact-based human capital management requires data. Federal
agencies typically do not have the data required to effectively assess how
well their human capital approaches support results. A more fact-based
approach to human capital management will entail the development and
use of data that demonstrate the effectiveness of human capital policies
and practices—thereby improving managers’ ability to maximize the value
of human capital investments while managing the related risks.
The use of best practices requires prudent decisionmaking.
Identifying best practices and benchmarking against leading organizations
are both potentially useful and important pursuits. Federal agencies must
be careful to recognize the unique characteristics and circumstances that
make organizations different from one another and to consider the
applicability of practices that have worked elsewhere. For example, the
environments in which public and private sector organizations operate
differ significantly; our work has shown that many management principles
identified in the private sector are applicable to the federal sector, but
1 For example, see HR Innovators’ Tool Kit, Office of Personnel Management.
Framework for Human Capital Self-Assessment
Page 12 GAO/OCG-00-14G Human Capital
these differences need to be taken into account when agencies consider
alternatives to their current management approaches.2
Attention to human capital must be ongoing. To be effective,
strategic human capital management requires the sustained commitment
and attention of senior leaders and managers at all levels of the agency.
Managing the workforce is not a problem for which the organization can
supply an answer and then move on. Rather, managers must continually
monitor and refine their agencies’ human capital approaches to ensure
their ongoing effectiveness and continuous improvement.
2 For a discussion of these differences, see Transforming the Civil Service: Building the Workforce of
the Future—Results of a GAO-Sponsored Symposium (GAO/GGD-96-35, Dec. 20, 1995).
Part 1
Strategic Planning
Page 13 GAO/OCG-00-14G Human Capital
High-performance organizations begin by defining what they want to
accomplish and what kind of organization they want to be. They define a
“shared vision”—i.e., a mission, a vision for the future, core values, goals
and objectives, and strategies—and communicate that shared vision
clearly, constantly, and consistently. The agency’s shared vision provides
the standard for assessing the appropriateness and effectiveness of
everything the agency does. In the area of human capital, for example, the
agency should develop strategies to enhance the value of its employees
and focus their efforts on the agency’s shared vision. The effect should be
in the best collective interests of employer and employee alike: the
agency’s capacity to achieve its shared vision will increase, while its
employees will benefit from the incentives—tangible and intangible—of
working for a high-performance organization.
1. Shared vision . Does the agency have a clearly defined and wellcommunicated
“shared vision”—that is, a mission, vision for the future,
core values, goals and objectives, and strategies by which the agency has
defined its direction and its expectations for itself and its people?
Look for: A clear and coherent portrayal of the agency’s shared vision in
its strategic plan, annual performance plan, or other guiding documents.
Indications that the agency has developed this shared vision with the
involvement of clients and other stakeholders and in accord with scans of
its internal and external environments. Indications that the agency has
communicated and reinforced the relevance of its shared vision among all
employees and created, as appropriate, effective strategies for managing
change. Note: Guidance on GPRA requirements and key steps toward
implementation is available in Executive Guide: Effectively Implementing
the Government Performance and Results Act (GAO/GGD-96-118, June
1996); and in Agencies’ Strategic Plans Under GPRA: Key Questions to
Facilitate Congressional Review (GAO/GGD-10.1.16, May 1997).
2. Human capital focus . Has the agency created a coherent human
capital strategy—that is, a framework of human capital policies, programs,
and practices specifically designed to steer the agency toward achieving its
shared vision—and integrated this strategy with the agency’s overall
strategic planning?
Look for: Discussions of the agency’s human capital strategies in its
strategic plan and annual performance plans or a separate strategic human
capital planning document. An understanding that programmatic goals
and strategies may create specific human capital needs that must be
addressed if desired outcomes are to be accomplished. An indication that
Strategic Planning:
Establish the Agency’s
Mission, Vision for the
Future, Core Values,
Goals and Objectives,
and Strategies
Key Questions
Part 1
Strategic Planning
Page 14 GAO/OCG-00-14G Human Capital
agency leaders are accountable for attending to human capital issues, have
given human capital management a high priority, and have involved line
managers and appropriate employees at all levels in creating a human
capital focus. Efforts taken to assess the agency’s human capital
management in light of its shared vision and periodic reassessments as
part of a continuous effort to evaluate and improve its human capital
systems. Established measures that provide meaningful data on the full
range of human capital policies and practices and how these practices
promote mission accomplishment. An indication that the agency has
identified best practices or benchmarked elements of its human capital
programs against high-performance organizations with similar missions
and identified the constraints and flexibilities available to it. An evaluation
of the agency’s human resource information system (HRIS) and its
capacity to provide relevant and reliable data for fact-based
decisionmaking on human capital.
Part 2
Organizational Alignment
Page 15 GAO/OCG-00-14G Human Capital
High-performance organizations choose the best strategies for integrating
their organizational components, activities, core processes, and resources
to support mission accomplishment. Likewise, high-performance agencies
align their human capital management systems—from the organizational
level down to individual employees—with their strategic and program
planning. As with any comparable investment of resources, the goal is to
maximize value while managing risk. In the human capital area, this
requires workforce planning that is explicitly linked to the agency’s shared
vision. It also requires that what has traditionally been called the
“personnel” or “human resources (HR)” function undergo a fundamental
reorientation, from being a strictly support function involved in managing
personnel processes and ensuring compliance with rules and regulations,
to taking a “place at the table” with the agency’s top management team.
Effective human capital professionals must have the appropriate
preparation and experience not just to provide effective mission support,
but to participate as partners with line managers and staff in developing,
implementing, and assessing the agency’s human capital approaches.
1. Workforce planning . Does the agency have an explicit workforce
planning strategy, linked to the agency’s strategic and program planning
efforts, to identify its current and future human capital needs, including
the size of the workforce; its deployment across the organization; and the
knowledge, skills, and abilities needed for the agency to pursue its shared
vision?
Look for: A discussion of workforce planning in the agency’s strategic or
annual performance plans and reports, or a separate workforce planning
document linked to the agency’s strategic and program planning. Data
from agency human resource information systems on such indicators as
distribution of employees by pay level, attrition rates, retirement rates and
projected eligibility by pay level, and ratios of managers to employees.
Indications that the agency has identified the roles and core competencies
needed to support its goals and service delivery strategies. An agency
knowledge and skills inventory identifying current and future skills needs
and gaps and that includes information on knowledge and skills by
demographic cohort. Industry benchmarks in such areas as skills,
education levels, and geographic and demographic trends.
2. Integrating the “HR” function . Does the agency rely on its
“personnel” or “HR” professionals—more appropriately called human
capital professionals—to (1) contribute a human capital perspective to the
agency’s broader strategic planning process; (2) provide integrated mission
support, participate as partners with line managers, and reach out to other
Organizational
Alignment: Integrate
Human Capital
Strategies With the
Agency’s Core
Business Practices
Key Questions:
Part 2
Organizational Alignment
Page 16 GAO/OCG-00-14G Human Capital
organizational functions and components through facilitation,
coordination, and counseling; and (3) lead or assist in the agency’s
workforce planning efforts and in developing, implementing, and assessing
human capital policies and practices that will help the agency achieve its
shared vision?
Look for: Testimonial evidence that the agency’s human capital
professionals were meaningfully involved in developing the agency’s
shared vision and in aligning the agency’s human capital strategies with its
strategic and program planning. A reflection in the agency’s organizational
chart of the human capital function’s “place at the table” among senior
management. Evidence that the agency’s human capital function has been
defined to include a meaningful role in developing, implementing, and
assessing the agency’s human capital strategies and that the function is
appropriately staffed—in numbers, qualifications, and experience—to
partner with others in the agency. Actions to ensure that human capital
professionals are indeed prepared—i.e., through academic training,
professional certification, or professional development opportunities—to
fill the consulting role and to reach out to other organizational functions
and components through facilitation, coordination, and counseling.
Evidence that the human capital function effectively leverages external
sources of human capital expertise as needed; indicators may include
industry benchmarks on the kinds and scope of resources—both in-house
and contractor—devoted to the human capital function, and the agency’s
own knowledge and skills inventory.
Part 3
Leadership
Page 17 GAO/OCG-00-14G Human Capital
A committed senior leadership team is essential to fostering an agency’s
shared vision (i.e., its mission, vision for the future, core values, goals and
objectives, and strategies), aligning organizational components so that the
agency can best pursue this vision, and building a commitment to the
vision at all levels of the organization. To become a high-performance
organization, an agency needs senior leaders who are drivers of
continuous improvement and whose styles and substance are in accord
with the way the agency sees its mission and its own character. To create a
workforce that shares this vision and is aware of the contribution that
each employee can and must make toward achieving it, the agency’s senior
leaders must work as a team to convey a clear and consistent portrayal of
this vision throughout the organization by their words and deeds and the
example they set. Political appointees and career managers may bring
differing values to the team, but they must work at building mutual
understanding and trust and at committing themselves to a shared set of
goals for their agency. These goals can take years to achieve, so the agency
must have a succession planning strategy that ensures a sustained
commitment and continuity of leadership even as individual leaders arrive
or depart.
1. Defining leadership. Has the agency defined the kind of leaders it
wants (i.e., their roles, responsibilities, attributes, and competencies) and
the broad performance expectations it has for them in light of the agency’s
shared vision?
Look for: An explicit alignment of leaders’ performance standards with
the agency’s shared vision, as contained in SES contracts or other
performance agreements between the head of the agency and top
executives. Indications that the agency uses its leadership standards when
making hiring and executive development decisions. Also, industry
benchmarks for executive-level performance management at organizations
with similar missions and circumstances.
2. Teamwork and communications . Do senior leaders pursue an
explicit strategy to promote teamwork, communicate the agency’s shared
vision in clear and consistent terms to all levels of the organization, and
receive feedback from employees?
Look for: Efforts by the agency’s senior leaders to promote teamwork,
reinforce a shared vision for leading the agency, and integrate political and
career leaders into a cohesive leadership team. An agencywide
communications strategy, including opportunities for feedback from new,
Leadership: Foster a
Committed Leadership
Team and Provide
Reasonable Continuity
Through Succession
Planning
Key Questions:
Part 3
Leadership
Page 18 GAO/OCG-00-14G Human Capital
existing, and exiting employees. Results of focus groups or employee
surveys.
3. Ensuring continuity . Does the agency take steps to ensure
reasonable continuity of leadership through executive succession
planning?
Look for: A formal succession plan, or a discussion of succession
planning in other agencywide strategic or human capital planning
documents, that includes a review of its current and emerging leadership
needs in light of its strategic and program planning and identifies sources
of executive talent both within and outside the agency. Investments in an
executive development program that includes planned developmental
opportunities, learning experiences, and feedback for executive
candidates. Selection criteria for executive candidates that are specifically
linked to the agency’s shared vision and the competencies and broad
expectations it has for its leaders. Information from the agency’s human
resource information systems on the attrition rates, retirement eligibility,
and retirement rates of its executives. Statistics on the percentage of
leaders brought in through external recruitment or promoted internally.
Evidence that the agency has an active executive development program,
supported by agency leaders through such means as mentoring and
shadowing, and making use of opportunities such as the Presidential
Management Intern (PMI) Program and the Federal Executive Institute.
Part 4
Talent
Page 19 GAO/OCG-00-14G Human Capital
A high-performance organization demands a dynamic, results-oriented
workforce with the talents, multidisciplinary knowledge, and up-to-date
skills to enhance the agency’s value to its clients and ensure that it is
equipped to achieve its mission. Because mission requirements, client
demands, technologies, and other environmental influences change
rapidly, a performance-based agency must continually monitor its talent
needs. It must be alert to the changing characteristics of the labor market.
It must identify the best strategies for filling its talent needs through
recruiting and hiring and follow up with the appropriate investments to
develop and retain the best possible workforce. Its compensation and
benefits programs, flexibilities, facilities, services, and work/life
arrangements should be viewed from the perspective of how well they help
the agency compete for and retain the best talent available and then elicit
the best mission performance from that talent. In addition, this talent
must be continuously developed through education, training, and
opportunities for continued growth. The agency must match the right
people to the right jobs and, in the face of finite resources, be prepared to
employ matrix management principles, maintaining the flexibility to
redeploy its human capital and realigning structures and work processes
to maximize economy, efficiency, and effectiveness. Structures and work
arrangements must be fashioned to avoid stovepiping (or “siloing”) and
draw upon the strengths of the various organizational components. Crossfunctional
teams, including “just in time teams” and “virtual teams” whose
members may not work in the same physical location, can be used as a
flexible means of focusing talent on specific tasks.
1. Recruiting and hiring. Does the agency have a recruiting and hiring
strategy that is targeted to fill short- and long-term human capital needs
and, specifically, to fill gaps identified through its workforce planning
efforts?
Look for: A formal recruiting and hiring plan or discussion of recruiting
and hiring in other agencywide strategic or human capital planning
documents. An explicit link between the agency’s recruiting efforts and
the skill needs it has identified. An active recruiting program, featuring the
involvement of senior leaders and line managers, and making use of
strategies such as campus visits, internships, PMIs, and outreach to
colleges and universities with significant minority populations. Indications
from managers that recruits are of high quality and are being brought on
board in a timely fashion. Statistics from agency files on the average time
taken to recruit and hire; comparable industry benchmarks. Evidence that
agency leaders are actively overseeing recruiting and hiring programs to
Talent: Recruit, Hire,
Develop, and Retain
Employees with the
Skills for Mission
Accomplishment
Key Questions:
Part 4
Talent
Page 20 GAO/OCG-00-14G Human Capital
ensure fair and unbiased hiring; demographic statistics on the agency’s
diversity profile over time.
2. Training and professional development . Does the agency make
appropriate investments in education, training, and other developmental
opportunities to help its employees build the competencies needed to
achieve the agency’s shared vision?
Look for: A formal training and professional development strategy, or a
discussion of training and development in other agencywide strategic or
human capital planning documents. Individual development plans for
employees at all levels. Adequate opportunities for career advancement,
an equitable promotion system, and career ladders that take into account
the agency’s technical and supervisory/managerial needs. An explicit link
between the agency’s training offerings and curricula and the
competencies identified by the agency for mission accomplishment.
Indications that the agency is making fact-based determinations of the
impact of its training and development programs and, where possible,
measuring the return on its investment. Testimonial evidence that
employees are encouraged to identify and take advantage of training and
professional development activities and that the available training is
relevant and professionally rewarding. Percentage of agency’s operating
budget spent on training; comparable industry benchmarks.
3. Workforce deployment. Is the deployment of the agency’s workforce
appropriate to mission accomplishment and keyed to efficient, effective,
and economic operations?
Look for: A discussion of workforce deployment in the agency’s
workforce plan or other strategic planning documents, with decisions
based on ensuring that the workforce is deployed appropriately—both
geographically and organizationally—to support organizational goals and
strategies. Consideration in these or similar documents of human capital
management issues relating to the use of contractors, including whether
the agency has the expertise available to manage the cost and ensure the
quality of activities that have been outsourced. Indications that the agency
makes flexible use of its workforce, putting the right employees in the
right roles according to their skills, relying on staff drawn from various
organizational components and functions, and using “just-in-time” or
“virtual” teams to focus the right talent on specific tasks.
Part 4
Talent
Page 21 GAO/OCG-00-14G Human Capital
4. Compensation. Does the agency’s compensation system help it
attract, motivate, retain, and reward the people it needs to pursue its
shared vision?
Look for: Indications that the agency has examined its compensation
system and considered changes in light of its human capital needs,
including skills-based compensation, and identified relevant constraints
and flexibilities. Evidence that consideration has been given to the various
opportunities for making compensation packages more competitive, such
as repayment of student loans and financing of education while on the job.
Feedback from recruits to whom hiring offers have been made. Results of
employee focus groups or surveys on compensation. Agency data on
number and amount of signing (or other) bonuses given; use of quality step
increases, number and amount of bonuses and spot awards; availability of
promotions. Industry benchmarks on compensation and information from
Bureau of Labor Statistics’ Occupational Outlook Handbook on average
salary and projected demand for given occupations.
5. Employee-friendly workplace. Does the agency provide the
flexibilities, facilities, services, and work/life programs to help it compete
for talent and enhance employee satisfaction and commitment to the
agency and its shared vision?
Look for: Efforts to promote a more flexible workforce, including
consideration of flexible work schedules (i.e., part-time work
arrangements, job sharing, and flex-time), flexiplace, and business-casual
dress. Safe, secure, and healthful physical facilities. Availability of career
counseling and development services. Indications that the agency has
considered and, as appropriate, arranged for other services and amenities
employees may find necessary or desirable, such as child- or elder-care,
fitness centers, parking facilities, or subsidies for using mass transit.
Benchmarking data on these practices from high-performing public and
private sector organizations with comparable missions and circumstances.
Part 5
Performance Culture
Page 22 GAO/OCG-00-14G Human Capital
High-performance organizations foster a work environment in which
people are empowered and motivated to contribute to continuous learning
and improvement and mission accomplishment and that provides both
accountability and fairness for all employees. A high-performance agency’s
approach to its workforce is inclusive and draws on the strengths of
employees at all levels and of all backgrounds. It maintains a workplace in
which honest two-way communications and fairness are a hallmark,
perceptions of unfairness are minimized, and workplace disputes are
resolved by fair and efficient means. Its line managers and supervisors,
who may be given greater human capital decisionmaking authority in a
performance environment, must be sufficiently prepared and appropriately
trained to be accountable for their decisions. High-performance
organizations also recognize that all employees—both those involved
directly in the mission and those involved in mission support—help create
organizational value and that job processes, tools, and mission support
arrangements must be tailored to support mission accomplishment. A
dedication to continuous learning and improvement can help an agency
not only to respond to change but also to anticipate change, create new
opportunities for itself, and pursue a shared vision that is both ambitious
and achievable. Incentives are particularly important in steering the
workforce; they must be results-oriented, client-based, realistic, and
subject to balanced measures that reveal the multiple dimensions of
performance. Incentives should be part of a performance management
system under which employees’ performance expectations are aligned
with the agency’s mission, and in which personal accountability for
performance is reinforced by both rewards and consequences. Because
agencies are increasingly technology-driven and knowledge-based, highperforming
agencies ensure that their employees have the right
information technology resources to do their work and to gather and share
information.
1. Performance management. Is the agency’s performance management
system designed to improve individual and team performance and to steer
the workforce toward embodying and effectively pursuing the agency’s
shared vision?
Look for: A description in the agency’s personnel policy manual or other
documents of the design and intent of its performance management
system, with explicit emphasis on performance improvement and on
linking individual and team performance to the agency’s shared vision; a
reflection of varied performance considerations, such as client demands,
resource limits, technology use, and level of effort; and explicit
performance-based rewards and consequences. Descriptions of the
Performance Culture:
Empower and Motivate
Employees While
Ensuring
Accountability and
Fairness in the
Workplace
Key Questions:
Part 5
Performance Culture
Page 23 GAO/OCG-00-14G Human Capital
agency’s means of (1) aligning employees’ performance expectations with
the competencies and performance levels needed to support the agency’s
mission, goals and objectives, and strategies; (2) establishing valid,
reliable, results-oriented measures of individual and group performance;
and (3) providing ratings and feedback that meaningfully differentiate
among performers and provide the basis for effective performance
incentives. Indications that nonperformers are held accountable and that
agency leaders support managers and supervisors who give employees
frank and constructive feedback on their performance—including, to the
extent appropriate, their performance relative to that of their peer group—
and take performance actions where appropriate. Copies of evaluation
forms for employees at various levels and positions. Analyses of agency
performance ratings data (mean, mode, and standard deviation) drawn
from the agency’s human resource information systems or from the
Civilian Personnel Data File. Feedback from managers and staff on the
meaningfulness and effectiveness of the performance management system
and its return on investment.
2. Performance incentives. Are meaningful performance incentives in
place to support the agency’s performance management system?
Look for: Performance incentives operating at the organizational, team,
and individual levels. Indications that incentives are clearly and
meaningfully linked to the performance management system and that
incentives are results-oriented, client-based, realistic, and subject to
balanced measures that reveal the multiple dimensions of performance.
Feedback from managers and employees on the equity, adequacy, and
effectiveness of the agency’s performance incentives system. Data on the
agency’s investments in bonuses, spot awards, and other tangible
incentives over time; benchmarking against high-performance
organizations with similar missions and circumstances.
3. Continuous learning and improvement. Does the agency encourage
and motivate employees to contribute to continuous learning and
improvement?
Look for: A statement in the agency’s strategic plan or other documents
of the value placed on continuous learning and improvement. Training and
mentoring programs specifically aimed at promoting continuous learning
and improvement. An active knowledge management effort featuring
programs and tools for sharing information and creating institutional
knowledge that can be readily retrieved by or disseminated to staff.
Ongoing opportunities, such as employee suggestion programs, for
Part 5
Performance Culture
Page 24 GAO/OCG-00-14G Human Capital
employees to contribute their views on the agency’s shared vision and
strategies for achieving it, including innovative ideas and process
improvements. Indications that agency leaders act on employees’
suggestions. Testimonial evidence that employee initiatives to build
institutional knowledge are encouraged—examples might include level of
employee participation in professional organizations or incidence of
speaker programs organized by employees to raise the staff’s knowledge of
key issues. Feedback from employees on their perceptions of the
organization’s learning environment. Efforts to identify best practices in
continuous learning and knowledge management among organizations
with comparable missions and service requirements.
4. Managers and supervisors. Are managers and supervisors expected,
prepared, and trained to help steer the workforce toward the pursuit of the
agency’s shared vision?
Look for: Indications drawn from managerial and supervisory position
descriptions and performance evaluations that selections, promotions, and
performance evaluations are based to a significant extent on the human
capital competencies needed to support the agency’s shared vision.
Availability of and requirements for training in legal responsibilities of
supervisors and “people skills,” such as employee motivation and conflict
avoidance and resolution. Feedback from employees, including 360-
degree appraisals where applicable, on the extent to which managers and
supervisors show leadership in support of the agency’s shared vision and
in motivating and enabling all employees to pursue it.
5. Job processes, tools, and mission support. Are job processes, tools,
and mission support structures tailored to help employees effectively,
economically, and efficiently pursue their work?
Look for: Indications that decisions involving new core business
processes, strategies, and tools have been designed to support quality,
productivity, and accountability. Evidence that the agency has considered
alternative approaches and tools drawn from “best practice” organizations
with similar missions. Objective measures of quality and productivity and
testimonial evidence from employees that their job processes and tools
effectively support their efforts. Mission support structures and strategies
that are based on input from managers and staff both in mission and
mission support roles and that recognize the contributions of all agency
employees in building the value of the organization to its clients.
Part 5
Performance Culture
Page 25 GAO/OCG-00-14G Human Capital
6. Information Technology. Are employees making the best use of
information technology to perform their work and to gather and share
knowledge?
Look for: The agency’s information technology plan, with emphasis on
the alignment of the agency’s information technology programs with its
mission, goals, and strategies. Feedback from employees that they have
the opportunity, incentives, support, and training to make the appropriate
use of technology to do their work and to acquire and share knowledge.
Data on the agency’s investments—financial and human—in information
technology over time and analysis of the return on these investments in
terms of economy, efficiency, and service delivery. Benchmarking against
organizations with similar missions and service requirements.
7. Inclusiveness. Does the agency maintain an environment
characterized by inclusiveness and a variety of styles and personal
backgrounds and that is responsive to the needs of diverse groups of
employees?
Look for: A written affirmative action policy or discussion of
inclusiveness in the agency’s human capital plan or other documents.
Training for staff in team building and conflict avoidance and resolution.
Employee feedback on the acceptance and encouragement of diverse
styles and personal backgrounds in the workplace, as well as on
perceptions of unequal treatment. Statistics on grievances and EEO
complaints and findings over time. An alternative dispute resolution
(ADR) program that draws upon internally or externally based
ombudsmen, mediators, or other trained neutrals to help resolve
workplace conflicts and lessen the incidence of formal cases, i.e.,
grievances, discrimination complaints, and appeals to adjudicatory
agencies. Statistics on ADR usage and the effects of the agency’s ADR
efforts on the incidence of new cases and the time needed to resolve them.
8. Employee and labor relations. Are relations between the agency’s
workforce and its management grounded in a mutual effort to achieve the
agency’s shared vision?
Look for: Feedback from employees on their commitment to the agency’s
shared vision and their views of management’s efforts at communication
and coordination. If the agency has collective bargaining agreements,
feedback from managers, union representatives, and other employees on
the extent to which they agree on the agency’s shared vision and the
Part 5
Performance Culture
Page 26 GAO/OCG-00-14G Human Capital
means of achieving it, and the extent to which they work together to
resolve problems and conflicts fairly and effectively.
Page 27 GAO/OCG-00-14G Human Capital
Appendix I
Eight Principles for Managing People
Page 28 GAO/OCG-00-14G Human Capital
In April 1995, GAO sponsored a 2-day symposium of 32 leaders from
leading private sector organizations and governments at the state and local
levels and abroad to discuss their approaches toward managing people—
the principles they employed, the changes they had made, and the lessons
they had learned.1
According to many of the symposium participants, the demand for faster,
cheaper, and better service delivery led their organizations to develop new
and more flexible ways of managing people. On the basis of the
symposium proceedings, GAO discerned eight interrelated principles
common to these organizations:
1. Value people as assets rather than as costs.
2. Emphasize mission, vision, and organizational culture.
3. Hold managers responsible for achieving results instead of
imposing rigid, process-oriented rules and standards.
4. Choose an organizational structure appropriate to the
organization rather than trying to make “one size fit all.”
5. Instead of isolating the “personnel function” organizationally,
integrate human resource management into the mission of the
organization.
6. Treat continuous learning as an investment in success rather
than as a cost to be minimized.
7. Pursue an integrated rather than an ad hoc approach to
information management.
8. Provide sustained leadership that recognizes change as a
permanent condition, not a one-time event.
As GAO reported at the time, the sense of the symposium participants was
that the eight principles should be treated as a whole and that effective
human resource management and effective business practices are
inseparable.
1 Transforming the Civil Service: Building the Workforce of the Future—Results of A GAO-Sponsored
Symposium (GAO/GGD-96-35, Dec. 20, 1995)
Appendix II
Key Human Capital Management Principles
From Nine Private Sector Organizations
Page 29 GAO/OCG-00-14G Human Capital
In 1999, GAO was asked to identify what common principles, if any,
underlay the human capital strategies and practices of private sector
organizations regularly cited as leaders in the area of human capital
management. The objectives of the assignment were to identify these
principles and to offer illustrative examples that federal managers might
consider as they work to improve their agencies’ human capital
approaches.1
To gather this information, GAO interviewed representatives of nine
private sector organizations that were recognized in the current literature
as being innovative or effective in strategically managing their human
capital: Federal Express Corp.; IBM Corp.; Marriott International, Inc.;
Merck and Co., Inc.; Motorola, Inc.; Sears, Roebuck and Company;
Southwest Airlines Co.; Weyerhaeuser Co.; and Xerox Corp., Document
Solutions Group. On the basis of the information they provided, GAO
identified 10 underlying and interrelated principles of human capital
management that were common to the 9 organizations:
1. Treat human capital management as being fundamental to
strategic business management. Integrate human capital
considerations when identifying the mission, strategic goals, and core
values of the organization well as when designing and implementing
operational policies and practices.
2. Integrate human capital functional staff into management
teams. Include human capital leaders as full members of the top
management team rather than isolating them to provide after-the-fact
support. Expand the strategic role of human capital staff beyond that
of providing traditional personnel administration services.
3. Leverage the internal human capital function with external
expertise. Supplement internal human capital staff’s knowledge and
skills by seeking outside expertise from consultants, professional
associations, and other organization, as needed.
4. Hire, develop, and sustain leaders according to leadership
characteristics identified as essential to achieving specific
missions and goals. Identify the leadership traits needed to achieve
high performance of mission and goals; and build and sustain the
organization’s pool of leaders through recruiting, hiring, development,
1 See Human Capital: Key Principles From Nine Private Sector Organizations (GAO/GGD-00-28, Jan. 31,
2000).
Appendix II
Key Human Capital Management Principles From Nine Private Sector Organizations
Page 30 GAO/OCG-00-14G Human Capital
retention, and succession policies and practices targeted at producing
leaders with the identified characteristics.
5. Communicate a shared vision that all employees, working as
one team, can strive to accomplish. Promote a common
understanding of the mission, strategic goals, and core values that all
employees are directed to work as a team to achieve. Create a line-ofsight
between individual contributions and the organization’s
performance and results.
6. Hire, develop, and retain employees according to competencies.
Identify the competencies—knowledge, skills, abilities, and
behaviors—needed to achieve high performance of mission and goals,
and build and sustain the organization’s talent pool through recruiting,
hiring, development, and retention policies and practices targeted at
building and sustaining those competencies.
7. Use performance management systems, including pay and other
meaningful incentives, to link performance to results. Provide
incentives and hold employees accountable for contributing to the
achievement of mission and goals. Reward those employees who meet
or exceed clearly defined and transparent standards of high
performance.
8. Support and reward teams to achieve high performance. Foster
a culture in which individuals interact and support and learn from each
other as a means of contributing to the high performance of their
peers, units, and the organization as a whole. Bring together the right
people with the right competencies to achieve high performance as a
result, rather than in spite, of the organizational structure.
9. Integrate employee input into the design and implementation of
human capital policies and practices. Incorporate the first-hand
knowledge and insights of employees and employee groups to develop
responsive human capital policies and practices. Empower employees
by making them stakeholders in the development of solutions and new
methods of promoting and achieving high performance of
organizational missions and goals.
10. Measure the effectiveness of human capital policies and
practices. Evaluate and make fact-based decisions on whether
human capital policies and practices support high performance of
Appendix II
Key Human Capital Management Principles From Nine Private Sector Organizations
Page 31 GAO/OCG-00-14G Human Capital
mission and goals. Identify the performance return on human capital
investments.
Appendix III
Baldrige Award and Presidential Quality
Award Values
Page 32 GAO/OCG-00-14G Human Capital
The Malcolm Baldrige National Quality Award is given annually to
recognize U.S. private sector organizations for performance excellence.
The award promotes (1) awareness of performance excellence as an
increasingly important element in competitiveness and (2) information
sharing of successful performance strategies and the benefits derived from
using these strategies. The Department of Commerce‘s National Institute
of Standards and Technology (NIST) manages the Baldrige National
Quality Award Program.
The President’s Quality Award Program (PQA) is administered by the
Office of Personnel Management. The program was created in 1988 and
includes two awards: the Presidential Award for Quality and the Award for
Quality Improvement. It was designed to recognize federal organizations
that have documented high-performance management systems and
approaches.
Annually, each award program publishes a set of criteria for applicants
based upon a set of core values.1 The PQA, which is based on the Baldrige
Award concept, features the same criteria, with relatively minor
modifications to fit the federal sector context. The values include:
1. Visionary Leadership
2. Customer Driven
3. Organizational and Personal Learning
4. Valuing Employees and Partners
5. Agility
6. Focus on the Future
7. Managing for Innovation
8. Management by Fact
9. Public Responsibility and Citizenship
1 Baldrige National Quality Program, “2000 Criteria for Performance Excellence,” National Institute of
Standards and Technology and The President’s Quality Award Program, “2001 Information and
Application,” Office of Personnel Management.
Appendix III
Baldrige Award and Presidential Quality Award Values
Page 33 GAO/OCG-00-14G Human Capital
10. Focus on Results and Creating Value
11. Systems Perspective
Appendix IV
Useful Measures/Risk Indicators for Human
Capital Management
Page 34 GAO/OCG-00-14G Human Capital
Agencies that want to assess and make fact-based decisions involving their
human capital may look at a variety of quantifiable data, including, but not
limited to, those listed below. Valid and reliable data are crucial, not just
for maximizing the value of human capital but for managing risk as well.
The kinds of data listed here can be used to spotlight risk factors—such as
unacceptably high turnover among employees in mission-critical
occupations or low acceptance rates among job candidates to whom
positions are offered—and alert agency leaders to the need for corrective
actions. Leaders may want to determine whether human capital data such
as these are available, how frequently they are updated, and whether they
are consistently used for planning and decisionmaking.
· Size and shape of the workforce including, but not limited to: the
distribution of employees by pay level, attrition rates, retirement rates and
projected eligibility by employee pay level, and ratio of managers to
employees.
· Attrition rates, retirement rates, and projected retirement eligibility of
agency leaders.
· Skills inventory including, but not limited to: current and potential gaps in
skills, distribution of skills by demographic cohort, and level of education
of the workforce.
· Data on numbers and deployment of temporary employees and contract
workers.
· Data on the dispersal of performance appraisal ratings, such as the mean,
mode, and standard deviation of scores.
· Average period required to fill vacancies, and trends over time.
· Data on the number, size, and costs of bonuses, awards, and other
incentives, and their distribution among segments of the workforce.
· Data from employee satisfaction surveys and focus groups.
· Data from exit interviews.
· Information technology expenses, such as equipment costs, contractor
support, upgrades, and training.
· Statistics on grievances, EEO complaints, and findings over time.
· Number and types of cases handled and/or resolved via alternative dispute
resolution (ADR) programs.
· The agency’s total human capital cost in dollars and as a percentage of
total operating budget.
· Percentage of operating budget spent on recruitment.
· Acceptance rates among job candidates to whom positions are offered.
· Costs of promotions, grade increases, and within-grade increases.
Useful Measures/Risk
Indicators for Human
Capital Management
Appendix IV
Useful Measures/Risk Indicators for Human Capital Management
Page 35 GAO/OCG-00-14G Human Capital
· Percentage of operating budget spent on training and the amount per
employee, including information on how training resources are targeted
among segments of the workforce.
In addition to reviewing internal data, agencies may find it useful to
benchmark their human capital data against those of high-performing
public and private sector organizations with comparable missions and
circumstances.
Appendix V
Related GAO Products
Page 36 GAO/OCG-00-14G Human Capital
*Human Capital: Design, Implementation, and Evaluation of Training at
Selected Agencies (GAO/T-GGD-00-131, May 18, 2000).1
*Human Capital: Using Incentives to Motivate and Reward High
Performance (GAO/T-GGD-00-118, May 2, 2000).
*Senior Executive Service: Retirement Trends Underscore the Importance
of Succession Planning (GAO/GGD-00-113BR, May 12, 2000).
*United Nations: Reform Initiatives Have Strengthened Operations, but
Overall Objectives Have Not Yet Been Achieved (GAO/NSIAD-00-150, May
10, 2000).
*Human Capital: Observations on EPA’s Efforts to Implement a Workforce
Planning Strategy (GAO/T-RCED-00-129, Mar. 23, 2000).
*Space Shuttle: Human Capital and Safety Upgrade Challenges Require
Continued Attention (GAO/NSIAD/GGD-00-186, Aug. 15, 2000).
*Human Capital: Managing Human Capital in the 21st Century (GAO/TGGD-
00-77, Mar. 9, 2000).
*Human Capital: Strategic Approach Should Guide DOD Civilian
Workforce Management (GAO/T-GGD-NSIAD-00-120, Mar. 9, 2000).
*SSA Customer Service: Broad Service Delivery Plan Needed to Address
Future Challenges (GAO/T-HEHS/AIMD-00-75, Feb. 10, 2000).
*Human Capital: Key Principles From Nine Private Sector Organizations
(GAO/GGD-00-28, Jan. 31, 2000).
Management Reform: Elements of Successful Improvement Initiatives
(GAO/T-GGD-00-26, Oct. 15, 1999).
Federal Workforce: Payroll and Human Capital Changes During
Downsizing (GAO/GGD-99-57, Aug. 13, 1999).
Managing for Results: Opportunities for Continued Improvements in
Agencies’ Performance Plans (GAO/GGD/AIMD-99-215, July 20, 1999).
1 Asterisks denote GAO products in which the checklist for human capital self-assessment was applied
or discussed.
Appendix V
Related GAO Products
Page 37 GAO/OCG-00-14G Human Capital
The Results Act: An Evaluator’s Guide to Assessing Agency Annual
Performance Plans (GAO/GGD-10.1.20, Apr. 1998).
Agencies’ Annual Performance Plans Under the Results Act: An
Assessment Guide to Facilitate Congressional Decisionmaking
(GAO/GGD/AIMD-10.1.18, Feb. 1998).
Alternative Dispute Resolution: Employers’ Experiences With ADR in the
Workplace (GAO/GGD-97-157, Aug. 12, 1997).
Agencies’ Strategic Plans Under GPRA: Key Questions to Facilitate
Congressional Review (GAO/GGD-10.1.16, May 1997)
Executive Guide: Effectively Implementing the Government Performance
and Results Act (GAO/GGD-96-118, June 1996).
Transforming the Civil Service: Building the Workforce of the Future—
Results of a GAO-Sponsored Symposium (GAO/GGD-96-35, Dec. 20, 1995).
Retention Allowances: Usage and Compliance Vary Among Federal
Agencies (GAO/GGD-96-32, Dec. 11, 1995).
Federal Employee Redress: An
42, Nov. 29, 1995).
Civil Service Reform: Changing Times Demand New Approaches (GAO/TGGD-
96-31, Oct. 12, 1995)
Federal Hiring: Reconciling Managerial Flexibility With Veterans’
Preference (GAO/GGD-95-102, June 16, 1995).
Federal Quality Management: Strategies for Involving Employees
(GAO/GGD-95-79), Apr. 18, 1995).
Federal Employment: How Government Jobs Are Viewed on Some College
Campuses (GAO/GGD-94-181, Sept. 9, 1994).
Government Contractors: Measuring Costs of Service Contractors Versus
Federal Employees (GAO/GGD-94-95, Mar. 10, 1994).
Federal Personnel: Employment Policy Challenges Created by an Aging
Workforce (GAO/GGD-93-138, Sept. 23, 1993).
Appendix V
Related GAO Products
Page 38 GAO/OCG-00-14G Human Capital
Federal Performance Management: Agencies Need Greater Flexibility in
Designing Their Systems (GAO/GGD-93-57, Feb. 24, 1993).
Federal Employment: How Federal Employees View the Government as a
Place to Work (GAO/GGD-92-91, June 18, 1992).
Senior Executive Service: Opinions About the Federal Work Environment
(GAO/GGD-92-63, May 1, 1992).
The Changing Workforce: Comparison of Federal and Nonfederal
Work/Family Programs and Approaches (GAO/GGD-92-84, Apr. 23, 1992).
The Changing Workforce: Demographic Issues Facing the Federal
Government (GAO/GGD-92-38, Mar. 24, 1992).
Performance Management: How Well Is the Government Dealing With
Poor Performers? (GAO/GGD-91-95, July 16, 1991).
Federal Recruitment and Hiring: Making Government Jobs Attractive to
Prospective Employees (GAO/GGD-90-105, Aug. 22, 1990).
Page 39 GAO/OCG-00-14G Human Capital
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