On May 25, 2018, President Trump issued several executive orders that directly influence labor organizations for federal employees. Two of these orders in particular are designed to influence the relationship between labor unions and organizations.
There are many opportunities to use the vast stores of employee data in the Federal Government to evaluate potential issues and enact change at a large scale. But due to a lack of resources and systems to leverage these resources, many agency components are unable to do so. They focus more heavily on data collection and organization than they do analysis, and the result is a lack of data-driven decision making.
You can never truly replace the insights of a good manager working closely with their team, identifying weaknesses and coaching employees to improve. But in a large federal agency, it becomes increasingly difficult to rely solely on these one-to-one interactions. Without a plan to identify key positions and assess employees based on their proficiency in clearly defined skills they need to perform their job, gaps can start to appear that influence not only immediate performance but long-term needs.
At any given time in a large federal agency, there are thousands of people in need of training to address specific skills gaps. Whether related to their current responsibilities or future roles for which they hope to be considered, the gaps are not always easily identified.
One of the most under-utilized HR activity in federal agencies is an employee developmental assessment. A developmental assessment carefully evaluates the level at which key staff members operate, based not only specific competencies but on a rubric of proficiencies in those skills. These assessments inform critical HR decisions around training, future hiring needs, and current workforce availability, but they are only as good as the models on which they are built.
The better a federal agency understands the makeup and skillset of their workforce, the better they can build training programs for employee development, plan for future hiring needs, and map out succession plans for strategic positions.
Starting in 2012, all federal agencies considering new technology solutions had to work with FedRAMP-authorized cloud service providers (CSP). The same restrictions extended to existing technology solutions starting in 2014,
For federal agencies considering technology changes for their HR operations, there are many benefits to selecting a cloud service provider who has already gone through the process of becoming FedRAMP compliant.
When done manually, the data collection process can be slow and inconsistent. State agencies often rely on a single point of contact at a third-party provider, who may not follow best practice for submission of that data.