IMPLEMENTING FEDERAL-WIDE HR DASHBOARDS

IMPLEMENTING

FEDERAL-WIDE

HR DASHBOARDS

CDO Council Special Projects

Final Recommendations

December 2021

CONTACT: CHRISTOPHER.ALVARES@USDA.GOV

TABLE OF

CONTENTS

EXECUTIVE SUMMARY

…..……………….3

PROJECT OVERVIEW

Introduction………………………………………………………….6

Project Background……….......……………………....…….…….7

Current Landscape…………………………………….……….…..8

Project Approach...…………………………………….……….….9

Diversity Profile Dashboard…………………….……..………..11

RECOMMENDATIONS

Recommendations Overview……...……………………………16

Service #1……………………………………..……………....17

Service #2……………………………………………………..18

Service #3……………………………………………………..21

Government Lead’s Role…………...……………………………22

1. Data Standards……..……….…………..……………......22

2. Data Visualization Tools……..………..…………………23

3. Template Subjects……..…………………..…..…...…….23

4. Data Sources………………..……..…………….………..24

5. Facilitate Sharing Best Practices…..………..………...24

6. Technical Infrastructure…………………………………26

7. HR Analytics Change Management & Feedback…...27

HR Providers’ Role…………………………………………….….28

Federal Payroll and HR Shared Service Landscape.......28

1. Enhance Existing HR Provider Services………………30

2. Data Standardization and Security……………………..31

3. Pilot Data Access Lessons Learned……………………32

4. Customer Data Access Challenges…………………….34

Agencies’ Role………………………………………..…………...37

1. Data Sources…………………..………………….……….37

2. Data Dictionaries and Mapping…………………………38

3. Data Platform/Technology Infrastructure……………..39

4. Data Visualization Tools…………………………………41

5. Staff Collaboration and Data Cleaning……...………...41

6. Using HR Analytics Effectively………………….….…..42

CONCLUSION

..……………………………………..45

APPENDIX

..…………………………………………….47

FEDERAL-WIDE HR

DASHBOARDING PILOT

E X E C U T I V E S U M M A RY

PURPOSE

With the goal of advancing data-driven decision making, innovation, and data practices across the

Federal Government, the Chief Data Officers (CDO) Council partnered with the Department of the

Treasury (USDT), the United States Agency for International Development (USAID), and the

Department of Transportation (DOT) – collectively referred to as stakeholder agencies – to develop a

Diversity Profile dashboard and demonstrate the value of shared HR decision support.

DASHBOARD

PILOT

In support of the Executive

Order on Advancing Racial

Equity and Support for

Underserved Communities

Through the Federal

Government and the Executive

Order on Diversity, Equity,

Inclusion, and Accessibility in

the Federal Workforce, our

team developed a Diversity

Profile dashboard using USDT,

USAID, and USDA personnel

data from NFC INSIGHT.

The Diversity Profile provides access to and compares key metrics on each organization’s diversity

composition according to ethnicity and race, sex code, age, disability status, and veteran status.

DIVERSITY PROFILE

HOW IS THIS DASHBOARD DIFFERENT FROM WHAT EXISTS TODAY?

This pilot demonstrated that data from different agencies could be brought into a single

dashboard, examining data access and data mapping processes as they relate to a

universal dashboard template. It illuminates relevant points of comparison for key HR

metrics, facilitating conversation between agencies on best-

practice HR strategies.

FINDINGS

HR PROVIDER DATA ACCESS CHALLENGES

The main challenge faced during this pilot was gaining

access to data from multiple agencies. This cross-agency

collaboration required HR providers to create and work

through new processes.

GENERALIZABLE TOOLSETS PROVIDE VALUE

This pilot was successful in proving that agencies can benefit from

efficiencies created as a result of standardized, best-in-class

dashboards that can be shared and reused across the federal

government. By leveraging the leading work of peers, agency

development efforts can be streamlined, ultimately reducing

duplicative development efforts, saving costs, and improving key

HR processes and metrics government-wide.

USDA DIVERSITY

PROFILE DEVELOPMENT

2 mos.

PILOT DIVERSITY

PROFILE DEVELOPMENT

2 wks.

POTENTIAL

TIME SAVINGS

Based on the hours our team

spent developing the USDA

and Pilot Diversity Profile

dashboards, other agencies

can expect similar time

savings when leveraging a

template like this.

For additional detail, see the full CDO Council HR Dashboarding recommendations report. Contact christopher.alvares@usda.gov.

FEDERAL-WIDE HR

DASHBOARDING PILOT

E X E C U T I V E S U M M A RY

Informed by the pilot proof-of-concept, we recommend the following HR data visualization services to

provide decision support tools and facilitate collaborative analytics across the federal government.

RECOMMENDED SERVICES

Source best-in-class HR

dashboard templates from

agencies across the federal

government to host and offer

to all agencies. These

templates would follow United

States Office of Personnel

Management (OPM) data

standards and would be

accessible to all agencies to

tailor them to fit mission or

business needs.

Standardized

dashboard

templates

Offer dashboards as a service,

including access to production

dashboards via authenticated

service’s infrastructure rather

than standing up their own to

use the dashboards. Agencies

could view their data in relation

to a masked segment of

agencies with similar size and

mission to provide a

benchmark. Data insights and

HR strategy recommendations

can help improve trends

illuminated by the data

visualizations.

Dashboards with

comparisons,

data insights

Offer a third service option in

which analytics staff or

contractors provide ad-hoc HR

analytics support for agencies

that may not have a robust

data analytics program in

place. The team could assist

agencies that would like

further tailoring of their

dashboard templates but don’t

have their own internal team

to support the customization

effort.

Ad-hoc, custom

analytics support

IMPLEMENTATION

RECOMMENDATIONS

A government lead, such as

OPM or the HR QSMO, should

be identified to:

GOVERNMENT LEAD

1. Serve as an authoritative

source for dashboard

templates

2. Incorporate OPM data

standards and support

templates for various data

visualization tools

3. Coordinate template

sourcing and sharing for

HR topics across the

HCBRM

4. Establish agency

comparison and analytics

support services and

technical infrastructure

5. Facilitate HR community

roundtables on shared HR

tools and best practices

HR Providers could:

HR PROVIDERS

1. Enhance existing

dashboard services to

incorporate above

recommended services

2. Help customers collaborate

through standardized

language on data

elements, security

protocols, and processes

for cross-agency data

sharing

3. Create secure APIs for

customers to easily access

their data

Agencies could:

AGENCIES

1. Participate in round-table

conversations

2. Share agency HR

strategies and dashboard

templates

3. Assess or implement data

analytics infrastructure,

including selecting

preferred data visualization

tools or services

4. Integrate end-to-end HR

data sources and create

data dictionaries

5. Establish processes for HR

and analytics staff

collaboration and data

cleaning

For additional detail, see the full CDO Council HR Dashboarding recommendations report. Contact christopher.alvares@usda.gov.

1 2

The following entities can support the implementation of these three services:

PROJECT OVERVIEW

With the goal of

advancing data-driven decision

making, innovation, and data

practices across the Federal

Government, the Chief Data Officers

THE PILOT

(CDO) Council partnered with the

Department of the Treasury (USDT), the

United States Agency for International

Development (USAID), and the Department of

Transportation (DOT) – collectively referred to as

stakeholder agencies – to develop a Diversity

Profile dashboard and demonstrate the value of

shared HR decision support.

THE PROOF-OF-CONCEPT DASHBOARD

We developed a Diversity Profile dashboard displaying data from the USDT,

USAID, and USDA. This effort supports the Executive Order on Advancing

Racial Equity and Support for Underserved Communities Through the

Federal Government and the Executive Order on Diversity, Equity, Inclusion,

and Accessibility in the Federal Workforce. It also demonstrated that tools like

these offer significant value by creating efficiencies through novel insights

and visualizations; reducing duplicative development efforts across

government; and ultimately realizing cost savings for agencies and the

broader USG.

This report explores key takeaways from our pilot and recommendations for

government-wide implementation of a similar solution, as well as the benefits

and challenges of this solution, alternatives, and future considerations.

THE REPORT

PROJECT

OVERVIEW

PROJECT BACKGROUND

SCENARIO

Government agencies are

increasing relying on data to drive

effective decision making. As a

result, agencies have prioritized data

collection and analysis to ensure the

data that they use is timely, reliable,

and actionable. Several agencies

have made great strides in creating

integrated approaches to data

analytics and decision support

development, infrastructure, and

tools.

PAIN POINT

However, agencies are still frequently

developing these solutions in parallel –

duplicating efforts and solving the same

problems that other agencies have solved.

Furthermore, standing up these decision

support tools can be costly and time-

consuming, and crises and priorities such

as COVID-19 workforce safety and equity

have demonstrated the urgent need to

ensure leadership across the government

has access to critical, trusted information

to make decisions on urgent and evolving

situations with the best available data.

Identifying answers to questions regarding workforce safety in a crisis underlines the importance of being

able to quickly deploy and access decision support.

The CDO Council (CDOC) recognized an opportunity to analyze how sharing

decision support tools across agencies could offer significant value. Developing a

proof-of-concept dashboard would demonstrate how multiple agencies could

visualize their HR data in a standardized dashboard and inform best practices for

advancing federal data analytics.

OPPORTUNITY

As a result, USDA proposed a proof-of-concept pilot project to the CDO Council.

Supported by CXO funding, the CDO Council worked with stakeholder agencies across

the government to develop a proof-of-concept HR dashboard – a Diversity Profile

aligned with the Executive Order on Advancing Racial Equity and Support for

Underserved Communities Through the Federal Government, signed prior to the pilot,

and the Executive Order on Diversity, Equity, Inclusion, and Accessibility in the Federal

Workforce, signed just before this report’s publication.

The proof of concept would demonstrate how agencies, government-wide, can

benefit from efficiencies in generalizable, best-in-class dashboards that can be shared

and reused across the federal government to help individual agencies respond more

quickly and effectively to emergent issues and ever-changing current events.

U.S.

Department

of Agriculture

(USDA)

Department of

Transportation

U.S. Agency for International

Development (USAID)

U.S. Department of the

Treasury (USDT)

We know that many other agencies have performed similar

development work that could be centralized and shared.

These are the

stakeholder agencies

we worked with…

PROJECT

OVERVIEW

CURRENT LANDSCAPE

STAKEHOLDER AGENCY DATA VISUALIZATION EFFORTS

The Department of Transportation (DOT) uses both Tableau and Power BI to

visualize their departmental data and has recently undertaken efforts to

develop diversity dashboards in line with the Administration’s Executive Order

on Advancing Racial Equity. Many of the enhancements in the appendix are a

direct result of both DOT and USDA sharing development progress and best

practices.

The Department of Treasury has developed

dashboards across its mission agencies in a

partnership between its CHCO and CIO

offices, displaying information in functional

areas across the department. In looking at

the human capital function, it has taken early

steps in visualizing its time-to-hire, workforce

numbers, displaying facilities geographically

to support COVID decisions, and more.

USAID is working to visualize data in

Tableau, including developing HR

dashboards on topics such as diversity.

USAID faces unique challenges due to

disparate domestic and international

personnel systems. They have developed

scripts to automate some HR reporting,

and they are exploring additional data

integration and visualization maturity.

USDA has built over 200 Tableau dashboards across its 29 agencies, which

analyze and visualize everything from agency-level hiring metrics to COVID-19

risks across field offices. EDAPT, USDA’s data management platform, supports

these dashboards across nearly every Mission Area and administrative function

– including HR, IT, Finance, Procurement, Property & Fleet, Operations, and

Homeland Security. Functional areas like human resources have especially

benefitted from these dashboards, where decision support has been provided

to human capital officers and leaders with consistent reporting on workforce

composition, attrition, demographics, time-to-hire, key vacancies, and more.

Management Directive 715

(MD-715) requires agencies to

submit workforce data annually

to the Equal Employment

Opportunity Commission

(EEOC). The Diversity Profile

dashboard assists agencies in

responding to the MD-715, as

well as informs strategic

planning and recruitment

efforts.

Another direct application

for selecting the Diversity

Profile dashboard

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PROJECT

OVERVIEW

PROJECT APPROACH

USDA and the CDOC recognized that many departments face similar challenges:

To answer these questions, departments and agencies are developing similar data

visualizations in siloes across government. The USDA analytics efforts resulted in

Tableau dashboard templates that have potential for government-wide sharing, and

the team realized that there is much to gain by leveraging each other’s data

visualization experience and sharing decision support government-wide.

The team narrowed in on HR as the functional area that would provide the most

immediate value to agencies. We then hosted human-centered design thinking

sessions to understand the human capital data needs of our stakeholder agencies

and prioritize a dashboard to develop in our four-month pilot. Based on a ranking

exercise and an interest to further the Executive Order, our stakeholders aligned on

developing a Diversity Profile dashboard, similar to one developed at USDA, that

included USDT and USAID data from NFC INSIGHT.

How do we visualize data across

several agencies, functional

areas, and data sources?

How do we ingest, integrate,

store, and manage all of this

information?

Upon visualizing it, how do we use this information most effectively?

How do we act on it? How do we use it to drive or support decisions?

We worked with USDT and USAID to develop and

enhance a Diversity Profile dashboard for their

organizations based on existing dashboards and

stakeholder input. We did not develop a DOT

Diversity Profile dashboard, however, we collaborated

together to improve their Diversity Profile dashboard

in Power BI, while simultaneously improving our

Diversity Profile dashboard in Tableau. This pilot

provided an opportunity to improve upon the USDA

dashboards and share best practices based on the

development work of other agencies – creating a tool

that could benefit most agencies across the federal

government.

The purpose of the pilot was to demonstrate that data from different agencies could

be combined into a single dashboard, while also examining data access and data

mapping processes as they relate to a universal dashboard template or cross-

agency data analytics service.

PROJECT

OVERVIEW

Discovery

• Desk research on HR providers and

customers; agency data sources and

systems

• Dashboard demo sessions

• OPM data standards and HR

frameworks

• Understanding of data access

requirements

Design

• Human-centered design thinking

session to understand current data

visualization maturity and prioritize

dashboard interest and needs

• Requirements gathering and

refinement sessions

• Implementation of Memorandums of

Understanding (MOUs) for data access

• Iterative development of dashboard

and recommendations report,

incorporating feedback from twice-

weekly check-ins with CDO Council

representatives and bi-weekly and ad-

hoc sessions with stakeholder

agencies

Development

Delivery

• Demo of proof-of-concept dashboard

• Share pilot dashboard templates with

participating agencies and CDO

Council

• Delivery of final report, including

recommendations for further

development of the proof-of-concept

tools and government-wide

implementation

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PROJECT

OVERVIEW

DIVERSITY PROFILE DASHBOARD

The Diversity Profile dashboard selected for the pilot provides access to information

on each organization’s diversity composition according to ethnicity and race, sex

code, disability status, and veteran status.

Note: All figures in the following screenshots should be considered notional and

unrelated to any of the pilot agencies.

The data for this dashboard comes from the Workforce Profile subject area of NFC

INSIGHT. However, similar data could be pulled from other payroll systems or shared

service providers, such as the Interior Business Center. Due to the short project

timeline and delays in data access, this dashboard was built using one pay period of

personnel data from USDT and USAID. Future enhancements could include pulling

historical personnel data to show trends over time, as well as data from the

Personnel History subject area of NFC INSIGHT to show hiring and attrition

information for each organization. More details on recommended enhancements to

this proof-of-concept dashboard can be found in the appendix.

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PROJECT

OVERVIEW

The Executive Overview uses personnel data from USDA, USDT, and USAID to

compare key diversity metrics. It is important to note that while the full USDA

workforce is represented in the pilot dashboard, only a portion of the USAID and

USDT workforces are represented due to agency personnel privacy and the short

pilot timeframe of this proof-of-concept.

Agencies will be able to click on any of the logos on the left-hand side of the

dashboard to filter the view to their specific agency’s data.

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PROJECT

OVERVIEW

The Civilian Labor Force view provides insight into an agency’s workforce diversity

profile compared to the 2018 Bureau of Labor Statistics Civilian Labor Force (CLF).

This data was based on the Current Population Survey, a monthly survey of

approximately 60,000 households.

The Pay Plan & Grade Level view provides a detailed deep-dive of Ethnicity Race

Indicator and Race and National Origin (ERI-RNO) and sex code by selected pay

plans and grades.

PROJECT

OVERVIEW

The Geographic view allows users to gain insight into diversity composition by

specific location. Users can click into a state on the map to filter the dashboard view.

The Occupation Series view provides information on ERI-RNO & sex code,

disability status, veteran status, age, and educational attainment for the selected

occupation series. The view is defaulted to display information for the government-

wide mission critical occupations (MCOs).

GOVERNMENT-WIDE

IMPLEMENTATION

RECOMMENDATIONS

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RECOMMENDATIONS

OVERVIEW

RECOMMENDATIONS OVERVIEW

The results of this pilot and the proof-of-concept Diversity Profile dashboard reveal

significant value in developing a standardized suite of HR dashboards and services to

provide decision support tools to agencies across the federal government. There is

also demonstrated value in collaborative analytics between agencies, with tools that

span HR topics, such as employee workforce, demographic representation, time-to-

hire, employee timekeeping, and workforce trends over time.

We recommend establishing the following data visualization services to benefit

agencies across the federal government:

Standardized dashboard templates – free of charge

Authenticated access to dashboards with agency

comparisons and data insights – paid service

Ad-hoc, customized analytics support – paid service

The following sections outline these three services, and how government leads (e.g.,

OPM or the HR QSMO), HR providers, and agencies can support their

implementation.

A government lead should

be identified to:

1. Serve as an

authoritative source for

dashboard templates

2. Coordinate template

sourcing and sharing

3. Facilitate roundtables

4. Establish agency

comparison and

analytics support

services

GOVERNMENT LEAD

HR Providers could:

1. Enhance existing

dashboard services to

incorporate above services

2. Help customers collaborate

through standardized

language on data

elements, security

protocol, and processes for

cross-agency data sharing

3. Create secure APIs for

customers to easily access

their data

HR PROVIDERS

Agencies could:

1. Participate in round-

table conversations

2. Share agency HR

strategies and

dashboard templates

3. Assess or implement

data analytics

infrastructure, create

data dictionaries, and

establish processes

for data cleaning

AGENCIES

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RECOMMENDATIONS

OVERVIEW

By first developing the dashboard templates (service #1) and then building the

authenticated access (service #2) and analytics support services (service #3), a

government lead can provide immediate value to agencies across the government

through standardized, reusable decision support tools. The government lead could

then continue to expand upon these services to provide additional value to agencies.

The following sections detail these recommended dashboard solutions.

DASHBOARD SERVICE #1:

STANDARDIZED DASHBOARD TEMPLATES

We recommend that a government lead source best-in-class

HR dashboard templates from agencies across the federal

government to host and offer to all agencies. These templates

would follow OPM data standards and would be accessible to

agencies to tailor and fit their mission or business needs. As a

result, agencies could reduce duplicative dashboard

development efforts and more closely adhere to OPM data

standards for more streamlined use of HR data and decision-

making.

Federal HR employees across government would have access to download these

templates from Max.gov, or a private GitHub managed by government leads. The

templates would be available in popular data visualization tool formats – such as

Tableau and Power BI – and will include core data elements, such as occupation

series, pay plan and grade, that are broadly applicable across agencies. Aspects of

the dashboards could be tailored by agencies based on their preference or business

need; for example, updating the mission critical occupation categories that display or

editing dashboard formatting to best suit their data needs.

Standardized and customizable dashboard templates will allow agencies with varying

stages of data analytics maturity to quickly access the tools necessary to support

their current and evolving business needs. Although agencies would still need to align

data with templates and customize them, as desired, a suite of standardized

dashboards would supply agencies with a nearly final product that they could quickly

leverage.

over

of development hours

2 months

The USDA Diversity Profile dashboard – which

served as the base template for this CDO

Council pilot effort – required over two months

of resource hours to develop and refine.

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RECOMMENDATIONS

OVERVIEW

For example, while a prototype may be available within a matter of days or weeks, a

more comprehensive dashboard that includes all the details and helpful features that

end users require and desire could take far longer.

Other agencies have made similar time investments to develop their own Diversity

Profile dashboards. By offering a suite of predeveloped and standardized dashboard

templates, a government lead could help reduce duplicative, time-intensive

development efforts – resulting in time and cost savings government-wide.

The dashboard templates would incorporate government-wide best practices, OPM

data standards, and best-in-class data visualizations. These kinds of readily

accessible tools allow government agencies to leverage the leading work of their

peers to understand and quickly respond to both their routine reporting and their most

pressing challenges.

DASHBOARD SERVICE #2:

AUTHENTICATED ACCESS TO DASHBOARDS

WITH COMPARISONS & DATA INSIGHTS

We also recommend offering dashboards as a service, by

providing access to production dashboards via authenticated

with their data, using the service’s infrastructure rather than

standing up their own Tableau or Power BI server and cloud

platform to use the shared dashboard templates. In this paid

service, a government lead could offer dashboard

development and publishing, server

maintenance and support, engineering infrastructure, and a data lake. These

dashboards could also include comparisons of similar, masked agency data and data

insights. Agencies would be able to view their data in relation to a masked segment of

agencies with similar size and mission, to provide the agency with a benchmark.

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RECOMMENDATIONS

OVERVIEW

Service #2 could be accessible to agencies that provide data to OPM, GSA, OMB, or

other oversight groups. If one of these groups becomes the government lead, they

can provide or share agency data in a standardized dashboard toolset. For example,

agencies that use OPM’s current services (e.g., USA Staffing or USAJobs) could

visualize hiring data in these tools. Agencies that submit data to OPM (such as

through the Enterprise Human Resources Integration (EHRI) office) could access

new tools around EHRI workforce and diversity, equity, and inclusion (DEI) data.

Agencies that use Monster.com as their talent acquisition system could see

assessment and selection data that is submitted by Monster to GSA for OMB.

Another example of OPM data that could be used in a dashboard comparison view is

Federal Employee Viewpoint Survey (FEVS). Although OPM creates valuable

government-wide reports comparing FEVS data, there is additional value in

visualizing FEVS data in dashboard views –comparing employee engagement across

federal agencies so HR professionals know at-a-glance where their agency stands

compared to their peers. While the FedScope transactional data from EHRI is easier

to obtain, sexual orientation and gender identity data would need to be accessed

through FEVS in order to represent more key aspects of diversity in the dashboards.

Another area that OPM currently has data on is the standalone federal employment

reports, such as the Hispanic Employment Statistical Reports; a government lead

could transfer these reports into a user-friendly dashboard view for easier reporting to

Congress and other stakeholders.

The federal government and agencies will find immediate value in analyzing and

developing dashboards using the existing data that OPM currently hosts. However,

the government lead could instead – or in addition – enter into agreements with HR

providers in order to connect the visualizations with personnel data that is updated

biweekly. More details can be found on Page 24 of this report, in the Government

Lead section under Consider several data sources.

A government led hosting dashboard will not only add value from leveraging data, but

agencies can save significantly on the cost and time required to stand up the

technical infrastructure to support their own visualizations.

The relevant points of comparison are what differentiates these dashboards from

existing services. For example, an agency or bureau, such as the FBI, could see how

their diversity numbers compare not only to a Civilian or Federal Labor Force, but

also how they compare to a masked, aggregated group of law enforcement agencies

Evaluate applicant

retention to understand

where your agency’s

candidates are leaving

the process.

Evaluate employer

branding and marketing

for job openings. Are

you reaching the right

candidates?

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RECOMMENDATIONS

OVERVIEW

of similar size. Because OPM catalogues the organizational structure of each agency

for both the Plum Book and FEVS, a government lead could leverage this

categorization to identify sub-agency components with similar missions or

workforces. Identifying comparable sub-agency HR components using FEVS and

Plum Book data would require iterative and regular updates. While not a “quick win,”

identifying analogous benchmarks of relative performance would help agencies

understand how their HR processes and metrics compare to other agencies.

Additionally, users could customize the dashboards and save personal views to fit

agency-specific needs. For example, instead of a user having to manually select the

same five occupational series from a dropdown each time they view a static

dashboard, they could save this view to return to time and time again. Furthermore,

when HR executives are faced with emergent issues, they not only need data to

inform their decisions, but they need to understand, at a glance, the actions they

should take as result.

This tool could provide data insights and

recommendations for improving agency data trends

illuminated by the data visualizations. The government

lead could identify relevant performance indicators for

dashboards. When presented with significantly

negative trends, dynamic callouts and recommended

actions could be provided by the lead to help agencies

assess areas of their business that could improve the

trends they are seeing within their agency.

The comparison tool could also be used to facilitate

discussions between agencies on best-practice HR strategies. In analyzing

performance indicators and trends illuminated by the data visualizations, agencies

can attend roundtable conversations to 1) share HR strategies used in their agencies

that correlate with positive trends in their data, and 2) take away best practices to

mitigate negative indicators. For example, a cohort of similar agencies could quickly

come together and use the dashboard comparison view as a tool to discuss

recruitment strategies that agencies with strong recruitment numbers may implement,

such as open continuous recruitments and additional selections.

RECOMMENDATIONS

OVERVIEW

Drawing on prior experience partnering with agencies to improve their HR processes,

the government lead could bring recommended HR strategies to roundtable

conversations and capture additional strategies that arise in conversation. These

strategies could inform the recommended action items in the comparison views.

While this would provide agencies with a very valuable service, it would require

working through many complexities. Aligning on which agencies are considered

similar in size and mission, developing the rules to compare these agencies, and

ensuring the anonymization and security of agency data are all important and

challenging aspects of this solution. However, by creating an analytics infrastructure

to compare similar agencies, the government lead would create transparency on

federal HR trends and aid agencies in improving key HR processes and metrics. This

effort also aligns with current leadership goals to support agencies in developing the

diversity of their workforce.

DASHBOARD SERVICE #3:

AD-HOC, CUSTOMIZED REPORTING AND

HR ANALYTICS SUPPORT

For agencies that may not have a robust data analytics program in place, we

recommend the government lead offer a third service option in which analytics staff

or contractors can provide ad-hoc HR analytics support. The team could assist

agencies that would like further tailoring of their dashboard templates but don’t have

their own internal team to support the customization effort. For example, an agency

may require a specific view based on their business needs, such as showing age

groups on a view where it does not currently display. While agencies could submit

feedback to enhance dashboard templates (service #1) or the authenticated

dashboards (service #2), these are subject to review and consideration against the

common needs of agencies government-wide. In cases where a government-wide

change is not appropriate, some agencies may need to incorporate a specific data

element or formatting into their own dashboards.

As part of this service, the government lead could also provide guidance on

establishing an in-house technology infrastructure to support the dashboards on an

agency’s own Tableau or Power BI server. Additionally, the government lead could

provide personalized, detailed data insights, HR strategy, or process reengineering

recommendations based on agency trends. This service acts as a catch-all for any

analytics support agencies may need in standing up their HR data visualization

programs.

See the alternative

implementation

recommendation,

in which HR

providers might

implement the

recommended

services.

HR QSMO

RECOMMENDATIONS

GOVERNMENT LEAD

WHAT IS THE ROLE OF THE GOVERNMENT

LEAD IN IMPLEMENTING THE SERVICES?

A government lead that is best positioned to drive

these services is one with knowledge of the federal

HR space, including knowledge of data standards,

data sources, as well as established relationships

with agencies, the CHCO Council, and payroll

providers. OPM and the HR QSMO are examples of

government leads with the required knowledge and

influence to drive these services. The government lead can implement

or support these services by considering the following activities.

1. INFUSE DATA STANDARDS IN DASHBOARD TEMPLATES

OPM, in its role as the chief human resources agency and personnel policy manager,

creates and maintains standards for human capital management. The Human Capital

Information Model (HCIM), housed on the OPM Human Resources Line of Business

(HRLOB) Max.gov Data Collaboration Site, is home to the data standards that

support the sub-components of the Human Capital Business Reference Model

(HCBRM) and associated Federal Integrated Business Framework (FIBF).

The HRLOB data standards and common data dictionaries set the foundation for

agency use and interpretation of data elements. These data standards forged the

path for standardization in federal HR analytics and laid the groundwork for this pilot

effort, which were able to serve the data visualization needs of several agencies due

to previous collaboration between OPM and HR providers to create and implement

these standards. While agencies may interpret OPM standards and HR data

elements differently due to differences in business need, the OPM standards serve as

the best starting point for any HR dashboard effort.

All three data visualization services can incorporate these data standards, and

agencies will be incentivized to adhere more strictly to the same interpretation of

OPM data standards. By ensuring that any dashboard templates or data

visualizations provided by this effort adhere to these standards, agency decision

support tools government-wide would stem from a common point endorsed by OPM.

See the Agency section and the HR Providers section of this report for more detail on

the challenges agencies and HR providers face when incorporating and adhering to

OPM data standards and guidelines.

RECOMMENDATIONS

GOVERNMENT LEAD

2. SUPPORT MULTIPLE DATA VISUALIZATION TOOLS

OPM is transitioning to Power BI as their BI tool of choice, including transitioning USA

Staffing data from COGNOS to Power BI. At the time of this report’s publication, OPM

has not made this transition. Once complete, the impact of the transition on these

recommendations may need to be assessed.

Currently, most federal agencies that perform advanced data analytics use either

Power BI or Tableau as their preferred data visualization tool. However, the

government lead could source templates for any popular, modern data visualization

tools used by agencies, such as Tableau or Power BI. By hosting – or encouraging

the sharing of – similar templates in several tools, the government lead can identify

best-in-class HR products across the federal government, allowing them to be

technology neutral while still realizing the returns of sharing best practices across

most, if not all, federal agencies.

3. PROMOTE TEMPLATES ACROSS THE HCBRM

While the CDO Council pilot focused on descriptive statistics and trends on workforce

demographics, through human-centered design sessions, we discovered that our

stakeholder agencies are interested in understanding and visualizing additional

workforce data across the HCBRM.

Because USA Staffing is the federal government’s talent acquisition system used by

more than 70 agencies, a “quick win” topic for HR dashboards might be a hiring and

talent acquisition dashboard using USA Staffing as the data source. For example,

USDA is a USA Staffing customer and uses this data for its Time-to-Hire dashboard,

which provides critical hiring information including average time-to-hire, number of

completed and in-process recruitments, and USDA recruitment information relative to

OPM standards. This could be one of many dashboard templates that the

government lead sources and builds upon.

We recommend that the government lead also promote dashboard templates for all

areas of the HCBRM – not just talent acquisition – spanning topics such as workforce

composition and diversity, performance management, hiring and separation activities,

training and development, employee timekeeping, certificate analysis, and more.

OPM’s data standards, which cover all HR processes, can support each of these

subject areas.

Section continued on next page

RECOMMENDATIONS

GOVERNMENT LEAD

4. CONSIDER SEVERAL DATA SOURCES FOR THE

AUTHENTICATED SERVICE (SERVICE #2)

As detailed in the recommendations overview, the government lead should assess

several data sources to feed the recommended dashboard service. We recommend

the following data sources to begin the dashboarding effort: the EHRI Statistical Data

Mart (EHRI-SDM) which feeds FedScope; FEVS; federal employment reports; and

assessment and hiring data from Monster.com. Other data sources may also be

appropriate to include.

The government lead should ask agencies if they are interested in a) participating in

the service and b) having their data be part of this service. Agencies have the option

to opt out of the program, even if the government lead has access to its data.

Additionally, the government lead should consider establishing agreements with

agencies and HR providers to visualize payroll and personnel data, allowing the

government lead to develop dashboards for additional subject areas using automated

data feeds from HR providers. Otherwise, using only data that is made public

quarterly (such as FedScope) may not be as valuable to agencies. For our pilot effort,

we visualized the Diversity Profile dashboard comparisons using National Finance

Center (NFC) personnel data, which could be automated on a biweekly basis. We

received positive feedback from stakeholders that a frequent, automated data feed

from their HR provider or other HR system of record is critical to effectively analyzing

current HR data. Lessons learned from our pilot in connecting HR provider data can

be found in tHR providers sectionhe.

5. FACILITATE COLLABORATIVE ROUNDTABLE SESSIONS

TO ENCOURAGE SHARING BEST PRACTICES

The government lead can leverage standing relationships with government-wide

councils, including the CHCO Council and Chief Learning Officers Council, to

facilitate recurring roundtable discussions. In these sessions, CHCO and CDO

representatives from agencies with advanced human capital analytics capabilities

could demonstrate their dashboard tools and share best practices in a collaborative

forum.

Recognizing that OPM has hosted forums with HR providers, such as NFC, IBC, and

ARC before, the government lead could host similar sessions with a renewed focus

on the solutions provided in this report. This collaboration will benefit the federal

government, HR providers, and agencies by bringing forward and aligning federal HR

RECOMMENDATIONS

GOVERNMENT LEAD

stakeholders on new HR modernization efforts such

as standardizing HR data analytics tools and exposing

APIs for easier customer data extraction. The

government lead could also establish a new

roundtable series for agency collaboration or leverage

existing meetings or strategy sessions with agencies.

In these sessions, agencies can demonstrate their

dashboards and analytics tools and discuss the

resulting business impacts or business decisions

informed by these dashboards, such as retention or

recruitment strategies employed by the organization.

Through these regular sessions, the government lead could identify the agencies with

dashboards that are the best candidates for inclusion in their dashboard suite. These

dashboards should cover topics across the HCBRM – for example, the lead may

recognize that one agency’s performance management dashboard should be

leveraged, and another’s certificate analysis dashboard is best-in-class. The

government lead could coordinate agency submission of these dashboards and

adjust them based on feedback gathered in the demonstration sessions to ensure

they meet broader agency needs and leadership goals, including adhering to data

standards. These dashboards would then serve as the gold standard for other

agencies.

The government lead could also collect strategies and suggestions from top agencies

according to the different HR metrics (e.g., best time-to-hire) to share and display to

the end users of their visualizations in the form of dynamic callouts, as mentioned

previously. The government lead could consider hosting various roundtables for

cohorts of similar agencies in order to facilitate conversations on HR strategies

among agencies of similar size and mission.

Participating agencies would immediately reap the benefits of engaging in these

sessions by learning strategies directly from their peers. Agencies could help shape

future dashboard templates, and the continued collaboration would improve final

products for end users. Agency stakeholders could also help prioritize dashboards

and dashboard enhancements for future releases. Furthermore, these sessions

facilitate agency conversation around how to effectively use the new and existing

services being offered, creating allies that will champion the adoption of these tools.

RECOMMENDATIONS

GOVERNMENT LEAD

6. HOST DATA ANALYTICS INFRASTRUCTURE FOR

DASHBOARD TEMPLATE SHARING AND PAID SERVICES

To integrate this data visualization standardization effort with OPM’s data

standardization efforts, we recommend hosting the dashboard templates (service #1)

on Max.gov, alongside other HCIM products, for agencies to download. HR

professionals across the government could access this secure website via login to

download dashboard templates free of charge.

Alternatively, the government lead could establish and manage a private GitHub page

for the same purpose. GitHub received FedRAMP operating authority in 2019, and

according to GitHub, over 150 federal civilian agencies, 18 Department of Defense

agencies, and 49 state agencies leverage GitHub to collaborate. The government

lead would determine the appropriate controls for this repository, including whether

agencies could freely upload templates or whether the lead would review and revise

templates to align with OPM data standards prior to approving posting for agency

download from the site.

For the authenticated dashboard service (service #2), the government lead may

consider hosting the customer-facing portal on the Max.gov HRLOB data

collaboration site as its own tab. If a federal employee has the necessary permissions

as a paid customer of the service, they could log in to view production dashboards

populated with their data and comparison views. Potentially, they could add their own

data via Excel upload to see the dashboard populated with data that the government

lead does not have access to, and then save, download a static view, or share a live

link with their teams or leadership.

Also, for service #2, the government lead would need to establish the necessary

technical infrastructure on the back-end of the customer-facing Max.gov portal to

ingest, host, and automate data feeds using a cloud platform. The government lead

could leverage their own server for the data visualizations, such as OPM using its

Power BI server.

While this infrastructure would primarily support the authenticated service and

comparison dashboards, the government lead could consider offering access to this

cloud platform as part of the ad-hoc analytics support service (service #3) for

agencies that do not have the technical infrastructure established. The government

lead could recuperate costs from establishing this platform.

Collect feedback

Analyze

feedback,

prioritize, and

develop

Implement

form, such as the HCIM Wish List, to further solicit the voice of the customer.

A variety of communications channels can be used to build awareness. USDA has

found success in newsletters discussing new dashboards with internal

Particularly relevant for dashboard implementations are enabling user learning

and measuring dashboard success. The government lead can consider

developing tools and resources to train users on how to use the

RECOMMENDATIONS

GOVERNMENT LEAD

7. FEDERAL HR ANALYTICS IMPLEMENTATIONS REQUIRE

CHANGE MANAGEMENT AND FEEDBACK MECHANISMS

A coordinated change management approach is integral to any digital transformation,

including the implementation of any of the recommended HR data analytics services.

The right change management activities ensure the success of the new HR analytics

solutions and how agencies implement them in their organizations.

In the context of implementing the data analytics solutions discussed in this report,

change management would include engaging stakeholders across the HR community

to increase awareness of the services, solicit their feedback, and ensure the services

meet their needs – therefore gaining their buy-in and continued use of the products.

STAKEHOLDER

ENGAGEMENT

For this effort, stakeholders could be engaged through

roundtable sessions, focus groups, and feedback forums on

the dashboard templates and visualization services. In

addition to soliciting feedback from agencies through in-

person sessions such as roundtables, the government lead

could request feedback from agencies through a feedback

COMMS

stakeholders. The government lead could consider a newsletter that is

delivered to HR providers and agencies on a recurring basis to inform

them of new dashboard templates added to the suite, as well as any new

services being offered. Garnering agency and HR provider awareness

and interest is paramount to the success of these services. Additional

communications channel suggestions can be found in the appendix.

LEARNING &

SUCCESS

dashboard templates (service #1) or paid services (service #2 and

#3), like recorded demonstrations, dashboard user guides and job

aids, FAQs, and training courses. We also recommend that the

government lead track HR dashboard usage and user engagement.

More details on success measurement are in the appendix.

Relevant HR

providers in the

federal space

NFC

DFAS

IBC

ARC

GSA

Section continued on next page

RECOMMENDATIONS

HR PROVIDERS

WHAT IS THE ROLE OF HR PROVIDERS

IN IMPLEMENTING THESE SERVICES?

With guidance from the government lead managing the core

services, HR providers can support the implementation of the

recommended HR services. HR providers are also uniquely

positioned to implement the core services because of their

proximity to and relationship with customer agencies and payroll data. Through these

relationships, they can work directly with the customer agencies. Furthermore, they

have more familiarity with their payroll data, which can aid in ensuring correct

implementation of data standards.

FEDERAL HR PROVIDER LANDSCAPE

Before discussing how HR providers can support the implementation of the core

dashboard services discussed in this report, we should first discuss the HR provider

landscape. There are five notable providers in the federal HR space.

• The first four in the table on the next slide (NFC, IBC, GSA, and DFAS) are

considered legacy e-payroll providers.

• The NFC, IBC, GSA, and ARC are the four federal shared service providers that

provide human resources management and payroll services for agencies across

the federal government.

• DFAS oversees payments to DOD servicemembers, employees, vendors, and

contractors. It is not considered a shared service provider because it performs

payroll processing only for DOD.

RECOMMENDATIONS

HR PROVIDERS

HR Provider

Shared

Service

Provider?

Organizational

Overview

Customers

National

Finance Center

(NFC)

Yes

Two Lines of

Business (LOBs):

• Human Resources

(HR) / Payroll

• Financial Services

Provides payroll and human

resources management services for

more than 170 federal entities and

over 650,000 federal employees,

including 8 CFO Act Agencies:

Homeland Security, Justice,

Commerce, Labor, HUD, VA,

USDA

, USDT, and USAID

Interior

Business Center

(IBC)

Yes

Three LOBs:

•

Financial

Management

•

HR / Payroll

•

Acquisitions

Serves over 150 federal

organizations including 8 CFO Act

Agencies: Interior, Education,

NASA, NSF, NFC, EPA, SSA, and

Transportation

General

Services Admin

(GSA)

Yes

Seven LOBs:

•

Buying & Selling

•

Real Estate

• Policy Regulations

•

Shared Services

•

Small Business

•

Travel

•

Technology

Provides compensation

management for 52 government

entities, including 2 CFO Act

Agencies: GSA and OPM

Defense

Finance &

Accounting

Services

(DFAS)

Provides payment

services

Pays all DoD military, retirees, and

annuitants

Administrative

Resource

Center

(ARC)

Yes

Five LOBs:

•

Financial

management

•

Procurement

•

Travel

Provides front

-end Peoplesoft

CORE system (HR Connect) and

personnel, payroll, and benefits for

33 organizations, including HUD, the

National Archives, and Office of

Government Ethics

Section continued on next page

RECOMMENDATIONS

HR PROVIDERS

USDA’s agencies use NFC’s payroll services as NFC is housed within USDA. USDT

and USAID also use NFC, although USAID in particular handles payroll and other

personnel management for its Foreign Service in other systems and DOT uses IBC.

1. CONSIDER ENHANCING EXISTING SERVICES WITH

RECOMMENDED DATA VISUALIZATION SERVICES

HR providers should also consider incorporating the recommendations in this report

into the HR services that they offer customers. For example, HR providers might

enhance the dashboards that they provide today by sourcing best-in-class Power BI

and Tableau templates from agencies; hosting feedback forums and roundtable

conversations among agencies for sharing best practice HR strategies; and adding

comparison views for similar agencies within their customer pool. In this way, HR

providers can realize additional business opportunities while supporting OPM data

standardization efforts and advancing data analytics maturity for customer agencies.

An advantage of this approach is that HR providers are closest to the data and their

agency customers. A government lead may not have real-time access to data without

partnering with OPM for data connections or without establishing Interconnection

Security Agreements (ISAs) with HR providers, since the ISA would allow the

government lead to create new connections to HR provider systems that did not

previously exist. HR providers, on the other hand, would be able to more immediately

provide data that is up-to-date.

HR providers likely have the technical infrastructure and the customer agreements in

place to quickly stand up, or enhance existing, data visualization services. HR

providers could integrate the templates with a data feed from their own system of

record, creating synergies and ease of access for agencies. In this case, OPM’s

framework would still serve as the authoritative data standards to influence the

dashboard templates and agency comparison data visualizations. HR providers

should incorporate OPM’s data standards into the templates they source and share

for customer use. Additionally, if the templates are made available by each HR

provider, they may more closely resemble the data elements that the agency is used

to receiving from their HR provider, causing less rework in adjusting the templates for

their own needs.

RECOMMENDATIONS

HR PROVIDERS

However, the differences in how each HR provider implements the templates could

cause disparities government-wide based on the providers’ preferences and business

models, and efforts would still be duplicated by each HR provider. Although this could

partially eclipse the goal of a government-wide standardization effort, there are still

many benefits to HR providers implementing the recommended services. In addition

to those benefits described above, it would also reduce duplicative and siloed

development efforts, facilitate sharing of best practices, and lend to improved

decision-making for individual customer agencies.

2. SUPPORT DATA STANDARDIZATION AND SECURITY

Although there are steps agencies can take to standardize their data according to

OPM’s standards, HR providers can play an integral role in facilitating the

collaboration of their customers by ensuring they are speaking the same language in

terms of data elements, records, schedules, and more. HR providers can support

consistency and standardization by providing clear connections from OPM data

standards to the data in their HR systems. For example, OPM shares guidance on

how HR providers and agencies should designate an employee’s ethnicity or race.

HR providers can then draw the line for agencies, e.g., Agency A might require a

specific field from NFC INSIGHT in order to retrieve the employee designation.

We recommend that HR providers perform an analysis of its data systems and, if one

does not exist, create a data dictionary for the data in each of its HR systems,

detailing this data mapping between HR systems and OPM standards. As mentioned

in the Agency section, we also recommend that HR providers work with customer

agencies to surface data incongruencies to OPM. This collaboration between HR

providers and agencies will assist OPM, HR providers, and agencies in aligning on

how to improve data standard usage across the government for future federal

dashboarding efforts.

Additionally, HR providers can support the protection of customer data through

permissions by providing recommendations to agencies for who in their organization

should have access to data. For example, dashboards that contain publicly available

data may contain very few, low-level access restrictions. Alternatively, very sensitive

data should be restricted only to elevated agency HR groups. Access to an elevated

permissions group could be determined by agency leadership, including HR

leaderships and ACDOs, on an as-needed basis.

Test NFC data access to ensure all data elements are available. Make necessary

updates to data access and NFC reports as needed.

3. LEVERAGE PILOT DATA ACCESS LESSONS LEARNED TO

SUPPORT FUTURE DATA SHARING EFFORTS

The team worked with NFC and USDA Information Security Center stakeholders to

establish a process for sharing NFC customer data with another NFC customer. This

process did not exist prior to the pilot effort but following the below steps could

streamline future cross-agency HR provider data access.

RECOMMENDATIONS

HR PROVIDERS

Discuss and finalize the data that each agency would grant the team access to,

including which data elements to pull (what we pull at USDA vs. what USDT and

USAID were willing to provide access to at this time, balancing data privacy with

the desire to advance the pilot and collaborative federal HR analytics.)

Determine need for an Interconnection Security Agreement (ISA) or Memorandum

of Understanding (MOU) in order to receive access to USDT and USAID data, via

an existing NFC connection, for ingestion into USDA’s data lake. For the purposes

of this pilot, we determined that a MOU was the appropriate document to establish

an agreement between relevant parties: one MOU between USDA and the USDT,

and one MOU between USDA and USAID.

Keeping data privacy and security in mind, the MOU documents and list of

approved data elements required several revisions to ensure USAID, USDT, and

USDA aligned on the process for transferring sensitive HR data.

Submit final signed MOU. In parallel, determine type of access needed to NFC (for

example, a general service account or single named user with permissions). For

this pilot, a single named user account was granted access.

Submit NFC access form (AD-3100), indicating the NFC subject areas required.

NFC access granted to the requested subject areas.

Create NFC INSIGHT reports to pull agreed-upon data elements; if applicable,

establish automated data feeds. In this pilot, we intended to ingest and host

stakeholder data in EDAPT, connecting to the Tableau server and dashboard.

However, pilot time constraints resulted in a one-time, static data pull instead.

Review System of Records Notices (SORNs) for the systems involved in data

sharing to ensure the use case being pursued is covered by the SORN. In the pilot

case, the USDA data lake uses the NFC SORN; the team determined that agency

data sharing was appropriate under this SORN. The team shared the SORN with

USDT and USAID for their confirmation.

RECOMMENDATIONS

HR PROVIDERS

While our team had a clear understanding of the data access steps through our

USDA HR dashboarding experience, the pilot data access still took longer than

expected – nearly 3.5 months into the project schedule. This caused a delay in

developing the Diversity Profile dashboard and required a project extension. Future

cross-agency data sharing efforts should plan ample time into project schedules but

can use the pilot lessons learned to streamline data access.

The pilot highlights that technical infrastructure is only one piece to the puzzle – in

order to quickly implement the recommended services, a technology approach must

be paired with a streamlined approval process that ensures the security and privacy

of agency data. HR providers should establish these procedures with agencies to lay

the groundwork for future data visualization efforts.

As part of the security and approvals procedures, HR providers could offer templates

for various data access forms. For example, a boilerplate MOU based on the ones

used in this pilot could be provided to a government lead aid in connecting HR

provider data sources for the recommended service #2.

Additionally, HR providers could provide templates for data access forms, pre-

populated with recommended data elements or subject areas based on the desired

analysis. Our pilot team was able to quickly complete the NFC AD-3100 form that

granted data access to the appropriate subject areas due to our USDA HR

dashboarding experience. However, it required mapping access form elements to

NFC subject areas and coordinating with NFC personnel to confirm our form

selections. HR providers can streamline the completion of this form – and similar data

access forms – by 1) providing a job aid that clearly indicates which form selections

correlate to the desired subject areas or data elements and 2) providing standardized

templates for forms like the AD-3100. For example, if a government lead or individual

customer agency requires access to demographic data to display diversity trends

over time, NFC and other HR providers could provide a template that includes the

appropriate Workforce and Personnel History subject areas already selected.

HR providers would still need to coordinate with agency analytics and security

officials to ensure that the templates meet their needs, but a standardized template

would provide a starting point to ensure agencies are granted the correct access with

minimal back-and-forth.

Section continued on next page

RECOMMENDATIONS

HR PROVIDERS

4. SUPPORT DATA ANALYTICS BY MITIGATING DATA

ACCESS CHALLENGES FACED BY CUSTOMERS

A critical aspect of effective data analytics, including functioning dashboards, is how

the data is accessed and feeds into data visualizations or predictive models.

The main challenge faced during this pilot was gaining access to data from multiple

agencies. This cross-agency collaboration required HR providers to create and work

through new processes. As a result, the pilot data access process informed our

understanding of additional challenges that individual agencies may face in accessing

their HR data.

Through this pilot, we learned that NFC customers encounter challenges in efficiently

accessing their data. While this section will mainly discuss the challenges that NFC

customers face, NFC is only a case study for a problem that is prevalent for HR

providers government-wide.

For NFC customers, two preferred options for data access are:

1. Data from NFC INSIGHT, customizable in reports

2. Raw data files from NFC Mainframe

These options are depicted in the diagram on the next slide. Currently, the way USDA

accesses its NFC data is through reports from NFC INSIGHT that have data fields

calculated from raw NFC Mainframe data and other sources. These reports are

extracted from NFC INSIGHT, transformed and loaded into EDAPT, USDA’s Data

Lake, allowing USDA to visualize this data in the HR dashboards. The reports are

automated, refreshing both the data and the resulting dashboards each pay period.

One limitation of these custom reports in NFC INSIGHT is the significant manual

labor required for modification. When adding or modifying report columns, it can take

several hours to update the reports, redownload them, and load them into EDAPT.

Additionally, when INSIGHT is down or a report displays errors, it can cause the data

ingest to break, directly impacting dashboards and data available to over 10,000

users.

NFC INSIGHT

Business Logic

Users

NFC

INSIGHT

Reports

EDAPT

Customer

Systems

SFTP is available to ship raw files from NFC

Mainframe to customer systems. However,

this does not include business logic applied in

OBIEE and agencies must duplicate the logic

to match NFC INSIGHT reporting.

EDAPT uses scripting to simulate

the action of an end user running

an NFC INSIGHT report. This is

automated, but it is subject to

error and is very manually

intensive. It is not optimized for

large data transfers.

HR users can

download NFC

INSIGHT as Excel files

to drive analytics

NFC Mainframe

EmpowHR

Other Systems

RECOMMENDED

FUTURE STATE –

APIs REPLACE

REPORTS

CURRENT STATE NFC CUSTOMER DATA ACCESS

This diagram depicts an

NFC process, but it is

an example for how HR

providers government-

wide could better make

data available to their

customers.

RECOMMENDATIONS

HR PROVIDERS

Alternatively, NFC customers could access data from the NFC Mainframe, which only

hosts raw HR data and does not provide the calculations and data processing that

the NFC INSIGHT data does. USDA dashboards are currently developed based on

the calculated data in INSIGHT, which matches the calculated data fields that USDA

agencies are pulling from NFC INSIGHT. If the USDA dashboard development team

were to access the Mainframe data, they would need to replicate all existing

calculations that NFC makes in NFC INSIGHT, which would require substantial

manpower and coordinated effort. Therefore, without mirroring the exact calculations

from NFC, the data provided from Mainframe would be inconsistent with the data HR

users across the department are expecting to see. Additionally, if any of the

calculations were to be changed in the future, they would be reliant on NFC to make

them aware of those changes in order to apply them to the data accordingly, as they

are mapped to the USDA dashboards and pulled by HR users across the department.

RECOMMENDATIONS

HR PROVIDERS

RECOMMENDED FUTURE STATE FOR CUSTOMER DATA ACCESS –

APIs REPLACE MANUAL REPORTING

The pilot process to access additional agency data confirmed the challenge of

agencies’ inability to quickly access HR data. While our pilot introduced a new

scenario to HR providers (USDA accessing USAID and USDT data on their behalf), it

confirmed that the most difficult aspect of visualizing a shared agency decision

support tool was accessing the data.

We learned that other agencies have similar connections to HR providers as USDA

does with NFC. DOT, an IBC customer, accesses their reports manually via an IBC

Oracle Business Intelligence Suite Enterprise Edition (OBIEE) implementation. This is

the same application supporting NFC INSIGHT. This highlights the complexity and

challenges of being able to quickly access HR data as a customer of federal HR

providers.

To mitigate these data access barriers, we recommend that for agency-specific

access, HR providers develop and implement APIs so that agency customers can

more quickly and reliably pull down their data from systems like NFC INSIGHT. With

these APIs, analytics practitioners could interface directly with the NFC INSIGHT

database programmatically via queries; the key advantage of this would be enabling

users to write reusable and easily modifiable queries that can pull down data from a

specified period. Currently, users manually create time consuming NFC INSIGHT

reports per each time span, and any changes require manually reconfiguring every

time span instance of that report. With a query, the change would only need to be

implemented once. EDAPT would also be able to connect to these APIs to automate

large data transfers from NFC to EDAPT.

OPM is currently working on establishing APIs for USA Staffing customers. It is a best

practice that would allow customers of all federal HR providers to avoid much of the

friction described above. Instead, it would help them access their data with ease,

enabling them to more efficiently and effectively analyze and visualize their data in

mission-critical dashboards.

However, HR providers must keep in mind privacy and security considerations when

implementing APIs. HR Providers should ensure the API uses HTTPS protocol and

could add some form of authentication for additional security, particularly for PII data.

Examples of

disparate data

sources within a

single agency

Connect

Oracle

PeopleSoft

SAP

SuccessFactors

Monster Career

Connector

USA

Staffing

…and more

RECOMMENDATIONS

AGENCIES

WHAT CAN FEDERAL AGENCIES DO

TO SUPPORT, AND PARTICIPATE IN,

THE RECOMMENDED SERVICES?

Individual agencies can participate in and capitalize on the

data visualization offerings in order to support OPM’s

government-wide data standardization efforts and ultimately

improve their own organization’s HR decision-making.

Performing the activities described in the following slides will

prepare them to efficiently and effectively address emergent

HR needs.

1. ASSESS AND INTEGRATE AGENCY HR DATA SOURCES

FOR THE END-TO-END EMPLOYEE LIFECYCLE

Agencies often manage data from several disparate talent management systems. For

example, USDT and USAID leverage systems such as:

USAID faces unique challenges in this area, with civilian employees stateside and

Foreign Service resources (both direct employees and contractors) overseas, and all

this information tracked in separate systems. USAID is working to implement a talent

analytics tool to integrate data from these disparate systems, but it has not yet been

rolled out at the time of this report.

Our pilot used NFC INSIGHT data for the proof of concept due to USDA’s existing

relationship with the organization. USAID, USDT, and USDA are customers of NFC,

so we were able to easily use their workforce profile data. However, USAID and many

other agencies use several HR systems. If agencies desire to have other data

sources or systems of record visualized, additional connections to the data would

need to be established in order to create a more holistic picture of their workforce.

Section continued on next page

RECOMMENDATIONS

AGENCIES

2. DEVELOP DATA DICTIONARIES AND PERFORM DATA

MAPPING TO STANDARDIZE DATA

Inventorying data from disparate systems is an important piece in gathering and

integrating data from various sources. Agencies must also consider the uniformity of

their data across systems, as the government lead will notice disparities in how data

elements are managed or interpreted across different agencies.

For example, although one might believe data from USA Staffing would be uniform,

different agencies may interpret data elements from USA Staffing differently or use

them according to their business needs rather than the field label or definition. While

beginning development on the Time-to-Hire Dashboard at USDA, it became apparent

that Mission Areas across the department were utilizing USA Staffing differently,

including using different milestone dates to capture the hiring process and opting into

select modules. It was evident that there was a need to standardize time-to-hire

milestones, tracking, and metrics across the department to prevent continued

inconsistencies in the data. Following collaboration with the OPM to develop a

custom report in USA Staffing to track time-to-hire, the USDA team developed the

Time-to-Hire Data Standards document to provide information about the source

report used in the dashboard, define data fields from USA Staffing, delineate

milestone dates in the hiring process, and outline key dashboard calculations. As a

result, the data standards document serves as a guide to the USA Staffing data and

calculations used in the dashboard to ensure this critical USDA hiring information is

consistent and accurate across the department, thus streamlining internal USDA and

external OPM reporting and allowing supervisors to more efficiently manage their

hiring activities. The document was shared broadly across the organization and is

embedded into the dashboard so that anyone who views the dashboard can also

access the data standards documentation. Furthermore, conversations among the

Office of Human Resources Management (OHRM) leadership, Mission Area CHCOs,

and HR specialists were essential in establishing concurrence and adoption of the

data standards. While there can still be flexibility to meet individual business needs,

this process and standards document is considered a USDA best practice that other

agencies may consider employing.

While coordinating with USAID on the data elements to be ingested into the USDA

Data Lake for this pilot, before beginning dashboard development, the team identified

another example applicable to NFC INSIGHT’s data: While USDA treats Org Code

Section continued on next page

RECOMMENDATIONS

AGENCIES

Level 2 as the bureau or agency level, USAID uses the Org Code Level 2 field to

indicate Overseas vs. Washington, D.C., employees. USAID also utilizes the

Personnel Office Identifier (POI) code to organize its employee hiring mechanisms,

which is a field that USDA does not use. These examples indicate that although there

may be data standards set forth by OPM, and one might expect the data elements

from the same HR provider to align, there are always challenges in how these are

implemented and differences in data element use and interpretation. While standard

dashboard templates can be created, this indicates that agencies will still need to

customize dashboard templates to meet their unique requirements.

This is a widespread challenge to the success of a standardized dashboard – every

department integrating data sources experiences this, as they realize their agencies

use fields differently to meet their unique business needs. This also becomes

apparent when agencies compare the OPM data standards to what is provided by HR

providers, as there are incongruencies in definitions and calculations.

We recommend that each agency perform an analysis of its data systems and, if one

does not exist, create a data dictionary for the data in each of its HR systems. For

government-wide systems such as USA Staffing or Monster, or for data from shared

service providers such as NFC or IBC, we recommend that agencies surface data

incongruencies to OPM or the government lead of the services recommended in this

report. This will create transparency on how agencies use data standards and how

they may tailor them to meet their needs – not only encouraging alignment to data

standards but understanding why agencies may interpret those standards differently.

This continuous collaboration will assist OPM and agencies in aligning on how to

improve data standard usage across the government for future federal dashboarding

efforts.

3. ESTABLISH OR IDENTIFY APPROPRIATE DATA PLATFORM

OR TECHNOLOGY INFRASTRUCTURE

USDA needed one dynamic solution that integrated disparate data from systems

across its 29 agencies and staff offices. USDA required a solution that could not only

host data, but ensure that the data was secure, accessible, consistent, and could be

rapidly transformed into effective reporting for key performance indicators, metrics,

and other data critical for decision-making. To address this need, the USDA

Enterprise Analytics Platform and Toolset (EDAPT) emerged as a solution to ingest,

store, translate, and transform data management to reorient and position the USDA

to succeed in an ever-changing customer experience landscape.

RECOMMENDATIONS

AGENCIES

If agencies were to download new HR dashboard templates from the recommended

government-wide service, they would need to stand up a mature infrastructure to

support automated HR dashboards. A solution like this would also help agencies, or

departments, merge their own disparate data sources.

Agencies could utilize an existing platform or implement one of their own with

connections to their HR provider data, similarly to how the CDO Council team used

the USDA data lake (EDAPT) in this pilot. Some agencies may already have existing

technical infrastructure that could expedite implementation, whereas for others, it

might require significant time and cost for implementation. Even if the government

lead or HR providers also host their own infrastructure for agency use, agencies may

still choose to establish their own. The key benefits of doing so include security and

the ability to restrict the sharing of data externally; autonomy and ease of

customization and integration of the stack; and, perhaps most compelling, the ability

for HR data to enrich many other analyses beyond just feeding data visualizations, in

a way that is not possible with a government lead environment that would include

strictly HR data. For example, in EDAPT, USDA can overlay HR data with

programmatic data to understand how HR is impacting their program delivery. It can

overlay HR data with financial data to understand salary and expenses (S&E)

budgets.

To establish their own infrastructure, agencies would need to procure a service such

as AWS and coordinate with their HR provider to create the appropriate connections.

This may involve setting up a secure file transfer protocol, interconnection, and

synchronous or asynchronous data flow (as desired for continuous data ingestion or

at a set interval, such as after each pay period). While we recommend APIs with at

least an asynchronous data flow after each pay period, to ensure the latest data is

ingested into a data lake and displayed in these dashboards, it may depend on the

agency and HR provider capabilities.

RECOMMENDATIONS

AGENCIES

4. SELECT DATA VISUALIZATION TOOL

If the agency chooses to leverage the shared dashboards (service #1), we

recommend that agency select one of the modern data visualization tools that are

popular across commercial enterprises and federal government alike, such as Power

BI or Tableau, as their data visualization tool of choice.

As mentioned in the government lead section, most federal agencies that perform

advanced data analytics use either Power BI or Tableau as their preferred data

visualization tool. However, some use tools like Google Data Studio or Looker. While

agencies should select the tool that meets their own requirements, they should

consider the templates that are available via service #1. If there are more templates

available in a certain tool for agencies to choose from, it is more likely that they will

find templates that best suit their needs. This will also create more opportunity for

government-wide efficiencies: if agencies select one of the popular tools used by

other agencies, more data visualization best practices can be shared between

agencies using the same tool. Additionally, the majority of the federal government

would be able to access a template in their preferred data visualization tool, rather

than duplicate development efforts in parallel with other agencies.

5. COLLABORATE WITH DATA ANALYTICS AND HR STAFF

If templates are made available, agencies looking to leverage them must staff data

scientists or analysts who have the skills necessary to clean their agency’s data to fit

the dashboard templates and/or customize the templates as needed to suit their data.

Additionally, there must be coordination between data scientists and HR staff with

subject matter expertise. Often, data issues are not recognized until HR staff and

data analysts collaborate – HR staff does not always have the data analytics

expertise and data analysts do not have the HR expertise to understand how the data

is used in practice. We recommend frequent collaboration between these groups as

well as training both groups on basic HR knowledge and data analytics terminology.

This helps them to ‘speak the same language’ and identify data incongruencies more

quickly – ensuring the dashboards are accurate.

Finally, HR professionals should commit to ensuring accurate data is captured in HR

systems that are feeding data visualizations. For example, if an employee’s

onboarding date changes but is not updated in one or all systems, the dashboard

visualizing time-to-hire is no longer accurate. Encouraging these practices at the

agency level will ultimately improve the dashboards that inform business decisions.

Section continued on next page

RECOMMENDATIONS

AGENCIES

6. USE DATA ANALYTICS EFFECTIVELY IN HR PROCESSES

Once agencies have access to advanced HR decision support tools, they must learn

to use them effectively. Agencies should consider training end users on data-driven

decision-making. The dashboards are only effective if the users know how to interpret

and use the data as part of their everyday operations.

AGENCY-LEVEL CHANGE MANAGEMENT WHEN IMPLEMENTING HR

DASHBOARDS OR OPTING INTO HR DATA VISUALIZATION SERVICES

We recommend that these learning opportunities be part of a broader change

management effort related to the implementation of the dashboards at each agency.

• We recommend communications and awareness campaigns to ensure end users

are aware of and familiar with the dashboards and how to access them. A mix of

methods is suggested – from newsletters to dashboard scavenger hunts, which

are fun ways for users to engage with dashboards.

• We recommend establishing feedback mechanisms within the organization to

improve the dashboards internally and/or share that feedback with OPM via the

recommended online feedback form. These feedback mechanisms could include

forms where the dashboards are housed, informal channels such as emails or

word of mouth, data analytics focus groups, or HR change champion networks.

• We also recommend that agencies track usage and user engagement, developing

success metrics based on dashboard usage (clicks) and end user feedback.

For example, USDA created a dashboard that displays usage for each of its dashboards

in production. If there is a lack of engagement with a dashboard, the USDA analytics team

investigates why staff is not using it. The team can then form and take next steps

– such as more widely or clearly communicating a dashboard and its features to

end users, decommissioning dashboards that are no longer useful, or enhancing

a dashboard so that it better meets end user needs, therefore driving adoption.

Please see the Government Lead section and appendix for more details on efforts

agencies can implement within their own organizations, in parallel with the

government lead’s change management efforts government-wide.

CULTIVATING A DATA-DRIVEN CULTURE IN THE HR COMMUNITY

Agencies should also embed data-driven decision-making into their HR processes, so

that using the dashboards is not only done in certain situations or as an afterthought.

RECOMMENDATIONS

AGENCIES

Agency employees can participate in 10- or 30-Day Challenges in which they practice

micro-habits through daily, manageable activities. These activities generally take 10

minutes or less each day and could be anything from locating a dashboard on an

agency’s internal site to reading an article to working with a colleague to find the

information they need on a dashboard or job aid. Practicing micro-habits encourages

and embeds the desired behavior (in this case, seeking and using data to inform HR

decisions, at all levels of the organization) into employee mindsets

and therefore into an organization’s shared way of working. These

activities and challenges increase awareness of existing

dashboards and features, keep them top-of-mind, improve user

comfort with the tools, and ultimately drive employee behavior and

overall culture as it relates to HR analytics.

Additionally, agencies must place an emphasis on encouraging employees to make

data and discrepancies in data visible. Organizations tend to want to hide data that is

not favorable or ignore gaps in the story the data tells. While this is understandable, it

will only do the organization harm due to inaction. Agencies must highlight and raise

these issues to their leaders so that they can be addressed. It is an opportunity to

bring together HR, OCIO, the CDO officer, and all relevant stakeholders to align on

actions that will rectify any problems illuminated by the HR data.

TAKING ACTION BASED ON THE DATA TRENDS

In honing these skills, agency employees will learn to use the dashboards to answer

the HR questions they were implemented to aid. For example, if recruitment data

trends show a lack of candidates who are of a certain age group, what should the

organization do? What if retention for a diversity group is trending lower each year?

What if the number of disabilities persons employed by your organization does not

match civilian labor force comparisons?

Dashboards not only answer questions, but they also create action items informed by

the data trends. Performance ratings across the organization might lead HR teams to

investigate their performance management strategies. HR leadership can revisit their

retention and recruitment strategies. The agency might consider employer rebranding

to attract the candidates they lack in their recruiting pipeline. Staffing and recruiting

teams might expand hiring pools. Hiring managers and program offices should take

action as well – all actions based on the data trends visualized in these dashboards,

of which agencies may not have otherwise been aware. Agencies should not only

implement dashboards, but they should constantly practice using the presented data

to inform their decision-making and create tangible, actionable next steps.

CONCLUSION

This pilot was successful in proving that agencies government-wide can benefit from

efficiencies in standardized, best-in-class dashboards that can be shared and

reused across the federal government. The team worked with several federal

agencies to demonstrate that data from different agencies could be brought into a

single dashboard, while maintaining each agency’s requirements. The team also

examined data access challenges related to a generalizable dashboard. This pilot

also explored how a federal-wide HR analytics tool could support leadership’s goal

of advancing equity, while adhering to OPM’s HCBRM and data standards and

improving access to key HR metrics government-wide.

Building on the lessons learned in this pilot to implement federal-wide data sharing

and decision support tools, we recommend that a government lead source best-in-

class HR dashboard templates from agencies across the federal government and

host them, in coordination with OPM data standards, as a service to all agencies.

While agencies could download and adjust the templates as necessary to meet their

own business needs, the templates would incorporate OPM data standards,

therefore encouraging HR providers and agencies to adhere to the data standards

while still allowing customization. This flexibility is important to account for unique

mission or business needs.

We also recommend that a government lead offer a second service that allows

agencies to access an HR dashboard that compares HR metrics and trends to

agencies of similar size and mission. Roundtable meetings and feedback forums

can support this service, facilitating discussion and leading to data insights and

recommendations for HR strategies that may highlight areas for improvement

illuminated by the data. Lastly, a third service could provide ad-hoc HR analytics

support for agencies that desire additional dashboard assistance, but do not have a

robust analytics team to support that.

Implementing all three of the core services is a multi-year effort. In the near term, the

government lead would find immediate value in implementing service #1 by

providing standardized dashboard templates to interested agencies. The lead could

develop a longer-term implementation plan and timeline for services #2 and #3,

establishing roles and responsibilities and a governance structure. In both the near

and long term, these services would reduce duplicative development efforts and

allow agencies to leverage the leading work of their peers, ultimately saving costs

and improving key HR processes and metrics government-wide.

APPENDIX

ADDITIONAL “TIPS AND TRICKS” TO SUPPORT AGENCY

AND GOV-WIDE HR ANALYTICS IMPLEMENTATIONS

SUCCESS MEASUREMENT

Prior to implementing the dashboards and platform service, the government lead

should determine what success looks like. These could be key performance

indicators (KPIs) and success metrics based on usage (e.g., number of times

downloaded per month) and user feedback.

We recommend that the government lead, and agencies, track usage and user

engagement related to the available dashboards. Feedback collected through the

Wish List, during roundtable sessions, and through any other formal or informal

channels – should continuously be monitored to assess the success of the

services. Additionally, feedback should be used to inform

necessary updates to the change management approach,

particularly if metrics are not meeting expectations. Feedback will

also inform updates to the product itself, in order to continuously

refine these solutions.

COMMUNICATIONS

The government lead could create a detailed communications plan to

execute a coordinated awareness campaign to ensure agencies are

aware of the new templates, standards, and data dictionaries.

For more impactful messages, consider the audience for each communication (e.g.,

HR providers, agencies) and select the most engaging channels for the audience,

depending on the message to be shared, how much time the communicator has the

audience’s attention for, and the tools that are available. See the graphic on page 28

to consider a variety of channels for stakeholders.

These communications should include benefits of the tools, details on strategic

business decisions that could be informed by these dashboards once implemented,

FAQs, and more. These communications could be informed by roundtable

discussions and outcomes, and they would be supplemented by roundtable

attendees – de facto “change champions” – passing along these communications and

sharing additional information with their peers by word of mouth.

Section continued on next page

APPENDIX

ADDITIONAL COMMUNICATIONS CHANNELS

The HR community can consider the following communications channels to create

awareness around the implementation of data visualization services government-

wide or new dashboards at the individual agency level.

FAQs:

List of frequently asked questions and

answers to address common questions

related to the dashboards or services

Talking Points:

Defined messages to support conversations

or meetings with agencies government-wide,

employees at the agency level, or other

stakeholders. For example, the gov. lead can

share talking points along with templates if

they want to influence how agencies talk

about the dashboards to their HR staff.

Communication Hub:

Central location to post updates and store

repository of past communications (Teams,

SharePoint, Intranet, Max.gov)

Interviews:

In-person or virtual sessions with key

stakeholders to build awareness, gather

insights and best practices, and inform next

steps

Status Reports or Notifications:

Regularly occurring or ad-hoc newsletters or

reports to update the intended audience on

new dashboards and enhancements –

applicable gov-wide and at the agency level

Meetings / Workshops / Roundtables:

Collaborative session to address specific

agenda topics: demo dashboards, prioritize

enhancements, gather feedback, share best

practices, etc.

E-mails, Newsletters, Bulletins:

Targeted communications aimed toward

driving awareness and adoption of new

dashboards, features, or services

Roadshow / Town Hall:

Roadshow presentations demoing new

dashboards, features, or other topics related

to the data visualization services

(government-wide or at the agency level)

Surveys & Assessments:

Develop and distribute surveys to gather

feedback or use assessments to determine

where stakeholders are on the change curve;

adjust communications and stakeholder

engagement activities accordingly

Office Hours:

Establish an open forum to gain buy-in,

address concerns, and answer questions

about dashboards, updates, or releases

Video Messages / Webinars:

Executives present (live or pre-recorded)

strategic communication to introduce and

gain buy-in on the dashboard, especially at

the agency level

Infographics and One Pagers:

Distribute short documents with text and

visuals, such as charts, graphs, or

screenshots, that can quickly convey

information about a dashboard in a user-

friendly and digestible format

APPENDIX

PILOT ENHANCEMENTS & FUTURE EFFORTS

Over the course of the pilot, we identified enhancements and opportunities that we

recommend exploring.

PILOT HANDOFF: NEXT STEPS

▪ As a result of participation in this pilot,

stakeholder agencies benefitted by receiving the

resulting dashboard templates and the coding

thereof to enable them to replicate and

incorporate the templates as an augmentation to

any of their existing human resources

dashboards.

✓ This also allows participating agencies to

continue testing and refining them for possible,

eventual inclusion as a best-in-class template if

implemented government-wide as a result of this

pilot.

DIVERSITY PROFILE – PILOT DASHBOARD ENHANCEMENTS

▪ By collaborating with stakeholder agencies with

existing Diversity Profile development efforts, our

team identified several enhancements to our pilot

dashboard that would incorporate best practices

and meet additional agency needs for a more

cross-agency, generalizable tool.

▪ Pilot time and scope did not allow for inclusion of

all enhancements, but we recommend any

agency government-

wide incorporate these into a

Diversity Profile dashboard.

✓ Show geographical representation of domestic

and international employees in Diversity Profile

✓ Show diversity trends over time

✓ Use federal labor force comparison or Relevant

CLF in addition to CLF comparison

✓ Show hiring and attrition trends of selected

demographic groups over time

PILOT SCOPE EXPANSION OPPORTUNITIES

▪ If additional pilot or discovery efforts are

considered, we recommend the following areas to

investigate further.

✓

Additional data sources from current stakeholders

(e.g., USAID’s Foreign Service systems)

✓ Develop dashboards from additional HR

providers (e.g., IBC)

✓ Power BI templates (in coordination with DOT

and other agencies)

✓ Additional stakeholders (e.g., HUD)

ADDITIONAL DASHBOARDS

▪ Based on the use case prioritization session

ranking results, stakeholders expressed interest

in the HR dashboard topics areas to the right.

▪ Based on the success of the proposed HR

dashboard services, the government lead should

also consider broadening available dashboards to

additional functional areas such as finance,

procurement, and fleet.

HR dashboard topics:

✓ Performance Management

✓ Training & Development

✓ Talent Acquisition

✓ Workforce Profile

✓ Employee Locator

✓ Separations & Transfers

Executive Order on Diversity, Equity, Inclusion, and Accessibility in the

Federal Workforce

Executive Order on Advancing Racial Equity and Support for

Underserved Communities Through the Federal Government

Human Capital Business Reference Model

Human Capital Information Model

Federal Integrated Business Framework (HC-FIBF)

Max.gov Portal Home

GitHub FedRAMP tech briefing, 2019

Human Resources Line of Business Home

GitHub and Government information page

GitHub Government Community

APPENDIX

RELATED RESOURCES & LINKS

Below are resources and links that are related to this pilot and/or are referenced

throughout this report.

CDO COUNCIL SPECIAL PROJECTS

Produced by the CDO COUNCIL

Questions?

Please contact Chris Alvares.