CRITERIA	GOAL	OPM MEASURE	APPLICATION OF MEASURE	MEASURE		MARCH 2002	SEPTEMBER 2002 and BEYOND
I	Strategic Alignment
	Align human capital policies to support the accomplishment of the agency's mission, vision, goals and strategies (which define its direction and its expectations for itself and its people)	There is an explicit and well-communicated link between HR strategies and plans and the agencies' strategic objectives.	Agency has documented links between HR strategy and plans with mission/program objectives.	Assessment of agency annual performance plan and budget identifies specific human capital activities as strategies to achieve measurable program performance targets.  (This is a check-off item.)	A	1	Bureau has documented links between HR strategy and plans with mission/program objectives. (Self-Assessment: 1-10 Scale)	A review of bureau FY 2004 (and beyond) performance plans and budgets find that most goals or programs contain HR activities as strategies.
			Agency has effective process for communicating the link between HR strategies and plans with mission/program objectives.	Governmentwide survey (GWS) data from managers and supervisors on questions regarding their understanding of how their agency's human capital strategies are intended to work in helping to achieve missions/objectives (e.g. my agency's recruitment strategies are targeted at mission critical occupations).  (This is a comparative item.)	B	1	Due to the lack of data, this item will not be assessed.	Utilize GWS Survey Data: Managers, supervisors  understand how HR strategies help achieve mission/objectives
		The organization is well structured to support its mission.	Agency has effective re-structuring and organizational deployment plans, and is taking actions based on them. The standard for "effective" is deploying the appropriate workforce mix to get the job done.	Assessment of agency plans identify specific steps to redeploy human capital to frontline services and activities (e.g. fewer decision making layers, ratio of front line staff to administrative staff).  (This is a check-off item.)	C	1	Bureau has effective re-structuring and organizational deployment plans, and is taking actions based on them. The standard for "effective" is deploying the appropriate workforce mix to get the job done.  (Self-Assessment:  1-10 Scale)
					C	2	Collect Baseline Data:         Ratio of Field to Non-Field Positions [Positions at HQ vs All Others]	In June 2002, bureau will assess baseline and determine goals for each appropriate baseline.  September 2002 assessment will be against progress towards established goal.
					C	3	Supervisor to Employee Ratio	Same as 3b
					C	4	[Option] Ratio of Mission Positions to Administrative Positions	Same as 3b
		Employees understand their organization's plans and are involved in the strategic planning and reporting process.	Employees understand how their job fits in and contributes to fulfilling the agency mission	GWS data from employees, supervisors and managers on questions regarding employee knowledge of the work they are doing (as well as the work of their organization) and how it relates to the agency's missions.  (This is a comparative item.)	D	1	Use recent MSPQ question #35: I know how my job contributes to the mission and goals of the agency/department.	Reuse recent MSPQ question #35: I know how my job contributes to the mission and goals of the agency/department OR GWS Survey results [Note: Reuse of MSPQ35 will result in no change in rating]
		The organization strategically uses existing HR flexibilities, tool, and technology to support its strategic alignment, strategic competencies, leadership, strategic awareness, and knowledge management.	Agency's use of existing HR flexibilities, tools and technology in a strategic, efficient and effective manner.	Assessment of agency data identifies efficient and effective use of HR flexibilities and tools (I.e. recruitment bonuses, retention bonuses, relocation bonuses, repayment of student loans, advanced hiring rates, etc.) (This is a check-off item.)	E	1	Bureau's use of existing HR flexibilities, tools and technology is in a strategic, efficient and effective manner. (Self-Assessment: 1-10 Scale)
					E	2	Collect Baseline Data:    __% of bureau appointments involve a recruitment bonus, advanced hire rate, or student loan repayment.	In June 2002, bureau will assess baseline and determine goals for each appropriate baseline.  September 2002 assessment will be against progress towards established goal.  Additional measurements will also be analyzed to determine a more "rounded" assessment of this OPM goal.
					E	3	__% of bureau workforce received a retention, relocation bonus, or student loan repayment.
				Assessment of agency use of technology indicates efficient and effective use of HR systems and data. (This is a check-off item.)	F	1	There is documentation indicating bureau use of HR data in workforce planning, succession planning, and the performance management process. [Self Assessment: 1-10 Scale]	There is documentation indicating bureau use of HR data in workforce planning, succession planning, and the performance management process. [Dept/Bureau Assessment: 1-10 Scale]
					F	2	The bureau is participating in the FHRIS initiative OR the bureau is using automation to support staffing, classification, training and workforce planning. [Self Assessment: 1-10 Scale]	The bureau is participating in the FHRIS initiative OR the bureau is using automation to support staffing, classification, training and workforce planning. [Dept/Bureau Assessment: 1-10 Scale]
		The organization has developed a skill mix and organizational structures that reflect emphasis on e-Gov and Competitive Sourcing.	Agency has incorporated competitive sourcing and e-Gov initiatives into its restructuring and workforce plans.	Assessment of restructuring and workforce plans indicates that competitive sourcing and e-Gov initiatives were considered and incorporated into skill assessments and program development. (This is a check-off item.)	G	1	Bureau participates in e-Gov projects (when appropriate) (Self-Assessment: 1-10 Scale)	Bureau participates in e-Gov projects (when appropriate) [ Dept/Bureau Assessment: Yes/No]
					G	2	Bureau has analyzed, and continues to analyze, skill mix impact created by projected competitive sourcing actions [Self Assessment: 1-10 Scale]	Bureau has analyzed, and continues to analyze, skill mix impact created by projected competitive sourcing actions [Dept/Bureau Assessment: 1-10 Scale]
II	Strategic Competencies (Talent)
	Recruit, hire, develop, and retain employees with the strategic competencies for mission critical occupations.	Desired competency levels in mission critical occupations is achieved.	Agency meets gap reduction targets developed from restructuring plans.	Assessment of agency's annual performance plan shows they have developed specific strategies to address these gaps.  (This is a check-off item.)	A	1	Bureau has developed specific strategies to address competency gaps in critical occupations. (Self-Assessment: 1-10 Scale)	A review of bureau FY 2004 (and beyond) performance plans finds specific strategies to address competency gaps in critical occupations.
				Statistical information from agency HR data systems, including information from agency skills/ competency assessments, supplemented with educational/ occupational data from the CPDF and GWS that show competency level changes in mission critical occupations.ąĩ �Z�ZDesired recruitment/retention r	B	1	Bureaus have identified skills and competencies for critical occupations [Self Assessment: 1-10 Scale]	Bureaus have identified skills and competencies for critical occupations [Dept/Bureau Assessment: 1-10 Scale]
					B	2	Bureaus have plans in place to achieve desired skill, competency, and educations levels  [Self Assessment: 1-10 Scale]	Bureaus have plans in place to achieve desired skill, competency, and educations levels  [Dept/Bureau Assessment: 1-10 Scale]
		Desired recruitment/retention rate for employees with strategic competencies is achieved.	Agency meets staffing/retention rate targets for employees with strategic competencies.	Statistical information identified from CPDF and agency HR data systems and exit interviews that portray staffing/retention rates for employees with strategic competencies.  (This is an improvement gauge item.)	C	1	Due to the lack of data, this item will not be assessed.	Rating Against Baseline Data:                         Staffing levels in critical occupations [__% of authorizations]
					C	2		Attrition rate in critical occupations [__% per year]
		Desired quality level of new hires is achieved.	Agency meets quality level targets for new hires.	GWS data from supervisors and managers in response to questions on the quality of new hires. Also based on course completion rate for those occupations that require formal training prior to achieving entry level status.  (This is a comparative item.)	D	1	Use recent MSPQ question #2 - People hired for jobs in my work unit can do the work.	Reuse recent MSPQ question #2 - People hired for jobs in my work unit can do the work OR  GWS Survey results [Note: Reuse of MSPQ2 will result in no change in rating]
III	Leadership
	Ensure leadership in the agency inspires, motivates, guides others towards goals; coaches, mentors, challenges staff; adapts leadership styles to various situations; models high standards of honesty, integrity, trust, openness, and respect for individuals	Agency recruits, develops and retains high performing leaders.	Agency meets staffing/retention target for high-performing executives and managers. (The identification of high performing leaders to be based on organizational performance).	Statistical information identified from CPDF and agency HR data systems that portray leadership recruitment/retention rates.  (This is an improvement gauge item.)	A	1	Due to the lack of data, this item will not be assessed.	Staffing level of supervisory, managerial, and executive positions [__% vacant rate]
					A	2		Attrition rate for supervisory, managerial, and executive employees [__% per year]
			Agency has effective plans for leadership recruitment (including identifying potential leaders from within the organizations), development, and succession which include specific objectives, actions and timetables, and an analysis of candidate pools.	Assessment of agency leadership plans (recruitment, retention, succession, development) and actions taken to implement them.  (This is a check-off item.)	B	1	Bureau has plan for recruitment, retention, and development of current and future leaders  (Self Assessment: 1-10 Scale)	Bureau has plan for recruitment, retention, and development of current and future leaders  (Dept/Bureau Assessment: 1-10 Scale)
					B	2	Bureau participates in TLP, CDP, and bureau programs leadership development programs (Self Assessment: 1-10 Scale)	Bureau participates in TLP, CDP, and bureau programs leadership development programs (Dept/Bureau Assessment: 1-10 Scale)
			Agency creates a culture in which employees believe that they are encouraged to assume more responsibilities and to accept assignments that provide leadership opportunities.	GWS data from employees responding to questions on the level of encouragement given to them to take on assignments that will include leadership experiences.  (This is a comparative item.)	C	1	Bureau creates a culture in which employees believe that they are encouraged to assume more responsibilities and to accept assignments that provide leadership opportunities. (Self Assessment: 1-10 Scale)	GWS Survey results OR  Bureau creates a culture in which employees believe that they are encouraged to assume more responsibilities and to accept assignments that provide leadership opportunities. (Dept/Bureau Assessment: 1-10 Scale) [The second criteria will only be applied if the GWS data is not available.]
		Agency leaders create high levels of motivation and commitment in the workforce.	Employees are focused on results and show interest in improving the services of their organization.	GWS data from employees and supervisors in response to questions on the level of interest and commitment, inspired by their leaders, to get the job done. (This is a comparative item.).	D	1	Use recent MSPQ question #39: Supervisors/team leaders provide employees with constructive suggestions to improve job performance.	Reuse recent MSPQ question #39: Supervisors/team leaders provide employees with constructive suggestions to improve job performance OR GWS Survey results [Note: Reuse of MSPQ39 will result in no change in rating]
		Leaders maintain high standards of honesty and integrity that serve as a model to the whole workforce.	Employees hold their leaders in high regard.	GWS data from employees in response to questions on the how highly they regard their leaders.  (This is a comparative item.)	E	1	Due to the lack of survey data, this measure will not be used.	GWS Survey results (if available)
IV	Performance Culture (Strategic Awareness)
	Create a culture that motivates employees for high performance, based on their contribution to the work of the organization, and common values while ensuring fairness in the workplace.	1) Agency develops, rewards and retains high performers and deals effectively with poor performers.	Agency has effective performance management system that adequately distinguishes between levels of performance.	Assessment of agency performance management system and its application (as profiled by CPDF and agency HR data) in terms of its success in evaluating and rewarding employees based on their contribution to organizational performance.  (This is a check-off	A	1	Bureau has effective performance management system that adequately distinguishes between levels of performance (Self-Assessment: 1-10 Scale).	__% of employees receive QSI's, Star Awards, time-off, and other awards each year
					A	2		__% of payroll used in awards each year
					A	3		__% of employees have performance-based actions taken against them
			Employees believe that their performance is valued by the organization for its contribution to fulfilling the agency's missions.	GWS data from employees in response to questions on how performance is recognized and valued within the organization.  (This is a comparative item.)	B	1	Use recent MSPQ questions: #11- My pay is fair considering what other employers in this area pay for the same type of work.	Reuse MSPQ questions: #11- My pay is fair considering what other employers in this area pay for the same type of work.
					B	2	MSPQ #13 - Awards in my work unit depend on how well employees perform their jobs.	MSPQ #13 - Awards in my work unit depend on how well employees perform their jobs. OR GWS Survey results [Note: Reuse of MSPQ's 11 and 13 will result in no change in rating]
			Agency effectively manages employees who are performing below expectations	GWS data from employees in response to questions on how effectively their organization manages employees who are not performing up to standard.  (This is a comparative item.)	C	1	Use recent MSPQ questions #45 - My supervisor helps poor performers improve.	Use recent MSPQ questions #45 - My supervisor helps poor performers improve.
					C	2	MSPQ #46 - In my work unit, steps are taken to deal with a poor performer who cannot or will not improve.	MSPQ #46 - In my work unit, steps are taken to deal with a poor performer who cannot or will not improve OR GWS Survey results [Note: Reuse of MSPQ's 45 and 46 will result in no change in rating]
		2) Employees are engaged and focused on achieving the results expected of them..	Employees believe that their organization has set high but realistic results-oriented work expectations for them.	GWS data from employees and supervisors in response to questions on the expectations being set for their jobs and their level of engagement in meeting those expectations.  (This is a comparative item.)	D	1	Use recent MSPQ questions #33 - My supervisor/team leader communicates what is expected of me on the job	Use recent MSPQ questions #33 - My supervisor/team leader communicates what is expected of me on the job
					D	2	MSPQ #34 - I know what is expected of me on the job	MSPQ #34 - I know what is expected of me on the job
					D	3	MSPQ #36 - I am held accountable for achieving results.	MSPQ #36 - I am held accountable for achieving results OR GWS Survey results [Note: Reuse of MSPQ's 33, 34 and 36 will result in no change in rating] .
		3) Agency fosters a climate that values diversity.	Employees believe that differences are welcomed and contribute to work of the organization.	GWS data from supervisors and employees in response to questions on how open the organizational culture is to differences.  (This is a comparative item.)	E	1	Use recent MSPQ question #1- Supervisors/managers in my work unit are committed to a workforce representative of all segments of society.	Reuse recent MSPQ question #1- Supervisors/managers in my work unit are committed to a workforce representative of all segments of society OR GWS Survey results [Note: Reuse of MSPQ 1 will result in no change in rating]
			Agency sets realistic diversity goals and targets and is meeting them.	Statistical information identified from CPDF and goals and targets specified in diversity plans.  (This is a check-off item.)	F	1	Bureau data indicates a positive trend in achieving workforce diversity as identified in their bureau diversity plan. (Self-Assessment: 1-10 Scale)	Bureau data indicates a positive trend in achieving workforce diversity as identified in their bureau diversity plan.
V	Learning (Knowledge Management)
	Promote knowledge-sharing culture and a climate of openness; promote continuous learning and improvement.	1) Knowledge management strategies and/or systems are in place.	Agency has effective strategy for knowledge management with targeted objectives and defined results.	Assessment of agency strategy and steps taken to implement it.  (This is a check-off item.)	A	1	Bureau has effective strategy for knowledge management with targeted objectives and defined results. (Self Assessment: 1-10 Scale)	Bureau has effective strategy for knowledge management with targeted objectives and defined results. (Self Assessment: 1-10 Scale) [Note: With implementation of FHRIS, Bureaus will be assessed on following:  1) Bureau supports and participates in FHRIS development and implementation 2) Specific FHRIS implementation (including change management) is on schedule]
		2) Agency invests strategically in training and development opportunities for employees..	Agency strategies include investment assumptions and cost benefit analyses for training and development opportunities.	Assessment of agency strategic investment assumptions and results analysis for training and development as they relate to strategic competencies and leadership development.  (This is a check-off item.)	B	1	Bureau has developed or fully participated in training and development programs built around strategic and leadership competencies (Self Assessment: 1-10 Scale)	Bureau has developed or fully participated in training and development programs built around strategic and leadership competencies (Dept/Bureau Assessment: 1-10 Scale)
		3) A climate of learning and growth exists throughout the agency.	Employees believe that their organization supports their development and expects them to improve their skills and learn new skills to do their jobs better.	GWS data from employees, supervisors and managers in response to questions on opportunities for professional development and the expectation that new information and skills will always need to be learned as the organization continues to improve.  (This is	C	1	Use MSPQ questions #42 - I feel encouraged to come up with new and better ways of doing things	Reuse MSPQ questions #42 - I feel encouraged to come up with new and better ways of doing things
					C	2	MSPQ #47 - My training needs are assessed,	MSPQ #47 - My training needs are assessed,
					C	3	MSPQ #48 - I am encouraged to continually learn and build new skills.	MSPQ #48 - I am encouraged to continually learn and build new skills OR GWS Survey results [Note: Reuse of MSPQ's 42, 47, and 48 will result in no change in rating]
VI	Accountability
		1) HR programs are operated in an efficient and effective manner.	Personnel processes are timely.	The time it takes to fill vacant positions is tracked and improved over time. (This is a check-off item.)	A	1	Personnel processes are timely (Self Assessment: 1-10 Scale)	Bureaus track timeliness of "fill" actions, and data indicates a positive trend.
			Employees and supervisors believe the HR organization provides timely and efficient service.	GWS data from employees, supervisors and managers in response to questions on the efficiency and quality of HR services. (This is a comparative item.)	B	1	Use MSPQ #20 - I receive timely personnel service.	Reuse MSPQ #20 - I receive timely personnel service OR GWS Survey results [Note: Reuse of MSPQ's 20 will result in no change in rating]
			Employees and supervisors believe the HR organization provides high- quality personnel service.	GWS data from employees, supervisors and managers in response to questions on the quality of HR services. (This is a comparative item.)	C	1	Use MSPQ #21 - I receive quality personnel service	Use MSPQ #21 - I receive quality personnel service
					C	2	MSPQ #22 - I receive courteous personnel service.	MSPQ #22 - I receive courteous personnel service OR GWS Survey results [Note: Reuse of MSPQ's 21 and 22 will result in no change in rating]
			Employees and supervisors believe the HR organization provides accurate personnel service information.	GWS data from employees, supervisors and managers in response to questions on the accuracy of personnel information. (This is a comparative item.)	D	1	Due to the lack of survey data, this measure will not be assessed.	GWS survey data (if available)
			Agency personnel actions are accurate.	Assessment of agency indicates there are processes and systems in place to periodically and continually assess the accuracy of personnel actions processed .  (This is a check-off item.)	E	1	Bureau personnel actions are accurate (Self Assessment: 1-10 Scale)	Bureau has documentation showing they regularly (at least semi-annually) check the accuracy of personnel actions and take appropriate action to correct errors/problems.
			Agency has efficient and effective staffed HR program operations.	The number of HR Professionals to the serviced population indicates efficiency in line with other Federal agencies and operations, and is improving. (This is a check-off item.)	F	1	Bureau has efficient and effective staffed HR program operations. (Self Assessment: 1-10 Scale)	Ratio of Personnelists to serviced employees (bureau-wide) is tracked
			Agency is efficiently using all HR operational resources.	The HR cost per employee serviced is comparable to private sector and Federal organizations of similar size and mission, and is improving. (This is a check-off item.)	G	1	Agency is efficiently using all HR operational resources (Self Assessment: 1-10 Scale)	Bureau cost of all HR services (NAPA/Hackett Study) is below government average or improving. [Note: In future, tracking will be done through Activity Based Costing data.]
					G	2		Bureau Personnel Office costs are __% of bureau budget.
		2) HRM activities are carried out in accordance with merit system principles and other pertinent laws and regulations. (Both line managers and HR Professionals)	Employees and supervisors believe the HR actions are merit based.	GWS data from employees, supervisors and managers in response to questions on the merit of recruitment, selection, and advancement activities. (This is a comparative item.)	H	1	Use recent MSPQ #3 - Selections for promotion in my work unit are based on merit.	Reuse recent MSPQ #3 - Selections for promotion in my work unit are based on merit OR GWS survey data. [Note: Reuse of MSPQ3 will result in no change in rating]
			Employees believe they are kept informed about important changes in personnel rules and employee benefits.	GWS data from employees, supervisors and managers in response to questions on how well they are kept informed about important changes in personnel rules and employee benefits. (This is a comparative item.)	I	1	Use recent MSPQ #23 - I am kept informed about important changes in personnel rules and employee benefits.	Reuse recent MSPQ #23 - I am kept informed about important changes in personnel rules and employee benefits OR GWS survey data. [Note: Reuse of MSPQ23 will result in no change in rating]
			Employees, supervisors and managers are trained and provided with guidance on Merit System Principles a new Prohibited Personnel Practices.	GWS data from employees, supervisors and managers in response to questions on whether or not they are trained and provided guidance on MSPQs and PPPs. (This is a comparative item.)	J	1	Use recent MSPQ #16 - During the last two years, my agency has informed me about prohibited personnel practices.	Reuse recent MSPQ #16 - During the last two years, my agency has informed me about prohibited personnel practices OR GWS survey data. [Note: Reuse of MSPQ16 will result in no change in rating]
			HR actions are free from violations of merit system principles and prohibited personnel practices do not occur.	Assessment of agency indicates a lack of merit system principle violations and prohibited personnel practices. (This is a check-off item.)	K	1	HR actions are free from violations of merit system principles and prohibited personnel practices do not occur (Self Assessment: 1-10 Scale)	Internal or external (OPM) reviews indicate a lack of merit system principle violations and prohibited personnel practices
			Legal and regulatory actions are correct and accurate.	Assessment of CPDF accuracy indicates that data is maintained at or above OPM standards. (This is a check-off item.)	L	1	CPDF accuracy is good, compared to OPM goals. (Self-Assessment: 1-10 Scale)	CPDF accuracy is at or above OPM goals.
			HR data used for HR actions, reports, decision making, and planning is correct and accurate.	Assessment of agency plans indicates that processes and systems are in place to check the accuracy of data in the HR Information System. (This is a check-off item.)	M	1	HR data used  by bureaus for HR actions, reports, decision making, and planning is correct and accurate. (Self Assessment: 1-10 Scale)	Bureau has documentation showing they regularly (at least semi-annually) check the accuracy of HR data (FPPS/FHRIS) and take appropriate action to correct errors/problems.
										0
	OMB Core Criteria	Goal		OPM Cross-walk
	A	Aligned with mission, goals, and organizational objectives:
		1) Integrated with budget and strategic plan		A1a
		2) Consistent with OPM Scorecard		All
		3) Complies with internal accountability system		None
	B	Citizen-centered org structure and delayered		A2
	C	1) High-performance workforce, continually improving productivity		D1 (all)
		2) Strategically uses existing flexibilities, tool, and technology		None
		3) Effective succession planning		C1b
	D	No skill gaps in mission critical occupations		B1a
	E	Differentiates between high and low performers (incentives and rewards)		D1a
	F	Skill mix and org structure reflect emphasis on e-Gov and Competitive Sourcing		None
	Notes:
	1)  When using 1-10 Scale, 1 is low and 10 is high.
	2)  When using MSPQ questions total response will be used for rating but both supervisory and non-supervisory responses will be shown.
	3)  When computing ratio of Personnelists to serviced employees, all 200 series positions will be used excluding clerical and EEO.
	4)  For purposes of the first two rating cycles (March and September 2002), competencies will be used synonymously with KSA's.