|HRM01||Create a Flexible and Responsive Hiring System|
|HRM02||Reform the General Schedule Classification and Basic Pay System|
|HRM03||Authorize Agencies to Develop Programs for Improvement of Individual and Organizational Performance|
|HRM04||Authorize Agencies to Develop Incentive Award and Bonus Systems to Improve Individual and Organizational Performance|
|HRM05||Strengthen Systems to Support Management in Dealing With Poor Performers|
|HRM06||Clearly Define the Objective of Training as the Improvement of Individual and Organizational Performance; MakeTraining More Market-Driven|
|HRM07||Enhance Programs to Provide Family-Friendly Workplaces|
|HRM08||Improve Processes and Procedures Established to Provide Workplace Due Process for Employees|
|HRM09||Improve Accountability for Equal Employment Opportunity Goals and Accomplishments|
|HRM10||Improve Interagency Collaboration and Cross-Training of Human Resource Professionals|
|HRM11||Strengthen the Senior Executive Service So That It Becomes a Key Element in the Governmentwide Culture Change Effort|
|HRM12||Eliminate Excessive Red Tape and Automate Functions and Information|
|HRM13||Form Labor-Management Partnerships for Success|
|HRM14||Provide Incentives to Encourage Voluntary Separations|
In response to another NPR recommendation, OPM in late 1995 issued regulations to decentralize performance management systems. To date, OPM has approved 17 agency systems and published a Performance Management Programs Handbook. OPM continues bimonthly publications of Workforce Performance, a newsletter that provides agencies with information on program design and development issues. As they reform their performance management systems, 20 of the larger agencies are using this opportunity to redesign their systems for dealing more effectively with poor performers.
A series of initiatives is under way to provide family-friendly workplaces. In 1995, Congress passed laws and OPM issued regulations to implement family-friendly leave policies. Federal employees can now use sick leave to adopt a child, serve as a bone-marrow or organ donor, and care for family members or attend their funerals. The limitation on recrediting sick leave has been removed for former federal employees who return to government service. Separately, an Interagency Adult Dependent Care Working Group has been established to promote awareness of federal elder care programs and related activities. In addition, the use of telecommuting is being expanded; pending legislation would expand agencies' authority to allow their employees to telecommute.
Following the recommendations of an interagency workgroup, an Executive Succession Planning Tool Kit has been developed. This uses a corporate model to address the challenges of changes in the executive levels of the civil service. Tool kits have been printed and mailed to heads of departments and agencies, directors of personnel, and senior executive contacts.
Considerable progress in creating labor-management partnerships has been made. To date, about 650 such partnerships have been established. Surveys show that these are beginning to make important differences in agency efficiency and worker satisfaction by addressing issues such as downsizing, customer service, and working conditions. Agencies are identifying measurable savings in legal costs and increased productivity as a result of better working relationships.
To address the challenges of downsizing, President Clinton directed agency heads in September 1995 to establish career transition programs. Consistent with the regulations implementing this direction, 51 agencies have completed career transition assistance plans and submitted them to OPM for review and feedback. Three others have submitted draft plans, and 10 have yet to submit plans. Additionally, OPM, in conjunction with other agencies and local governments in the metropolitan Washington area, has established a career transition center for use by locally based employees. Other centers are being created across the country.