According to the testimony of David Walker, U.S. Comptroller General, "Using Strategic Human Capital Management to Drive Transformational Change" (July 15, 2002 before the National Commission on the Public Service), federal agencies need to transform their cultures and shift their overall orientation from (GAO Report 02-940T):
Processes to results
Stovepipes to matrixes
Hierarchical to flatter and more horizontal structures
An inward focus to an external (citizen, customer, and stakeholder) focus
Management control to employee empowerment
Reactive behavior to proactive approaches
Avoiding new technologies to embracing and leveraging them
Hoarding knowledge to sharing knowledge
Avoiding risk to managing risk
Protecting turf to forming partnerships
Coincidentally, many of these goals form the basic tenets for knowledge management. On April 12, 2001, David Walker gave a presentation entitled "Human Capital and Knowledge Management: Connecting People to Information." In his talk, Walker highlighted how knowledge management assists human capital management (http://www.gao.gov/cghome/km):
Supports matrix management (i.e., with mechanisms to bring the right people with the right skills together to maximize the value and manage risk involved with any undertaking);
Aids coordination across borders, sectors, agencies, levels, and boundaries;
Helps leaders and employees embrace needed cultural transformations;
Helps leaders manage change;
Helps managers plan their IT efforts to support employee's knowledge sharing needs;
Helps employees identify their efforts to their organization's strategic plan by assisting in building expertise, enhancing professional development, improving recruitment, and improving retention.
For many of these reasons, knowledge management can be seen as a key pillar of an organization's human capital strategy.
In April 2001, the American Society for Training and Development issued recommendations on improving the human capital management in the federal government. One of the recommendations was to encourage agencies to develop a learning strategy that includes e-learning as a key component for maximizing technology for customized, anytime, anywhere learning. Developing a learning strategy should be a critical part of an agency's human capital strategy. According to Professor Ian Cunningham in the United Kingdom (http://www.selfmanagedlearning.org), a good learning strategy should include the following:
Change strategies need to include reference to learning needs that will be part of the change (i.e., a learning strategy has to be part of a change process).
Learning has to be seen as an organizationwide commitment, managed from the top and highly visible.
Much learning cannot be achieved through quick-fix modes.
Other people management practices need to tie in with a learning strategy.
Shared learning needs encouragement.
David Skyrme, in his article "Developing a Knowledge Strategy" (http://www.skyrme.com/pubs/knwstrat.htm), believes that learning is an important component of a "knowledge strategy" as well. A knowledge strategy typically has two thrusts. The first is to make better use of the knowledge that already exists within the firm. The second major thrust of knowledge-focused strategies is innovation— the creation of new knowledge and turning ideas into valuable products and services (http://www.skyrme.com/pubs/knwstrat.htm). Here, transforming individualized learning into organizational learning is critical.
On March 15, 2002, GAO released "Model of Strategic Human Capital Management" (GAO Report 02-373SP) that agencies could follow. This model has four human capital cornerstones, eight critical success factors, and three levels of measurement. The model is shown in the following table:
HUMAN CAPITAL CORNERSTONES | CRITICAL SUCCESS FACTORS |
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Leadership |
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Strategic human capital planning |
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Acquiring, developing, and retaining talent |
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Results-oriented organizational cultures |
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Each of the critical success factors can be described in three levels, as discussed in GAO Report 02-373SP:
Level 1: | The approach to human capital is largely compliance-based; the agency has yet to realize the value of managing human capital strategically to achieve results; existing human capital approaches have yet to be assessed in light of current and emerging agency needs. |
Level 2: | The agency recognizes that people are a critical asset that must be managed strategically; new human capital policies, programs, and practices are being designed and implemented to support mission accomplishment. |
Level 3: | The agency's human capital approaches contribute to improved agency performance; human capital considerations are fully integrated into strategic planning and day-to-day operations; the agency is continuously seeking ways to further improve its people management to achieve results. |
Besides the GAO model for human capital, OPM (through the Human Resources Management Council) has a Human Capital Scorecard that considers five areas as key dimensions of human capital: Strategic Alignment, Strategic Competencies (Talent), Leadership, Performance Culture (Strategic Awareness), and Learning (Knowledge Management). The following tables outline the performance goals and measures under each of these five dimensions (http://www.opm.gov/humancapital/scorecard.htm):
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).
Performance Goals | Measures |
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There is an explicit and well-communicated link between HR strategies and plans and the agencies' strategic objectives |
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The organization is well structured to support its mission |
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Employees understand their organization's plans and are involved in the strategic planning and reporting process |
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Strategic Competencies (Talent): Recruit, hire, develop, and retain employees with the strategic competencies for mission critical occupations.
Performance Goals | Measures |
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Desired competency levels in mission-critical occupations is achieved |
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Desired recruitment/retention rate for employees with strategic competencies is achieved |
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Desired quality level of new hires is achieved |
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Leadership: Ensures that leadership in the agency inspires, motivates, and 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 by applying these values.
Performance Goals | Measures |
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Agency recruits, develops, and retains high performing leaders |
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Agency leaders create high levels of motivation and commitment in the workforce |
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Leaders maintain high standards of honesty and integrity that serve as a model to the whole workforce |
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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.
Performance Goals | Measures |
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Agency develops, rewards, and retains high performers and deals effectively with poor performers |
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Employees are engaged and focused on achieving the results expected of them |
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Agency fosters a climate that values diversity |
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Learning (Knowledge Management): Promote a knowledge-sharing culture and a climate of openness; promote continuous learning and improvement.
Performance Goals | Measures |
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Knowledge management strategies and/or systems are in place |
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Agency invests strategically in training and development opportunities for employees |
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A climate of learning and growth exists throughout the agency |
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In November 2002, OPM, OMB, and GAO decided to combine their work into a comprehensive human capital framework. This framework is called the "Human Capital Assessment and Accountability Framework" and consists of the following:
Human Capital Standard for Success | Critical Success Factor |
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Strategic Alignment |
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Workforce Planning and Deployment |
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Leadership and Knowledge Management |
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Performance Culture |
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Talent |
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Accountability |
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