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HR Line of Business

 

Overview

Human Resources IT Transformation (HR ITT) leads the governmentwide transformation of HR Information Technology by focusing on modernization, consolidation, integration, and performance assessment. It manages the Human Resources Line of Business (HR LOB) initiative through active collaboration with agencies and service providers and focuses on improving the strategic management of human resources by:

  • overseeing governmentwide systems and services employed by agencies and service providers
  • improving integration and interoperability of HR systems
  • promoting innovative technologies

Approach

The HR LOB common solution takes a phased approach to delivering HR services through shared service centers based on a common, reusable architecture that leverages open architecture concepts. These solutions will enable the federal government to standardize HR business functions and processes, as well as the systems that support them. The HR LOB common solution will enable a shift in emphasis within the agencies from administrative processing to customer service and strategic planning.

The shared service center approach is designed to encourage competition among federal and private sector providers, and to maximize private sector involvement; this competition, in turn, should result in improved quality, efficiency and customer satisfaction. Economies of scale will help reduce costs and improve efficiencies. A focus on performance results will improve quality and customer satisfaction.

Vision & Goals

HR LOB Vision

The overall vision of the HR LOB is governmentwide, modern, cost-effective, standardized, and interoperable HR solutions providing common, core functionality to support the strategic management of human capital and addressing duplicative HR systems and processes across the federal government.

HR LOB Goals

  1. Improved Management – Improve the governmentwide strategic management of human capital (faster decision making, more informed policy making, more effective workforce management, improved resource alignment with agency missions)
  2. Operational Efficiencies – Achieve or increase operational efficiencies in the acquisition, development, implementation and operation of human resources management and supporting systems (improved servicing ratio / response times, reduced cycle times, improved automated reporting)
  3. Cost Savings/Avoidance – Achieve or increase cost savings/avoidance from HR solution activities (reduced duplicative software / hardware / operations / labor resources, increased competitive environment)
  4. Improved Customer Service – Improve customer service (increased accessibility to client and value, improved communication and responsiveness, enhanced quality, timeliness, accuracy and consistency)

Benefits & Accomplishments

The HR LOB initiative developed a comprehensive Concept of Operations (CONOPS) and Service Delivery Model to guide its efforts. The graphic below depicts the HR LOB CONOPS and Service Delivery Model with the core and non-core functions, their placement relative to Federal agencies and Shared Service Centers, and the supporting architectural artifacts.

Click on the graphic below to download available documents.

Figure 2: HR LOB Concept of Operations  The graphic depicts the HR LOB Concept of Operations and Service Delivery Model propose that Shared Service Centers will provide core services for Personnel Action Processing, Compensation Management, and Benefits Management.  SSCs may optionally provide non-core services supporting the following sub-functions:  HR Strategy, Organization and Position Management, Staff Acquisition, Performance Management, Compensation Management, HR Development, Employee Relations, Labor Relations, and Separation Management.  Customers must acquire core services from providers and may optionally acquire non-core services from providers.  Requirements for these services are defined via the HR LOB Target Requirements for Shared Service Centers and via the five HR LOB Enterprise Architecture artifacts:  Business Reference Model, Data Model, Performance Model, Service Component Model, and Technical Model.

In April 2005, OPM established the Multi-Agency Executive Strategy Committee (MAESC), which led the HR LOB initiative in achieving the following:

Benchmarking

HR LOB has developed reports to document the performance of Federal providers and agencies to relevant industry benchmarks.

Payroll Benchmarking

The HR LOB Federal Payroll Benchmarking Reports document the performance of the Federal payroll providers and compare the results to comparable industry benchmarks, where applicable.

Agency HR Benchmarking

The HR LOB Agency HR Benchmarking Reports document the performance of Federal agencies and compare the results to comparable industry benchmarks, where applicable.

SSC HR Benchmarking

The HR LOB SSC HR Benchmarking Report documents the performance of shared service centers (SSCs) and compares the results to comparable industry benchmarks, where applicable.

CBA Reports

The Cost Benefit Analysis (CBA) depicts the savings realized by the Federal government as agencies migrate to shared service centers (SSCs) for the provision of HR IT systems and services.

Target Requirements

Target requirements for HR functions and service components were identified by government-wide collaborative working groups. SSCs have self-evaluated their capabilities against these target requirements.

Enterprise Architecture

HR LOB’s enterprise architecture provides a blueprint for transformation of the Human Resources business function throughout the federal government.

Business Reference Model

The Business Reference Model provides an end-to-end depiction of the HR business process that takes place at government agencies.

Data Model

The objective of the HR LOB Data Model is to identify the data needed to execute the HR LOB Business Reference Model processes.

Performance Model

The HR LOB Performance Model provides a framework for performance measurement and identifies a common set of HR performance measures to be used throughout the Federal government.

Service Component Model

The HR LOB Service Component Model identifies HR services (service components) and proposes the means for providing them to its customers (service delivery).

Technical Model

The Technical Model provides agencies with a foundation to understand the standards and technologies supporting the secure delivery, exchange and construction of business (or service) components and e-Government solutions specific to the HR LOB.

Migration Planning Guidance

The Migration Planning Guidance is a guide to assist customer agencies to prepare for and manage a migration of their human resources operations to a shared services center (SSC).

HRIT Transformation

The HR LOB leads the government-wide transformation of HR Information Technology by focusing on modernization, consolidation, integration, and performance assessment.

Strategic HR

The HR LOB has developed documents on Strategic HR to assist agencies and Shared Service Centers (SSCs) as the role of HR transforms in the Federal government.

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Governance

The HR LOB governance structure establishes the oversight and development of the common solution(s) for the transformation of the Federal government from a duplicative, dispersed HR IT environment to a standardized solution or set of solutions characterized by interoperability, efficiency, and service excellence. The governance structure described below was developed to enable a competitive environment in which customer agencies have the option to choose from a public or private shared service center for their human resources functions (core and noncore) and to facilitate a seamless integration of HR solutions. It ensures that each federal agency has a voice in determining how the common solution(s) will be developed and implemented while enabling existing SSCs to participate in the process. The current governance structure of the HR LOB includes two tiers.

The Strategy, Policy, Planning and Oversight tier

  • The Multi-Agency Executive Strategy Committee (MAESC) is composed of 24 member agencies with three OPM executives serving as co-chairs. The list of the 24 participating agencies is available on the Partners tab of this page.
  • The MAESC is co-chaired by the OPM CHCO, OPM CIO, and OPM PPA Director.
  • The MAESC ultimately reports to the OPM Director, who chairs the Chief Human Capital Officers' Council (CHCOC).

The Stakeholder Engagement tier

  • Ad-hoc workgroups are convened by the MAESC on an as-needed basis
  • The Shared Service Center Advisory Council (SSCAC) represents the voice of the providers and includes representatives from the six HR SSCs (USDA/NFC, DOD/DCPAS, GSA, HHS, DOI/IBC, and Treasury/BPD) along with DOD/DFAS as a payroll provider.

The HR LOB governance structure consists of two tiers. The top tier is

Partners

Managing Partner

Executive Sponsor

HR LOB Partners

The Multi-Agency Executive Strategy Committee (MAESC) is the central governing body of the HR LOB. The MAESC is comprised of the 22 HR LOB member agencies with OPM and OMB as co-chairs. The 24 participating agencies are:

The HR LOB selected six public sector SSCs to provide HR services for the federal government. The six public sector SSCs are:

The following provider also provides payroll services for the federal government:

Shared Service Center Points of Contact
SSCNameEmailPhone
DOD Deb Breining Deborah.Breining@cpms.osd.mil 703-696-1760
GSA Paul York paul.york@gsa.gov 816.926.8126
HHS Laura Glass laura.glass@psc.hhs.gov 202.595.4444
IBC LC Williams LC_Williams@nbc.gov 303.969.7200
NFC John White John.white@nfc.usda.gov 504-426-0110
Treasury Debra Vess Debra.Vess@do.treas.gov 202-927-5289


The HR LOB selected four private sector SSCs to provide HR services for the federal government. The four private sector SSCs are:

The latest information on the private sector is available at the GSA eLibrary.

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