1.1.22 Human Capital Office

1.1.22.1 (02-01-2007)
Human Capital Office (HCO)

  1. The mission of the Human Capital Office (HCO) is as follows:
    1. To provide human capital strategies and tools for recruiting, hiring, developing, retaining, and transitioning a highly-skilled and high-performing workforce to support IRS mission accomplishments;
    2. To develop and implement technology enabled systems and processes to improve human capital planning and management and empower employees to achieve their potential; and,
    3. Dedicate itself to making IRS an employer of choice and a leader in human capital planning and management.
  2. The Chief Human Capital Officer reports to the Deputy Commissioner for Operations Support and provides executive leadership and direction in all matters relating to the Service’s employees, overseeing the design, development, and delivery of comprehensive, Servicewide HR management and development programs that contribute to the Service’s vision and mission. Responsibilities include:
    1. Administering federal laws and the compensation program, which include development, application and implementation of Servicewide and business specific policy and expert advice and guidance;
    2. Establishing and administering Servicewide policies, programs, products and services related to labor and employee relations issues, including case support;
    3. Developing and implementing technology-enabled systems and processes to improve human capital planning and management;
    4. Administering and coordinating recruitment, hiring and employee classification and development activities; and
    5. Administering Servicewide policies, programs, products and services related to employee benefits, retirement, workers’ compensation and worklife programs.
  3. The Human Capital Office is comprised of a Chief Human Capital Officer, Deputy Chief Human Capital Officer, seven divisions and three program offices:
    • Executive Services Division
    • Learning, Education and Delivery Services Division (stand-up: June 2007)
    • Resources Management Division
    • Planning and Measures Division
    • Workforce Retention and Transition Division
    • Talent, Hiring and Recruitment Division
    • Workforce Relations Division
    • Organizational Change Program Office
    • One-Stop Service and Customer Relations Program Office
    • Pay for Performance Program Office

1.1.22.1.1 (02-01-2007)
Executive Services Division

  1. The Office of Executive Services is responsible for providing an integrated, one-stop approach to resolving problems or providing analytical, advisory and support services to the Senior Executive Service and Streamlined Critical Pay Executives in the following principal functions:
    1. Position Classification and Management,
    2. Organizational Structuring,
    3. Staffing and Recruitment,
    4. Term Appointments,
    5. Relocation,
    6. Redeployment,
    7. Succession Planning,
    8. Performance Management,
    9. Compensation,
    10. Awards and Bonuses,
    11. Personnel/Payroll Systems, and
    12. Executive Development Recruitment/Training.
  2. The Director, Executive Services Division reports to the Chief Human Capital Officer and is responsible for:
    1. Executive Recruitment, Staffing and Employment,
    2. Executive Operations Services,
    3. Streamlined Critical Pay (SCP),
    4. Executive Performance Management,
    5. Executive Position Management ,
    6. Succession Planning,
    7. Competency Modeling,
    8. Executive Development (XD and CDP),
    9. CDP Recruitment and Program Administration,
    10. XD Development/Training Program, and
    11. Executive Readiness (XR), (recruitment only).

1.1.22.1.2 (02-01-2007)
Learning, Education and Delivery Services Division (stand-up: June 2007)

  1. The mission of Learning, Education and Delivery Services (LEADS) Division is to provide overall governance and guidance, set education policy and standards, and provide program administration, technology support, quality standards, leadership development, and central delivery services for the IRS.
  2. The Director, Learning Education and Delivery Services Division, reports to the Chief Human Capital Officer and is responsible for:
    1. Servicewide policy, guidance and standards for the educational community;
    2. E-Learning Systems [i.e., Enterprise Learning Management System (ELMS) and Learning Content Management Systems (LCMS)];
    3. E-content development standards and system intake;
    4. Education professional support for IRS Managers and HCO Employees;
    5. Administering cross-functional programs, including Mandatory Briefings, Instructor Development; Instructor Quality Recognition System; and Instructor Certification Training Program;
    6. Quality monitoring including, Tools for Levels I, II, III and IV, evaluation results on all courses;
    7. Centralized advocacy for training issues, priorities;
    8. Succession Planning; and
    9. Delivery of all IRS Learning events.

1.1.22.1.3 (02-01-2007)
Planning and Measures Division

  1. The mission of the Planning and Measures Division is to positively impact the achievement of the four IRS human capital strategic goals through collaborative, timely and accurate strategic planning, workforce planning, meaningful assessment and accountability systems, and conscientious reporting to oversight bodies.
  2. The Director, Planning and Measures Division reports to the Chief Human Capital Officer and is responsible for:
    1. The IRS Human Capital Strategic Plan (HCSP) and Implementation Plan (HCSIP).
    2. The IRS Strategic Workforce Plan.
    3. Strategic Human Capital Assessment and Accountability Framework, including human capital:
      • metrics, analysis and reports;
      • balanced measures and related strategy map;
      • performance scorecards; and
      • project management/risk management.
    4. Technology driven workforce data systems.
    5. External stakeholder and oversight liaison, communications, and reports.

1.1.22.1.4 (02-01-2007)
Resources Management Division

  1. The mission of Resources Management Division is to ensure that resources are properly aligned to facilitate achievement of the strategic objectives of the IRS Commissioner and Chief Human Capital Officer. Resources Management duties and responsibilities have a direct correlation to IRS strategic objectives.
  2. The Director, Resources Management Division reports to the Chief Human Capital Officer and is responsible for the programs outlined in the chart below:
    Planning

    • Budget Formulation
    • Employee Engagement Plan
    Resource Management

    • Budget Execution
    • Approved staffing pattern
    • Organization Charts
    Reporting

    • Business Performance Review
    • Quarterly Plan
    • Weekly Report
    • Oversight Board reporting
    • Operational Reviews
    • Ad hoc reports
    Customer Outreach

    • Support Agreements
    • Customer Information Exchanges
    Administration

    • ESTracker administration
    • Employee Engagement Survey data collection and analysis
    • Contingency/Business Resumption planning
    • GAO/TIGTA reporting
    • Internal Management Documents/IRM coordination
    • Space coordination
    • Fair Act coordination
    Procurement/Acquisition
    Communications/Website Development
    Concept of Operations/Service Agreements
    Internal Metrics

1.1.22.1.5 (02-01-2007)
Talent, Hiring and Recruitment Division

  1. The HCO Talent, Hiring and Recruitment Division provides policies, products and services that support business efforts to identify, recruit, hire and advance a workforce with the competencies necessary to achieve current and future organizational performance goals. Technology and reengineering are leveraged to improve delivery of products and services.
  2. The Director, Talent, Hiring and Recruitment Division, reports to the Chief Human Capital Officer and is responsible for:
    1. Talent, hiring and recruitment policy formulation, technical guidance, oversight and implementation;
    2. Position management and classification policy formulation, technical guidance, management and support;
    3. Competency modeling, inventory management and occupational analysis;
    4. Assessment design, implementation and impact analysis;
    5. Strategic recruitment planning, campaign management and infrastructure support;
    6. External hiring, including announcement, delegated examining and hiring action support;
    7. Internal hiring, including internal placements, promotions, other competitive actions and a majority of the non-competitive actions nationwide;
    8. Career and succession planning services;
    9. Design, development, management and implementation of HR technology solutions;
    10. Management, evaluation and oversight of HR technology infrastructure; and
    11. Operational and strategic HR process reengineering.

1.1.22.1.6 (02-01-2007)
Workforce Relations Division

  1. The mission of Workforce Relations Division is to establish IRS labor and employee relations policy and provide related support and expertise to Service management and employees, as well as its field and embedded labor/employee relations staff and operations.
  2. The Director, Workforce Relations Division reports to the Chief Human Capital Officer and is responsible for:
    1. Labor Relations (LR) Policy;
    2. Labor Management Relations;
    3. Negotiations;
    4. Employee Relations (ER) Policy;
    5. Employee Relations - Performance and conduct cases, grievance cases and management inquiries initiated by ECCO;
    6. Unacceptable Performance;
    7. Support of the 1203 Review Board and the Employee Tax Compliance Program;
    8. LR-ER Activity Analysis and Reports;
    9. Ethics/Conduct (450 file, Ethics, 1203); and
    10. Special Processing (wage garnishment).

1.1.22.1.7 (02-01-2007)
Workforce Retention and Transition Division

  1. The mission of the Workforce Retention and Transition (WRT) Division is to ensure end to end accountability for retaining our employees through integrated programs (performance management, compensation, benefits and worklife) that pay, reward and transition employees throughout their careers. The WRT Division also ensures consistent Servicewide policies for the execution of Reduction-in-Force (RIF) and mitigation strategies to support workforce transition initiatives.
  2. The Director, Workforce Retention and Transition Division reports to the Chief Human Capital Officer and is responsible for the programs, products, and services outlined in the chart below:
    Compensation Policy

    • Pay Administration
    • Grade and Pay Retention
    • Recruitment, Retention, Relocation and other Incentives
    • Early-out Leave, Hours of Work, Alternate Work Schedules,Tours of Duty, Compensatory Time, and Overtime
    Performance Management Policy

    • Performance Management Program for Managers, Management Officials, and Confidential Management/Program Analysts (GS-343, Non-Bargaining Unit)
    • Performance Management Program for Employees (Bargaining Unit and Non-Bargaining Unit)
    • Performance Plans, Critical Job Elements, and Performance Appraisals
    • Awards and Recognition (Bargaining and Non-Bargaining Unit)
    • Support to Paybanding, Pay for Performance, and Performance-Based Bonuses
    Retention

    • Retention program policy and execution.
    • Address retention issues impacting mission critical occupations and other areas of specific emphasis.
    • Determine and develop methods of mitigating un-planned and un-wanted attrition and migration trends.
    • Workforce analysis of attrition and migration trends
    Benefits and Services (BeST)

    • Retirement: Voluntary, Disability, Early-out
    • Insurance: Health, Life, Long Term Care
    • Death in Service
    • Thrift Savings Plan
    • Flexible Spending Accounts
    • Guidance on health fairs
    Workforce Restructuring and Operations

    • Provides policy, processes, advisory and implementation support for ODs and other principal offices undergoing organizational change
    • Mitigation Strategies Policies, Processes and Implementation
    • Transition Management Programs Policies, Processes and Implementation, including Reduction in Force
    • Advisory Services for ODs/principal offices for organizational change resulting in:
    1. Job Abolishment
    2. Mitigation Strategies
    3. Directed Reassignments
    4. Reduction in Force
    • Coordination and consultation with other HCO functions.
    Centralized Activities -Benefits and Services Team (BeST), Workers’ Compensation Center (WCC), and Worklife Programs
    BeST

    • Retirement: Voluntary, Disability, Early-out, Discontinued Service
    • Insurance: Health, Life, Long Term Care
    • Death in Service
    • Thrift Savings Plan
    • Flexible Spending Accounts
    • Guidance on Health Fairs
    WCC

    • Workers’ Compensation Claim Processing and Case Management
    • Leave Buy Backs
    • Safety and Health Information Management Systems (SHIMS)
    • Safety, Health and Return to Employment (SHARE) Reports
    Worklife Programs

    • Child Care Centers
    • Fitness Centers
    • Drug-Free Workplace Program
    • Emergency Leave Transfer Program
    • Employee Assistance and Worklife Referral Services Program (EAP)
    • Employee Suggestion Program (ESP)
    • Flexiplace (Telework) Program
    • Health Services Program
    • Leave Sharing Program
    Organizational Development

    • Change and Transition Consulting
    • Internal Organization Development Consulting Services
    • External Organization Development Consulting Services

1.1.22.1.8 (02-01-2007)
One-Stop Service and Customer Relations Program Office

  1. The One-Stop Service and Customer Relations (OSSCR) Program Office provides leadership and focus among the HCO Divisions to support IRS workforce initiatives, and, utilizing a one-stop service concept, provides or brokers HCO services to IRS four Operating Divisions (ODs) and other principal offices who need specialized support by collaborating within HCO to deliver the assistance.
  2. The One-Stop Service and Customer Relations Program Director reports to the Chief Human Capital Officer. The program office is responsible for:
    1. Providing support and enhance one-stop service to servicewide workforce initiatives by coordinating and shepherding internal HCO processes, procedures, and deliverables for the ODs/principal offices;
    2. Serving as Customer Liaisons: provide or broker HCO services to ODs/principal offices who need specialized support;
    3. Collaborating within HCO to support the delivery of HCO service, policy, and program development;
    4. Communicating and representing the ODs/principal offices interests which are supported by HCO policies and programs;
    5. Providing an array of management advisory services to connect the ODs/principal offices need with the HCO responsible component;
    6. Monitoring delivery of promised services, products and policy;
    7. Detecting and correcting delivery obstacles, bottlenecks and other issues which may arise;
    8. Pursuing ODs/principal offices satisfaction with HCO services;
    9. Elevating issues and barriers within HCO to the responsible HCO Director for resolution;
    10. Coordinating Enterprise Portfolio Project Management; and
    11. Coordinating HCO Division-wide services and responses as appropriate.

1.1.22.1.9 (02-01-2007)
Organizational Change Program Office

  1. The Service established an executive committee, the Management Oversight Subcommittee for Organizational Change (MOSOC) and the Organizational Change Program (OCP) Office to provide a structure for managing organizational changes, such as workforce consolidations, reductions and hiring initiatives. Both entities, MOSOC and OCP, facilitate identification, approval, and monitoring of initiatives and both have strategic and operational responsibilities and serve as the official repository for organizational changes.
  2. OCP is a “one-stop service” to ensure stakeholders receive coordinated and integrated services from OSSCR and other IRS principal offices.
  3. The Organizational Change Program Office Director reports to the Chief Human Capital Officer. The OCP responsibilities include:
    • Organizational Change Initiatives;
    • Transition Support;
    • Hiring Initiative Readiness and Implementation Team (HIRIT);
    • Process Owner for PeopleTrak; and
    • Liaison with Legislative Affairs for all congressional contacts regarding workforce initiatives and hiring plans.

1.1.22.1.10 (02-01-2007)
Pay for Performance Program Office

  1. The mission of the Pay for Performance (PFP) Program Office is to design, develop and implement the IRS performance based pay system that recognizes and rewards performance through pay adjustments and bonuses.
  2. The Director, Pay for Performance Program Office reports to the Chief Human Capital Officer and is responsible for:
    • Reviewing, evaluating and modifying the IRS pay for performance system;
    • Issuing Internal Revenue (IR) payband policies and guidance;
    • Proposing legislative and regulatory changes to the Service-wide pay for performance system, as appropriate; and
    • Providing content for the Managers Payband Resource Center.
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