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.

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)

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.

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

• Evaluation, selection and announcement of GSA as the sixth public sector Shared Service Center (SSC) (September 2010)
• Development of the second Agency HR Benchmarking Report (September 2010)
• Development of the SSC HR Benchmarking Report (April 2010)
• Development of the second Cost Benefit Analysis Report(December 2009)
• Development of the first Agency HR Benchmarking Report (November 2009)
• Development of the second Payroll Benchmarking Report (October 2009)
• Development of HR LOB Integration Support Project (ISP) version 1, revisions and updates (February 2009)
• Development of the first Payroll Benchmarking Report (October 2008)
• Development of the Separation Management Concept of Operations (September 2008)
• Development of the HR LOB Technical Model version 2 (May 2008)
• Development of the Migration Planning Guidance version 2.0 (May 2008)
• Development of the HR LOB Federal Case Studies (February 2008)
• Development of the HR LOB Technical Model version 1 (TM) (January 2008)
• Evaluation, selection and announcement of the four private Shared Service Centers (SSCs) (December 2007)
• Development of the Migration Planning Guidance version 1.0 (December 2007)
• Revised and updated the HR LOB requirements and published HR LOB Target Requirements v3 (September 2007)
• Revised and updated the HR LOB service components and published HR LOB SCM v2 (September 2007)
• Development of the HR LOB collection of practices for Human Resources shared services and service delivery (September 2007)
• Development of the Entrance on Duty Concept of Operations (January 2007)
• Development of the HR LOB Service Component Model (SCM v1) (September 2006)
• Development of the HR LOB Target Requirements for SSCs v2 (September 2006)
• Development of the HR LOB Performance Model (PM) (June 2006); and
• Development of the HR LOB Data Model (DM)(February 2006)
• Revised and updated the HR LOB business processes and published the HR LOB Business Reference Model (BRM) version 2 (January 2006)
• Development of the HR LOB Target Requirements v1 for the Shared Service Centers (November 2005)
• Evaluation, selection and announcement of the five public sector Shared Service Centers (SSCs) (August 2005)
• Development of the first-ever end-to-end depiction of Federal HR business processes as reflected in the HR LOB Business Reference Model (BRM) (December 2004)

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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 three tiers.

The Strategy, Policy, Planning and Oversight tier

• The Multi-Agency Executive Strategy Committee (MAESC) is composed of 24 member agencies with OPM and OMB 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 CIO and the OMB Policy Analyst.
• The MAESC ultimately reports to the OPM Director, who chairs the Chief Human Capital Officers' Council (CHCOC).
• The Requirements Board led by OPM’s Employee Services division oversees and approves the policy requirements for HR LOB SSCs.

The User Requirements tier

• The requirements workgroups develop the policy requirements for SSCs.
• The Customer Council represents the voice of the customer, consists of representatives from 15 agencies across the federal government, and reports directly to the MAESC.
• Ad-hoc workgroups are convened by the MAESC on an as-needed basis.

The Operations and Delivery tier

• The Shared Service Center Advisory Council (SSCAC) represents the voice of the providers and includes representatives from the six federal providers.

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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:

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

• Accenture National Security Services
• Allied Technology Group, Inc.
• Carahsoft Technology Corporation
• International Business Machines

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

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