Like Tobias, Perez, a principal architect of HCAAF while at OPM, noted that the key to making performance management work is getting supervisors and employees to work together to define critical job requirements and articulate performance metrics to which both sides can agree.
Establishing a strong culture of performance in the federal government is imperative for many reasons, including compliance with PMA and HCAAF and tax payer expectations of improved government performance.
HR professionals do indeed play an important role in supporting the process--providing HR data, designing defensible studies, and (in the federal government) advising on OPM and HCAAF requirements.
Another good way to guide the definition of HC goals is to look at HCAAF requirements and ask the question, "How do we address HCAAF requirements in a succinct way?"
For example, a hypothetical HC goal might be to improve the recruitment process (which falls under the HCAAF talent management area), but the metrics need to be more precise and measurable than improving the process, for example, including such goals as reducing the time it takes to get a candidate on board by half, improving the acceptance rate among top candidates by 100 percent, or both.
The HCAAF prescribes development of an accountability plan for all HC initiatives.
By grounding its process in the PMA and HCAAF, the IRS immediately secured high-level government attention to and support for the effort.
The next step was translating the HCAAF standards into a set of specific outcome measures.
In turning the HCAAF outcomes into metrics, the IRS adhered to three design principles that served it well: