netrashetty
Netra Shetty
Minnesota IMPLAN Group, Inc. (MIG) is the corporation that is responsible for the production of IMPLAN (IMpact analysis for PLANning) data and software.
Using classic input-output analysis in combination with regional specific Social Accounting Matrices and Multiplier Models, IMPLAN provides a highly accurate and adaptable model for its users. The IMPLAN database contains county, state, zip code, and federal economic statistics [1] which are specialized by region, not estimated from national averages and can be used to measure the effect on a regional or local economy of a given change or event in the economy's activity
The lynchpin that holds all of this planning and implementation together is the relationship
between HR executives and staffs and agency management. In the past, there was often much
contention between the two groups because of HR’s role as “gatekeeper,” enforcing the laws,
rules, and regulations. Now, with the role of the human resources staff shifting toward achieving
organizational results, HR and management need to work together to further HRM’s ability to
have an impact on agency decisions and achievement of goals. So, let’s take a look at how well
these relationships have been fostered thus far.
Corporate HR and Top Agency Management
The relationship between corporate HR and top agency management varies greatly by agency. A
few agencies, like SSA, NASA, Air Force, and GSA, have been able to develop strong working
relationships with management in which HR is a full member of the agency decision-making body.
Most other agency HR executives have not been so fortunate. They are generally brought into
the agency decision-making process during the implementation phase rather than being consulted
in the beginning on how decisions may impact agency human resources or vice versa.
For some agencies, it has been a hard road “getting to the table.” For others, it has been more of
a natural transition. In exploring how to elevate HR’s role to management partner, agencies
where this has been achieved attribute their success to a combination of the following factors:
Reporting relationships - In agencies where there is a direct reporting relationship between
the head of HR and the head of the agency, HR generally has a more visible role in agency
decision-making.
Management advocates - In agencies where there is a strong HR advocate in senior
management, HR enjoys more involvement in the agency decision-making.
Credibility - HR representatives who are formerly program managers tend to earn more
credibility from the other managers. This type of individual knows, first hand, what the
program concerns are and how HR decisions will impact the program, and can speak the
same programmatic language.
Culture - In some agencies, the recognition that its people are its most important asset has
U.S. Office of Personnel Management
Strategic Relationships
traditionally been part of the culture. Therefore, it is natural for the HR leader to have a
voice in agency decisions.
Value - In all cases, HR has to bring value to the discussion in order to be considered a
member of the management team. If you have little or nothing to offer, you will not keep
your seat at the table.
Because HR executives have little control
over agency reporting relationships, manage-
ment advocacy, executive appointments, and
agency culture, they need to focus their ef-
forts on providing value to agency business
discussions. But what kind of value can HR
bring to the agency decision-making table?
Other corporate functions have no problem
demonstrating their value. The Chief
Financial Officer has the money. The Chief
Information Officer has the technology.
Without money and technology, an organ-
ization is severely hindered. But HR has the
people, and without the people, the organ-
ization has no one to do the work. So why
has HR not been able to capitalize on this
strength? We were able to identify two
reasons.
First, HR has not historically had the statistics or data that can excite management and show how
HRM influences agency success. Second, HR has focused on internal operations rather than
activities that impact the entire agency. These facts are recognized by the Strategic Human
Resources Roundtable, an OPM-sponsored working group of Governmentwide HR Directors that
meets periodically to discuss HR’s role in GPRA. This group acknowledges that to address these
shortcomings, HR needs to ask itself what are the HRM concerns that will gain management’s
attention, and does HR have the data that can help address those concerns?
The Social Security Administration:
How HR Stays at the Table
SSA’s HR Office has a good record of
contributing substance, creativity, and
innovative solutions to dealing with agency
issues. For example, when SSA heeded
NPR’s call to downsize administrative staffs,
the HR office devoted substantial time and
resourcefulness to redeploying these dis-
placed employees to direct service jobs. For
the headquarters employees who did not want
to leave the area, HR helped to create a direct
service office at headquarters and bring work
there. Not only does this demonstrate HR’s
ingenuity in turbulent times, but it is a fitting
example of how SSA values its employees.
Using classic input-output analysis in combination with regional specific Social Accounting Matrices and Multiplier Models, IMPLAN provides a highly accurate and adaptable model for its users. The IMPLAN database contains county, state, zip code, and federal economic statistics [1] which are specialized by region, not estimated from national averages and can be used to measure the effect on a regional or local economy of a given change or event in the economy's activity
The lynchpin that holds all of this planning and implementation together is the relationship
between HR executives and staffs and agency management. In the past, there was often much
contention between the two groups because of HR’s role as “gatekeeper,” enforcing the laws,
rules, and regulations. Now, with the role of the human resources staff shifting toward achieving
organizational results, HR and management need to work together to further HRM’s ability to
have an impact on agency decisions and achievement of goals. So, let’s take a look at how well
these relationships have been fostered thus far.
Corporate HR and Top Agency Management
The relationship between corporate HR and top agency management varies greatly by agency. A
few agencies, like SSA, NASA, Air Force, and GSA, have been able to develop strong working
relationships with management in which HR is a full member of the agency decision-making body.
Most other agency HR executives have not been so fortunate. They are generally brought into
the agency decision-making process during the implementation phase rather than being consulted
in the beginning on how decisions may impact agency human resources or vice versa.
For some agencies, it has been a hard road “getting to the table.” For others, it has been more of
a natural transition. In exploring how to elevate HR’s role to management partner, agencies
where this has been achieved attribute their success to a combination of the following factors:
Reporting relationships - In agencies where there is a direct reporting relationship between
the head of HR and the head of the agency, HR generally has a more visible role in agency
decision-making.
Management advocates - In agencies where there is a strong HR advocate in senior
management, HR enjoys more involvement in the agency decision-making.
Credibility - HR representatives who are formerly program managers tend to earn more
credibility from the other managers. This type of individual knows, first hand, what the
program concerns are and how HR decisions will impact the program, and can speak the
same programmatic language.
Culture - In some agencies, the recognition that its people are its most important asset has
U.S. Office of Personnel Management
Strategic Relationships
traditionally been part of the culture. Therefore, it is natural for the HR leader to have a
voice in agency decisions.
Value - In all cases, HR has to bring value to the discussion in order to be considered a
member of the management team. If you have little or nothing to offer, you will not keep
your seat at the table.
Because HR executives have little control
over agency reporting relationships, manage-
ment advocacy, executive appointments, and
agency culture, they need to focus their ef-
forts on providing value to agency business
discussions. But what kind of value can HR
bring to the agency decision-making table?
Other corporate functions have no problem
demonstrating their value. The Chief
Financial Officer has the money. The Chief
Information Officer has the technology.
Without money and technology, an organ-
ization is severely hindered. But HR has the
people, and without the people, the organ-
ization has no one to do the work. So why
has HR not been able to capitalize on this
strength? We were able to identify two
reasons.
First, HR has not historically had the statistics or data that can excite management and show how
HRM influences agency success. Second, HR has focused on internal operations rather than
activities that impact the entire agency. These facts are recognized by the Strategic Human
Resources Roundtable, an OPM-sponsored working group of Governmentwide HR Directors that
meets periodically to discuss HR’s role in GPRA. This group acknowledges that to address these
shortcomings, HR needs to ask itself what are the HRM concerns that will gain management’s
attention, and does HR have the data that can help address those concerns?
The Social Security Administration:
How HR Stays at the Table
SSA’s HR Office has a good record of
contributing substance, creativity, and
innovative solutions to dealing with agency
issues. For example, when SSA heeded
NPR’s call to downsize administrative staffs,
the HR office devoted substantial time and
resourcefulness to redeploying these dis-
placed employees to direct service jobs. For
the headquarters employees who did not want
to leave the area, HR helped to create a direct
service office at headquarters and bring work
there. Not only does this demonstrate HR’s
ingenuity in turbulent times, but it is a fitting
example of how SSA values its employees.
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