OHC Divisions


Executive Resources (ER)

The Executive Resources Division develops, formulates, coordinates, and administers the Department's Executive Resources program. This includes facilitating decisions by and providing administrative support to the Department's Executive Resources Board (ERB). The ERB plays a prominent role in managing the Senior Executive Service (SES), Senior Level (SL), and Scientific and Professional (ST) needs and allocation requirements of DOI's bureaus and offices. The division provides the following services in support of ERB activities: position management, classification, qualifications determinations, documenting merit selections, pay setting, pay adjustments, developing performance appraisal systems, adjudication of pay-for-performance decisions for pay adjustments and performance awards, Presidential Rank Award coordination, assisting with executive development programs, Presidential Management Fellow certification, and other assigned tasks.

Human Resources Information Systems (HRIS)

The Human Resources Information Systems Division provides oversight, guidance and recommendations to senior DOI leaders for the overall procurement, development, integration, modification, operation, and maintenance of the Department’s human resources information systems and services. The HRIS Director and staff develop HR information systems policy and best practices in the areas of automation gaps, deployment, appropriate use, internal controls, security, project and life cycle management, capital investment planning, change requests, budget, protection of data, service standards, vendor management, modernization, and managing service agreements.

In support of the HR Line of Business (HRLOB), the Division develops and implements methods and allocation of resources in order to assure that human capital information systems and HR automated service initiatives are in alignment with DOI strategic goals, commitments and policies, and reflect industry best practices. The division also evaluates the success of HR information systems and service policies and alignment with existing management processes.  The DOI Human Resources Management Segment Roadmap consists of the following proposed investments:

  1. Business Intelligence
  2. Talent Management
  3. Federal Personnel and Payroll System (FPPS) Modernization
  4. Secure Access to HR Systems
  5. Workforce Management
  6. Human Resources Portal
  7. Time and Attendance
  8. 508 Compliance for HR Systems
  9. NewPay

Strategic Human Capital Planning and Evaluation (SCHPE)

The Strategic Human Capital Planning and Evaluation Division has responsibility for developing Departmental policy and providing guidance for the following:

  1. Conducts strategic human capital planning utilizing strategic goals, human capital investment data, workforce analysis, human capital trends analysis and metrics and HR-Statistics (HRStat) data;
  2. Serve as central point to ensure all human capital policies are complete, current and in compliance;
  3. Perform data analytics to report on quantifiable outcomes of HR programs to assess return on human capital investment per the GPRA-MA;
  4. Engage the HRStat Program to evaluate HR programs, processes and initiatives’ maturity level through performance measures, and metrics to assess contribution to mission delivery;
  5. Engage strategic workforce analysis and planning to determine potential impacts to mission goals and provide recommendations to mitigate impacts to mission delivery;
  6. Collaborate with OPM, OMB and other Agencies on the President’s Management Agenda and other government-wide human capital initiatives to create efficiencies and effectiveness in human capital programs; and
  7. Engage in innovation by way of leveraging technology to assess design of human capital workflow processes and procedures to identify redundancies that would impede agency performance and outcomes and provide advisory services to mitigate impact.

Strategic Talent Management (TM)

The Strategic Talent Management Division has primary responsibility for recruitment (selective factors, OPM certification, delegated examining, applicant supply file), placement, merit promotion (competitive actions, non-competitive actions, areas of consideration, certification), employment policy, staff planning, qualification standards, medical qualification standards, testing, Outstanding Scholar appointments, Intern programs (Diversity, Presidential Management, Student), seasonal employment, details, volunteer programs, buyouts, furloughs, variation requests, Federal Equal Opportunity Recruitment Program, Reduction-in-Force and Veterans programs. Develops and operates the Department's applicant referral processes and the placement assistance programs (including the Career Transition Assistance Program, Interagency Career Transition Assistance Program, and Special Placement Program). The Division also coordinates and monitors the Department's Welfare to Work program.

The Division has primary responsibility for position classification, position management, classification standards programs, consistency reviews, adjudication of classification appeals, pay, and compensation programs. The Division analyzes and reviews position structures in bureaus and offices and recommends appropriate action; designs position structures and requirements to achieve maximum cost effectiveness and contribution to program goals; provides advice and assistance to management in these program areas; and administers the classification appeals program for the Department. Reviews proposed organizational revisions and makes recommendations regarding position management and other personnel implications. Provides classification advice and assistance to the bureaus and generally oversees the effectiveness of the classification program throughout the Department. Compensation and Pay aspects include merit and premium pay, hourly wage rates, General Schedule pay setting, special rates, FEPCA, FLSA, pay determinations, pay appeals, backpay, and wage surveys.

The Division has primary responsibility for the Department's policy on training; upward mobility; supervisory, manager, and executive development systems; assessment systems; mobility programs; participation in the Executive Seminar Centers; Intergovernmental Personnel Act assignments; and the Senior Executive Service Candidate Development Program. The Division also establishes policies in all areas of career management including, orientation and acculturation programs, succession planning, technical and skills training, mentoring programs, management and leadership training, supervisory training, and career development programs (career entry and developmental, mid-level intake and developmental, career broadening, leadership potential, and executive preparation).

Workforce Relations (WR)

The Workforce Relations Division has responsibility for the Departmental employee relations, benefits, absence and leave, awards programs (length of service, incentive awards, and functional awards), occupational health and safety programs, drug testing, violence in the workplace, family-friendly and personnel-related quality of work-life/productivity activities. Among the employee relations areas handled are performance management (appraisals and standards), grievances, adverse actions, disciplinary actions, dispute resolution, and appeals. Provides guidance on a variety of issues, e.g., alternative work schedules, acquired immune-deficiency syndrome (AIDS), trial and probationary periods, and benefits (retirement, health and life insurance, social security, Thrift Savings Plan, Employee Express, Medicare, VERA), injury and unemployment compensation. Awards activity concentrates on the Secretary's performance awards and prestigious awards of external organizations. Administration of the above programs is accomplished through analysis of legislative and regulatory proposals, development of Departmental policies and procedures, advice and assistance on unusually complex cases, periodic studies and evaluation efforts.

The Division has primary responsibility for Department-wide management advisory services on dealings with labor unions and the application of policy concerning labor-management relations under Title 5, united States Code (U.S.C.), Chapter 71. The Division establishes long and short-range objectives, develops strategies, projects, and plans for a systematic approach to labor-management relations on a Department-wide basis. These responsibilities include such areas as: policy issuances; guidance and direction; representational matters; unfair labor practices; grievances; arbitrations; contract administration; negotiations; impasse proceedings; consultations with unions; labor agreement approval; training in labor relations; and contingency planning for work stoppages. The Division maintains liaison with the Office of Personnel Management (OPM), to ensure coordinated Department-wide approaches on Government-wide efforts, and ensures appropriate internal coordination within the Department. Exercises leadership in evaluating the labor relations programs of bureaus and monitoring major labor-management developments throughout the Department. Consults with national and international labor organizations and has primary responsibility for maintaining relations with national headquarters offices which have Department recognition. Serves as primary contact for all issues requiring national consultation with unions under Title 5, U.S.C. on behalf of the Department. Exercises leadership in third-party activity for cases before the Federal Labor Relations Authority (FLRA), the Federal Service Impasse Panel (FSIP), the Federal Mediation and Conciliation Service (FMCS), arbitrators, and other Third-party administrative forums where necessary. Reviews negotiated agreements and recommends approval or disapproval to the Director of Personnel.

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