A 11 10 2 4 A74D2

INST OF STANDARDS & TECHR.I.C.

QC100 U56 NO.86-3336 VW''-"

Implementation Plan - Internal

Revenue Service Strategic

Initiatives ERR-9 and ERR-11

Ralph E. Schofer

U.S. DEPARTMENT 0!; COMMERCE

National Bureau of Standards

Center for Applied Mathematics

Operations Research Divison

Gaithersburg, MD 20899

March 1986

Prepared for: The Personnel Division

al Revenue Service

100

- U 56

86-3336

1986

KSS XESEAHCH IWFOtmAflOff carni*

NBSIR 86-3336

IMPLEMENTATION PLAN - INTERNAL

REVENUE SERVICE STRATEGIC

INITIATIVES ERR-9 AND ERR-11

Ralph E. Schofer

U.S. DEPARTMENT OF COMMERCE

National Bureau of Standards

Center for Applied Mathematics

Operations Research Division

Gaithersburg, MD 20899

March 1986

Prepared for: The Personnel Division

Internal Revenue Service

U.S. DEPARTMENT OF COMMERCE, Malcolm Baldrige, Secretary

NATIONAL BUREAU OF STANDARDS, Ernest Ambler, Director

TABLE OF CONTENTS

Page

Executive Summary 1

I. Introduction and Purpose 2

II. Implementing the Initiatives 3

III. Identifying and Bounding the Problem 11

IV. Study Procedures 13

V. Summary of Findings IS

VI. Recommendation for IRS Human Resources Trend

Analysis System 22

Appendix A 33

* Appendix B 38

List of References 39
. «
Executive Summary

Implementation of Strategic Initiatives

ERR-9 and ERR-11

The purpose of this program is to provide IRS with the means for

operating Strategic Initiatives ERR-9, "Anticipation of Future Changes in

WOrk-Work force Trends and Legislation," and ERR-11, "Recruitment Planning,"

on a continuing basis.

In phase I of this work program, the National Bureau of Standards

(NBS) assisted the IRS Personnel Division to determine the tasks necessary

to implement these initiatives. These tasks are as follows:

Item 1 Review and select information reporting services.

Item 2 Review and make final selection of economic and

denographic data items.

Item 3 Coordinate the identification and selection of internal

personnel data items.

Item 4 Select time interval for periodic updating of the data system.

Prepare computer storage and retrieval specifications

and describe protocols for use.

Item 5 Select subject classification of periodical publications

to be routinely scanned. Prepare scanning procedures.

Item 6 Develop methods for identifying and displaying trends.

Identify and select formats for displaying information.

Item 7 Convene a small group of senior IRS managers to examine

and evaluate the displayed trend information and assure

that it can be used to make policy decisions.

Item 8 Select either a key district office or a service center

and explore how elements of the proposed trend monitoring

system can be used to analyze operational issues.

Item 9 Pilot test survey forms for collecting attitudinal data.

Item 10 Prepare final report.

These tasks can be accomplished by NBS analysts in Pnase II with the

support of the IRS Employment Branch. Additionally, this support is

estimated to be approximately 25 staff days during Phase II.

When Phase II of this program is completed, the IRS will have a trend monitoring system and a workable methodology which will enable IRS

to fulfill the stated objectives of Strategic Initiatives ERR-9 and ERR11 on a continuing basis.
V

.
INTRODUCTION £ND IMPLEMENTATION PLAN

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NATIONAL BUREAU OF STANDARDS PHASE I WORK REPORT

STRATEGIC INITIATIVES ERR-9 and ERR-11

HUMAN RESOURCES TREND ANALYSIS

I. INTRODUCTION AND PURPOSE

The purpose of this program is to implement Strategic Initiatives

ERR-9, Anticipation of Future Changes in Work-Workforce Trends and

Legislation and ERR-11, Recruitment Planning. Mach of the data required

to support these initiatives also can be efficiently used for the

analysis of operational issues which frequently must be addressed by

the Personnel Division.

The consensus of managers today is that human resources will be

available on a much more contingent basis to organizations in the

future. Additionally, technology and regulations will continue to grew

more complex and the age group of entry-level people will decrease. To

attract and retain effective employees, it will be imperative to provide

then with meaningful work, opportunities for advancement, and improved

quality of work life. Unfortunately, opportunities for advancement are

likely to be diminished due to the large number of senior employees

remaining in the workforce.

In order for organizations to continue meeting their objectives in

the future, it will be necessary for management to become much more

proactive in responding to the needs and aspirations of employees. In

the long run this is likely to result in changes in organizational

structure and in the definition of individual job responsibilities.

The effective management of human resources is becoming more and

more inseparable from the overall management of the organization.

Human resource management is growing more competitive as organizations,

public and private, compete for diminishing resources.

Information is prerequisite for proactive management and for

planning for organizational effectiveness and change. This information

concerns the past, present and forecasts for the future. Wien

evaluated over time, information can indicate trends and potential change.

The monitoring of these types of information on a continuing basis is

the focus of this program.

Section II of this report describes the specific tasks which must be

accomplished to implement the initiatives. This is proposed for

accomplishment by National Bureau of Standards during Phase II of its

work program. Section III describes the identification and bounding of

IRS's implementation requirement. Section IV reviews Phase I study

procedures; Section V summarizes findings; and Section VI presents

recommendations for the IRS human resources trend analysis system.

These sections are followed by the Appendices.
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II. IMPLEMENTING THE INITIATIVES

The fo Hewing is a listing of tasks which must he performed to

build the trend monitoring system required for the implementation of

Strategic Initiatives ERR-9 and ERR-11. It is proposed that these tasks be

accomplished in Phase II of the National Bureau of Standards reimbursable

work program.

The task items may logically be grouped as follows:

A. Identification and selection of data and information items to

be included in the trend monitoring system.

Item 1 Review and select information reporting services.

Item 2 Review and make final selection of economic and

demographic data items.

Item 3 Coordinate the identification and selection of internal

personnel data items.

Item 5 Select subject classification of periodical publications

to be routinely scanned. Prepare scanning procedures.

B. Selection of time interval for periodic updating of data, and

development of information handling procedures.

Item 4 Select time interval for periodic updating of data system.

Prepare computer storage and retrieval specifications

and describe protocols for use.

C. Display and pilot test use of trend data.

Item 6 Develop methods for identifying and displaying trends.

Identify and select formats for displaying information.

Item 7 Convene a small group of senior IRS managers to examine

and evaluate the displayed trend information and assure

that it can be used to make policy decisions.

Item 8 Select either a key district office or a service center

and explore how elements of the proposed trend monitoring

system can be used to analyze operational issues.

D. Monitor attitudes of IRS employees.

Item 9 Pilot test survey forms for measuring employee attitudes.

E. Document Results

Item 10 Prepare final report.
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A description of specific tasks and target completion times follows:

Item 1 . Review and select information reporting services available

fran professional external environmental monitoring groups and

from the popular press to fulfill some of the requirements of

ERR-9 and ERR-11. NBS analysts will develop and recommend a

continuing program for scanning and summarizing information

for input to the proposed trend monitoring system.

Implementation Time: Six Weeks*

*See page 10 for a graphic display of the implementation plan schedule. Note

that the trend monitoring system will be in place by September 30, 1986, only

if final IRS administrative approval and funding authorization is

accomplished by March 11, 1986.

Background

Professional external environmental scanning reports include

Washington-on-Line , LEXIS, CongresScan, and the Legislative Information files

(CG94, CG95, CG96, CG97) maintained by the Library of Congress, Stanford

Research Institute (SRI) International's SCAN and the Naisbett Group's

TREND REPORT . Periodicals produced by the popular press include Psychology

Today , Time magazine, and other current events, legislative tracking, and

social/lifestyle publications.

It should be noted that information from the professional scanning

services is already identified and summarized by the publishers.

Information from periodical publications must be scanned and summarized

by IRS personnel. Information from both of these sources must be

analyzed and evaluated. Since IRS needs are primarily 1-3 years

into the future, much of the required information will be available at

relatively low cost from the periodical publications.

Item 2. Review and make final selection of economic and demographic

data items. Examples of data items include population by age

groupings; unemployment rate; demand for and supply of recent

accounting graduates, employment in finance, insurance and

real estate; and total employment . These data items are to be

a crucial part of the trend monitoring system. Identify best

sources and format for these data and recommend means for

periodic procurement.

Implementation Time: Six Weeks

Background

These data items will be obtained by Standard Metropolitan

Statistical Area (SMSA), and/or county(s) where available to support

the requirements of key IRS districts and the service centers. Sources

for these data include the Bureau of Labor Statistics, the Census

Bureau, Data Resources Inc (DRI), and the American Institute of Certified

Public Accountants. Mariy of these data are available at no cost since
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they are collected for many other purposes. IRS might incur some costs

in copying and/or formatting these data. It is likely that the most

feasible way to put low volume data into the trend monitoring system

would be to key it in by hand. (This might take 8 hours per update.)

The total amount of data required for the trend monitoring system is

relatively small and very manageable.

Item 3. Coordinate the identification and selection of internal personnel

data items with PERMITS Staff within the Personnel Division.

These data are required for monitoring internal IRS environment.

Select means for retrieval and storage of these data by district

and service center for use in the trend monitoring system.

Implementation Time: Seven Weeks

Background

The PEFMITS* System is projected to be up and running for all IRS

offices by the end of the summer of 1986. This position-based dynamic

system contains a wealth of information on the IRS staff (the internal

environment) . Selections must be made which are compatible with the

time frame for periodically acquiring external environmental data

for trend monitoring. (See Item 4 following.) The PERMITS System is

updated every evening. It is necessary to establish times for recording

these data as fixed data points.

Means for storing and retrieving these data by district and/or SMSA

for use in future analyses will be selected by NBS analysts. For

example, these files are large and might best be stored for retrieval on

the Assistant Commissioner's (Planning, Finance and Research) computer.

Protocols for specifying and retrieving these data will be established

as part of this task.

Item 4. Select time interval for periodic updating of data system for use

in identifying trends. Develop procedures for replacing

forecast data with observed data as time progresses. Prepare

computer storage and retrieval specifications and describe

protocols for use. Data is to be stored on the Assistant

Ccmmissioner's (Planning, Finance and Research) computer. Data

is to be retrieved using the ZILOG or the IBM PC Terminals

available within the Personnel Division.

Implementation Time: Eleven Weeks

*Personnel Management Information and Telecommunications System
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Background

The time interval for periodically updating the data in the trend

monitoring system will be semi-annually or annually, based upon data

availability and IRS needs and applications. The retrieval system will

be user-friendly in order to facilitate analysis of operational issues

e.g. how many revenue officers in the Baltimore District will be eligible

for retirement in 1991; or what will be the average grade of tax auditors

in the Atlanta District in 1987.

Item 5. Select subject classifications of periodical publications to be

routinely scanned for external environmental information.

Prepare scanning procedures. IRS to make (interim) scanning

assignments to their personnel.

Implementation Time: Eleven Weeks

Background

The purpose of scanning periodical publications is to identify

emerging social/living/working lifestyle changes that might impact the

IRS workforce. The scan is for secondary (interpreted) information not

raw data. Such information might be the increasing provision of child

care centers at the worksite by employers to make the employment of

single heads-of-household more feasible; or the decentralization of

work location to tap new labor markets.

It is necessary to establish scanning procedures, schedules and

formats for summarizing results for review and retention. The results

are to be subsequently analyzed for potential impact upon IRS human

resources

.

Item 6. Develop methods and options for identifying and displaying

trends in the economic and demographic data. Identify and

select formats for displaying information for subsequent

analysis and evaluation. (For example, a predicted decline in

the unemployment rate in the vicinity of a service center over

a consecutive period of years might indicate a lack of candidates

for seasonal positions.) Procedures for displaying data will

be developed jointly by NBS and IRS Employment Branch Personnel.

These procedures will be based upon the use of available

software packages and will not entail new program development.

Implementation Time: Ten Weeks
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Background

A small group of senior IRS managers (see Item 7 following) will

be convened to review apparent trends in the information being monitored

to ascertain their potential impact on the management of human resources.

The trends will be derived from economic and demographic data, information

on emerging social considerations (e.g. child care), technology and office

automation scheduled for implementation within IRS. This group mist

consider interactions among potential trends and secondary effects. It

is imperative that this group receive the trend information in a clear

and easy-to-unders tand format.

This group might also identify problems arising in the IRS internal

environment, such as inadequate employee training in basic ADP methods

and word processor applications which limits benefits of office .automation.

The identification of such needs might suggest an in-house training

program for employees who need to reinforce these skills.

Item 7. Convene a small (4 to 6 persons) group of senior IRS managers

to examine and evaluate the displayed trend information and

identify impending scenarios to be considered in proactive

management of human resources. The NBS project manager will

serve as facilitator to this group. The purpose is to assure

that IRS executives can use the trend monitoring system to

make policy decisions on emerging conditions affecting district

and service center operations.

Implementation Time: Six Weeks

Background

This is a pilot test of the primary product - the shift to proactive

management of human resources. It is expected that recommendations tor

changes in information, format, and procedures will emerge which will

improve future activities of this group.

Note: Ihe Deputy Commissioner previously has approved the

establishment of a standing seven member executive

committee. This committee will evaluate the trend

information and propose necessary changes to IRS

personnel practices and policies. Item 7 is designed

to pilot test the trend evaluation monitoring system

and committee procedures and methods.

Item 8. Jointly with IRS Personnel Division, select either a key

district office or a service center and explore how elements ot

the proposed trend monitoring system can be used to analyze

operational issues . For example, the number of workiry single

parents at the Andover Service Center who have pre-school-aye

children would be one indicator of the potential need tor a child care center at Andover.

Implementation Time: Ten Weeks
• -8-

Background

The data in the trend-monitoring system can be used to explore a

broad variety of operational issues. It might be useful (depending on

what data is required to drive the models) in exercising manpower models

to estimate future personnel requirements. Some useful models have been

developed by the U.S. Army, which successfully estimate the amount of

recruitment bonus required to maintain adequate levels of critically

skilled technical personnel in the ranks. Optionally, explore application

of a spreadsheet model for analysis of other types of operational

issues.

Item 9. Pilot test survey forms for measuring employee attitudes. Use

the- draft interview forms (questionnaires) shown in the Appendix

of this report to interview first-line supervisors and exiting

employees (if any) in the Baltimore and/or Richmond Districts.

Analyze interim results and modify the questionnaires as required. Interviews will be limited to first line supervisors

and exiting employees. Report results of validation and

potential transferralitity to other IRS PODs for monitoring

the attitudes of IRS employees. Extemporaneous interviews

will be conducted upon completion of the formal interviews.

These will be compared and contrasted with the. formal interview

data.

Implementation Time: Twenty-Three Weeks

Background

There is no periodic survey of the attitudes of federal workers.

There Is a continuing sample survey of the whole U.S. workforce (Opinion

Research Corp. survey of 175,000 employees in 159 companies) but the

results might not be comparable with other studies for use in detecting

trends in worker attitudes. This proposed limited-scope survey of IRS

employees can be extended to include other (or all) work locations to

monitor IRS employee attitudes and detect changes over time. It is

suggested that the survey instrument developed and validated in Baltimore/

Richmond be validated subsequently at another (different) location

before application on a broad scale. Broad scale application can be

made nation-wide on a periodic rotational basis at all work locations;

or intermittently at selected work locations as problems are identified.

Overall costs are low, so it is feasible to consider a self contained

data collection activity.

Data collected at various times and locations should be stored for

use in analyzing trends in worker attitudes.
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Item 10. Prepare final report which documents and describes the results of

implementing items 1 through 9. Report will describe data and data

sources, updating requirements and operating procedures of the

trend monitoring system. This is the system required for implementation

of Strategic Intiatives ERR-9 and ERR-11.

Completion: Twenty-Nine Weeks after the

Start of Phase II of the National

Bureau of Standards Work Program

IRS Resources

The IRS Employment Branch will provide support to NBS analysts for

completion of many of these items. It is estimated that this support will

total approximately 25 staff days during Phase II of the National Bureau

of Standards work program.
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IMPLEMENTATION

PLAN

SCHEDULE

IRS REQUIREMENTS AND SCOPE OF WORK

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III. Identifying and Bounding the Problem

A. Goal

The goal of this program is similar to the goals of Strategic

Initiatives ERR-9 and ERR-11: Preview future Human Resources needs

and requirements with sufficient accuracy and lead time to allow for more

proactive management.

B. Objectives

Hie objective of this program is to identify and develop a data base

for supporting the strategic planning needs of recruitment, retention and

management of the human resources for the Internal Revenue Service.

This data base is to be used to identify trends both in aggregate (for

reflecting national conditions) and disaggregate (for reflecting conditions

in regions, districts, and at service centers.) Therefore, it is necessary

that the data base be developed in a manner permitting segmenting in both

a spatial and temporal sense.

This program must fulfill the needs of ERR-9, "Anticipation of Future

Changes in Work-Workforce Trends and Legislation". To do this, it is

necessary to monitor changes in demographic, economic, social, legislative,

and technological characteristics in both the internal and external

envirorments which might require changes in IRS policies and procedures

affecting human resources management. The planning time frame requirements

are established as 1-3 years into the future.

This program should also provide for the input data needs of ERR-11,

"Recruitment Planning". This initiative has the same 1-3 year time frame

requirements as ERR-9.

C. Phasing

Phase I of the National Bureau of Standards work program is concerned

with identifying and bounding the problem in such a way that the

implementation recommendations are supportive of, compatible with, but do

not overlap other ongoing and proposed IRS initiatives and improvement

projects. This was absolutely necessary to achieve efficiency and

effectiveness, since so many improvements are being made and implemented

within the Service at this time.
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Phase I is also concerned with identifying statistics or parameters

to be included in the trend analysis system which will be used to "drive"

ERR-9 and ERR-11. Because the relationships between observed trends in the

internal and external environments and impacts on human resources at the

Internal Revenue Service are not clearly defined, considerable thought has

been given to the procedures for deriving these impacts to assure that

implementation of strategic initiatives ERR-9 and ERR-11, will meet

expectations

.

Phase II of the National Bureau of Standards work program would be

directed toward the actual implementation of ERR-9. This phase is to be

accomplished with the assistance of IRS personnel. The reason for this is

twofold: Sane of the data is to be furnished by other units within IRS and

this is best accomplished between internal units; and working with IRS

employees will afford dissemination opportunities for the hands-on

familiarization and training necessary to operate the trend monitoring

system®
STUDY PROCEDURES AND FINDINGS

TV. Study Procedures

The thrust of Phase I was to learn how Strategic Initiatives ERR-9

and ERR-11 fit into the existing and planned IRS internal environment and

implement ERR-9 to provide support and compatibility with no

unnecessary overlap of other IRS programs. This required the principal NBS

investigator to become immersed in existing and planned IRS operations as quickly as possible. The principal investigator accomplished this by

conducting interviews with IRS National Office personnel; attending selected

IRS conferences; reading selected IRS documents describing existing

operations and new programs under development; and by visiting a regional

office, a district office and a service center. At the conclusion of these

activities, the principal investigator performed a bibliographic search of

current literature relevant to the defined scope of Strategic Initiative

ERR-9 to make certain that the recommendations are at or near the stateof-the-art .

A - Interviews of IRS National Office personnel.

1 - Jim Dumais, Acting Chief, Projections and Forecasting Group.

Met with Mr. Dumals on Aug. 8, 1985 to explore progress and

prospects for the Arthur D. Little Study (Strategic

Initiative BEE-9). The purpose of this meeting was to

identify the existence of data sets common to both BEE-9

and ERR-9. Since this meeting, IRS has decided to implement

BEE-9 with in-house staff.

2 - Judy Tomaso, Acting Chief, Organization and Productivity

Group

.

Met with Ms. Tomaso on August 13, 1965 to explore

background on development of the 56 IRS Strategic Initiatives.

She advised that 5 years is considered the long range planning

horizon which is very reasonable for an agency like IRS.

ERR-9 is to be kept separate from BEE-9 to maintain its

identity and keep it from being eclipsed. ERR-9 was not

conceived to be a computerized data base.

3 - Ralph Colllnson, Acting Director, Planning Division. Met

with Mr. Collinson on August 13, 19&5. He stated that the

Planning Division would maintain data developed for ERR-9.

4 - Dick Phelan, Staff Assistant to the Director of Personnel.

Met with Mr. Phelan before he left on detail in late August

to discuss previous use of exit interviews. Mr. Phelan had

worked on earlier turnover-attrition studies for the service.
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Available data is not considered current enough or in proper

format for use in the proposed trend analyses.

5 - Bonnie Esrig y Planning Division. Ms. Esrig described her

work on BEE-7 and BEE-8, trend analysis of tax administration

issues. These trends indirectly affect human resources

trends by impacting the type and amounts of work IRS must

perform.

6 - Wanda Chipman and Mark Greenstein, PERMITS program. Met

in the PERMITS Office on August 29, 1985 for a briefing on

the operation of this position-based employee data system.

The system is expected to be completely operational by late

sutmer, 1986, and will become a valuable information resource for ERR-9.

7 - Regina Deanehan and Pat Ruttle, responsible officials for

Strategic Initiatives 12 and 13 respectively, described their

findings and recommendations. This was of value in assuring

that many of the data needs for these initiatives will be

fulfilled by ERR-9.

B. Review of IRS Planning Documents

A primary source of planning activities underway in IRS is the

collection of currently available dociments. These documents can be

classified into two groups: final reports; and planning perspectives or

interim reports. The principal investigator reviewed a number of documents

which were suggested by IRS staff as relevant to ERR-9. References in seme of these documents identified other relevant documents which were obtained and reviewed. A listing of the more salient documents follows:

1. Internal Revenue Service Strategic Plan, Document 6941

(5-84). This document describes the 56 Strategic Initiatives.

2. Accountants and Auditors: A summary of Recent Trends and

Forecasts

,

prepared for the Research Division, IRS, by ICF

Inc., July, 1985. This document explores prospects for future

hiring of accountants and auditors.

3. 1985 update. Trend Analysis and Related Statistics, Dociment

6011 (Rev 2-85), this document presents statistics on a number

of attitudinal, demographic and tax payer characteristics.
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4. Executive Summary, ERR-12 College Relations December, 1985.

This summary describes recommendations for improving relations

with colleges and universities for recruitment of graduating

seniors

.

5. Seasonal Employment Study (Final Report)

,

April 11, 1983.

This study analyzes characteristics and problems of seasonal

employment and offers recommendations for improvement. The

need for accessible data on seasonal employees is emphasized.

6. Description of Active Research Projects, Research Division,

IRS, October, 1984. This document provides a one-paragraph

summary of active research projects by several basic IRS

interest categories.

7. Staffing Analysis Report, Document 5203 (Rev 7-84) Report

Symbol NO-PM:PFR:F49. This report provides a detailed

breakdown of IRS employment by region, district, and service

center.

8. Environmental Scan: IRS Workforce, 1983. This study reports

on the demographic characteristics of the IRS Workforce as projected from 1983 through 1993.

9. Human Resources Organizational Effectiveness Task Force Final

Report, March 29, 1985. This document provides for changes

in IRS Human Resources Management to meet the needs for more

proactive management and organizational flexibility.

10. IRS memorandum from Assistant Conmissioner (Computer Services)

Subject: Strategic Initiative ERR-10 Anticipation of Future

Changes in Work-Technological Displacement. This memo is

a fine example of the first step in the process of relating

trends and changes in the implementation of technology to

impacts on human resources.

11. IRS memorandum from Assistant Conmissioner, (Human Resources),

Subject: FY 1986 Program Guidance 25 Sept 1985. The

attachment identifies areas of major focus and concern. This

memo explicitly recognizes the need for effective

administration of human resources.
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C. IRS Conferences

1 . Service Center Recruitment Conference . Oct 1-3 , 1985

.

Crystal City, Alexandria, VA, IRS Training Center. The

National Office presented a number of ideas and concepts for

service center recruitment, and service center recruiters

from around the country discussed various means of implementation.

2. Research Conference on Trends Impacting Tax Administration,

November 20-22, 1985, IRS auditorium, Washington, D.C.,

Economic, demographic, and technological trends were presented

and discussed. A significant conclusion is that technology

cannot be treated as a stand-alone issue: it must be

considered in relation to strategy, people and organizational

structure. It appears to the principal investigator that

a more basic observation is that human resources cannot be

clearly separated from general line management.

D. Field Visits

John Garufi, IRS Employment Branch, accompanied the principal

investigator to visit the North Atlantic Regional Office, the Manhattan

District Office and the Brookhaven Service Center, October 28, 29, and

30, 1985.
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Amy Chassid, Chief, Planning and Recruitment Section coordinated the

visit at the Regional Office; Bonnie Feldman, Employment Branch, coordinated

the visit at the District Office; Betty O’Connel, Chief, Employment,

coordinated the visit to the Brookhaven Service Center.

Ten District Office employees - revenue agents, revenue officers, tax

auditors (supervisory and non-supervisory) were interviewed. An in-depth

walk through of the pipeline tax-processing operation was provided at the

Brookhaven Service Center.

.The principal investigator had the opportunity to discuss current work

loads and supervisory expectations at the working level. In addition, operating

personnel described job satisfaction, growth prospects and their observations

on retaining recently recruited employees.

E. Survey of Current Literature

Hie principal investigator made a search of current literature by using

key words and phrases (and intersections thereof) to access biliographic lists

via the National Bureau of Standards library computer terminal. A listing of

the articles which were reviewed is presented in Appendix C of this report.

Key words and phrases included "strategic planning," "environmental scanning,"

"long range planning" and "human resources". Hie purpose of this literature

search was to determine how other government and non-government organizations

plan for future human resource requirements. In addition, in a study of this

nature, it is Important to determine the state-of-the-art to assure that

reccnroendations include the most recent developments which are relevant to IRS

needs.

F. Measurement of Employee Attitudes

Hie measurements of employee attitudes comprises an important data set

for use in the recruitment and retention of IRS employees and in the general

management of human resources. Attitudinal data can be internal (to the service) and external (government-wide and labor-force wide) . Hie primary IRS

interests are internal attitudes. However, external attitudes cannot be

Ignored; they might presage subsequent changes within the service; and attitudes within the service must be evaluated with respect to attitudes external

to the service.

Dr. G. Lawrence Fisher, psychologist and consultant in employee retention,

was engaged to explore and develop means of measuring employee attitudes

internal to the IRS. External attitudinal data, although important for purpose

of comparison, would have to be available from external sources: It is clearly

beyond the scope (financial and otherwise) of this project to measure employee

attitudes either within the Federal Government or in the national work force.
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V. Summary of Findings

A. Strategic Planning of Human Resources

The purpose of strategic planning Is to provide for the proactive

management of human resources. Proactive management is more cost-effective

than reactive or crisis management because of the opportunities which

inevitably cane to managers who anticipate. Proactive management provides more

time to identify, evaluate and select among alternatives. A primary input

to strategic planning is emerging trends which affect human resources. A

small data base system is required for identifying these emerging trends.

The data base should include only those statistics or measurable

characteristics from which trends can be detected which impact human resource

management. The data base system must contain time series (historic) data l.e.

yesterday and today. In order to react to a trend (if it is deemed Important

to do so), one must have sane estimate of future data points or forecasts.

Oftentimes these forecasts are provided by the producers of the observed data

e.g. the Bureau of Census, the Bureau of Labor Statistics, Data Resources

Incorporated (DRI) etc. The data system must be designed to store both

historic data and forecasts. As time progresses, it will be necessary to

replace these forecasts with observed data.

The data should be available in disaggregate form in Standard Metropolitan Statistical Area (SMSA) or smaller (county) units. The data must be

available for local level recruitment/ retention planning purposes for service

centers and district offices as well as for planning at the national level.

At the most elementary level, strategic planning for recruitment and

retention can be considered as simply a function of supply and demand.

The analysis of this basic concept leads to mechanisms for changing

supply and demand which are complex and often time-dependent: Supply can be

increased by increasing remuneration and fringe benefits. Fringe benefits

include health, vacation, retirement, flex-time, flexible work location, child

care facilities etc. The trade-off among these benefits varies over time,

depending upon family age and social factors. Demand can be decreased by

changing the DIF score thresholds, reducing complexity of tax returns, by

office automation and perhaps by reorganization or restructing IRS occupations.

For example, electronic filing of tax returns might make it feasible to spread

the filing of individual returns around the calender and thus more effectively

utilize human resources.

B. Analysis of Operational Issues

The information required to drive the trend analysis function comes from

time-series data.
-19-

New data will have to be entered periodically and the old data retained as time

advances. The periodicity of new data entry must be determined by observation

and experimentation. (New data entry is not called "updating" since this

implies that the old data will be replaced with new data. This is not the

case: old data must be available for use in discerning trends. If new data

is entered too frequently, trends will be difficult to detect and operating

costs will be unnecessarily high. On the other hand, if new data Is entered

too infrequently, operating costs will be lowered; however, an important trend

may occur which is not detected as early as it might have been.

Observed data available in the system can be used to analyze operational

issues. (Forecast data can also be used to explore operational issues,

although with the additional uncertainty attributable to the forecast.) The

analysis of operational data e.g., the answer to questions "what would happen

if . . .

. " provide a non-signifleant amount of additional work for field

operational units and personnel in the IRS National Office. If responses to a

large part of these queries could be automated, a significant savings in staff

time would accrue to the Service.

Sane examples of operational issues and "what would happen if ... " queries

are the following: How many GS-12 Revenue Officers will be eligible for

retirement in March of 1988? How many are in the Manhattan District? How many

are in the Chicago District? If the required years of service were lowered to

20 years for revenue officer retirement eligibility, how many employees in this

occupation would be eligible for retirement in July of 1987. The answers to

these types of questions can be used to evaluate alternative staffing strategies .

The ability to analyze operational issues and answer "what if" queries

should be considered as a concomitant output of the proposed trend analysis

system. It is not an extra cost deliverable. The analysis proedures developed

for trend analysis can be applied to the data in the system to prepare re- sponses to these types of queries.

C. Employee Attitudinal Data

Senior managers of the Personnel Division are aware of the need to track

trends in IRS employee attitudes. This includes all employees - new hires,

employees in journeymen levels, supervisors and employees leaving the service.

Currently, no attitudinal data is collected routinely and only intermittent

exit interview data is collected by the Service. It is necessary to monitor

employee attitudes and data fron exit interviews to effectively manage

human resources. Now Is the time to begin a modest effort to fulfill these

requirements

.
D. Criteria of an Effective Monitoring System

The trend monitoring system must be developed to include data from both

the internal and the external environment . The system should include

legislative, demographic , economic, social and technology data and information.

Technology trends should be tracked from the inside environment, not the

external environment. This will narrow the focus and reduce costs. Justification for this is as follows: The time frame for strategic planning for

recruitment and retention is about three years into the future. With

procurement time and software development/implementation time being relatively

high, it will be sufficent to react to personnel needs attributable to

technology changes at the time of technology procurement. It is not necessary

to track technology from time of idea inception in the external environment to

meet the needs of human resources management.

To reduce costs and duplication of effort, wherever possible data should

be obtained from others and not collected specifically for the trend

monitoring system. With the exception of exit interviews and internal attitudinal data, this is feasible.

In order to use the implementation of this trend monitoring system for

teaching and instructing operators and users, it should be brought on line

gradually. There is little risk in missing a data acquisition opportunity

since the data is obtained from others and in most instances is already edited

and Hon-the-shelf ."

Ideally the proposed system should be self-teaching , flexible and userfriendly. This applies, to both the data management system and the means for

sunmarizing and presenting data.

The following basic steps must be performed:

- identify data to be monitored

- locate sources for these data

- periodically input data to the storage and retrieval system. - retrieve data

- explore data for trends

- determine lmpact(s) if any of trends on human resources

- take necessary (proactive) action if required.

With the possible exception of steps three and four, all steps are performed manually. The last three steps should be performed by a small team

selected from senior staff in order to provide a composite Judgement. In the

beginning, it would be helpful to have a facilitator assist the team through the

first several analyses.
-21-

The trend data should be accessible via the Zilog computer or some other

readily available personal computer. Networking capabilities will be helpful,

since the data bank is to be maintained by the Planning Division at a separate

location

.

The PERMITS data will be a major source for the trend analysis system.

PERMITS Is a continually-updated system. In order to obtain time-series data

from PERMITS it will be necessary to pull out the selected data items on a

rigid schedule, and store these data where they cannot be changed. This is

compatible with PERMITS operating procedures.

In addition to trend analyses, these data can be used to analyze

operational issues and to drive manpower models and other models such as spread

sheets, etc. These techniques support decision-makers with objective studies

based upon real data.

E. Strategic Planning for Human Resources - IRS and the Private Sector

A bibliographic survey of strategic planning for human resources

management was done as a part of Phase I of this work program. The purpose

of this survey was to determine current practice in other organizations,

private as well as government, and to Identify the state-of-the-art. The

findings indicate that with the implementation of what IRS has planned and

has proposed to do, the Service will be operating at or very near the

state-of-the-art

The Pinal Report of the Human Resources Organizational Effectiveness Task Force, March 29, 1985 is a significant step forward in

advancing IRS human resources planning and management

.

PERMITS will provide a valuable information resource within the

Personnel Division.

The proposed selective environmental scanning for trend detection

will put IRS Human Resources planning at the state-of-the-art.

RECOMMENDATIONS FOR IMPLEMENTATION

-22-

VI. Recommendations for IRS Human Resources Trend Analysis System

A. Introduction

The trend analysis system proposed for implementation in response to

Strategic Initiative ERR-9 provides the following properties:

1. Most of the data required has been collected by others

as part of their primary mission and is available free

or at nominal cost. Seme data whose cost is not nominal,

can be made nominal by cost sharing. An example might be

sharing the costs of Data Resources Inc. (CHI) services

with another government agency.

2. Hie system can be brought up gradually thus avoiding massive

upfront resource requirements.

3. Since most of the data is collected by other organizations,

it is feasible to add other data subsequently at no loss of

opportunity.

4. A large segment of data is to be provided internally from PERMITS.

5. Substantial in-depth expertise is available within IRS to

constitute a small team for intepreting data, and forecasting

impact and probability of occurrence. These resources should

be called upon to provided expert assistance in assessing

requirements and opportunities for human resources planning and

management

.

6. The proposed system should be used to discern future (up to

three years ahead) demands on human resources. Forecasts

beyond three years are often unreliable because of unseen

conditions, and incorrect forecasting techniques. Most

important, however, is that LONG RANGE FORECASTS ARE NOT

NECESSARY for IRS recruitment and retention efforts.

7. The proposed trend monitoring system will support analysis

of many operational issues. Such issues could range from

estimating the number revenue agents eligible for retirement

in FY 1985 in the Manhattan District, to the increased number

of tax auditor hours required in the Baltimore District if the

DIF scores were lowered by 5 units. The system would also

support a variety of models used for forecasting. Such

forecasting could be the number of seasonal data-entry hours

(persons) required at a service center, or a payroll forecast.
-23-

In addition, these data could be used to drive a variety of

manpower models important to the proactive management of human

resources

.

8. Data from this system could be combined with data from other

IRS management systems to indicate productivity measures and

error rates per employee (by district or service center) as a measure of workforce performance quality.

For an organization the size of the IRS, the effort and cost of implementing and operating the proposed system is small and far below the benefits

which will accrue from the ability to provide proactive management of human

resources

.

B. Proposed Trend Monitoring System for IRS Human Resources Management

As was stated earlier, there are five basic categories of data to

be monitored for anticipation of future needs: demographic, economic, legislative, technological, and social data. These can be stratified further Into two

classes - external to the IRS i.e., the remainder of the federal government or

the whole external labor force and, internal or within the IRS. Additionally,

sane trends must be discerned or extracted from raw data and require in-depth

interpretation; whereas other trends, which have become apparent, are already

available from the available literature as identified trends. Some data apply

to the whole population, other data are available only for a very small sample.

Same data are general; other data are specific. Some data are historic; other

data are forecast. It is possible to utilize the aforementioned taxonomy to

reduce the work required to implement and operate the proposed trend detection

system for human resources management.
- 24-

1. The Internal ( to IRS) Environment

The richest source of demographic, social, and economic data is the aboutto-be-completed, PERMITS information bank. The IRS is bringing this system

on line in FY 86 and it will be operated by the Personnel Division. This

position-based system contains a wealth of information; however, it is a dynamic system i.e., it is updated everyday. This is an advantage for the

analysis of seme operational issues, but is a disadvantage for discerning

emerging trends. It will be necessary to make a copy of the data selected for

trend analysis on a periodic basis. (This is done by PERMITS Management

on a quarterly basis.

)

Not all internal demographic, economic and social data are available from

PERMITS. Some information will require coordination with other IRS data

sources (i.e. the Detroit Data Center for identifying county or Standard

Metropolitan Statistical Area (SMSA) of residence of current employees).

Other data will require phyical collection of a representative sample of data

( i.e. exit interviews and attitudinal data.

)

The following data itens are available and should be obtained from

PERMITS:

a. Position vacancy, number, title, effective date of vacancy

b. Position location

- Post of Duty (POD) - District

- Region

- SMSA or County and State

c. Postion indentif ication - supervisory/nonsupervisory , and grade

d. Skill codes required by position

e. Skill codes of position current occupant

f. Undergraduate degree of current position occupant

- Date

- Major

g. Graduate degree of position

- Date

- Major
-25-

h. Date employee occupied position

i. Date eligible for retirement of current position occupant

j. Service computation date (EOD), date of current position occupant

k. Retirement scheduled of current position occupant- effective date

l. Resignation date of current position occupant - effective date

m. Date of birth of current position occupant

o. Performance appraisal of current position occupant

- current

- previous

p. Grade and step of position current occupant

q. Merit pay of position occupant

- permanent

- temporary

- seasonal

r. Number of consecutive years as a repeat seasonal

s. Sex of current position occupant

t. Is there a working spouse of position occupant

u. Year of birth each dependent child of position occupant

v. Member NIEU Bargaining Unit?

The impacts on human resources of changes in employee attitudes, Tax

Processing System Redesign and ADP/offlce automation modifications are all

internal to IRS but are not available from PERMITS. Information on these

types of changes must be made available by the responsible IRS operational

unit.

Forecast of impacts on human resources from Tax System Redesign and

ADP/Office Automation are probably available in the initial Justifications

for funding. As development proceeds, it will be necessary to do some pilot

testing to verify performances and to determine human resource Impacts. This

is the best means of assuring that human resources will be prepared to operate
-26-

these systems. As a part of the implementation of ERR-9 and ERR-11, these

linkages must be established.

Attitudinal data is defined to include data from exit interviews as well

as data describing current enployees. Sampling to obtain these data significantly reduces costs and provides adequate information for proactive management

of human resources.

Because collection and analysis of attitudinal data requires special

skills, Dr. G. L. Fisher, Ph.D. , psychologist, who has these skills was engaged to provide expert guidance. Dr. Fisher's recomnendations are made a part of this report:

EMPLOYEE ATTITUDES

INTRODUCTION

Purpose

The purpose of this intervention is to develop a tracking system for

data describing employee attitudes towards their >nrk, their supervisors, the

organization, and the client population (the taxpayers). Data reflecting

gut-level line employee emotional attitudes and the prevailing "cultural"

belief systems can be extrenely valuable.

The material immediately below addresses methods by which usable data can

be obtained.

Background

Available survey information from a variety of sources indicates that

"managers are content" and "line employees are as productive as they can be

under prevailing conditions."

And yet, these same populations employ passive/aggressive behaviors and

withdrawal in dealing with superiors and the organization. The primary

withdrawal tactic of lower-level employees is to seek employment elsewhere as soon as convenient.

Exit Interviews

Exit interviewing is a time-honored method for obtaining information about

employee attitudes. After fear of retaliation is neutralized, the departing
-27-

employee Is usually candid about his/her* experiences and feelings regarding

the organization, its management, and co-workers. When realistically conducted

and analyzed, resulting information can be supplemental to the information base

for developing personnel strategies and personnel policies.

First Line Supervisory Interviews

Most line supervisors emerge from the ranks. They share common histories

and experiences with their subordinates. They often know more about rank-andfile concerns than they acknowledge to senior management. Under nonthreatening conditions first-level supervisors will generally divulge

information about attitudes and worker-culture beliefs directed at management

and the organization. Although not a broadly-used survey technique, the

supervisory interview, if carefully conducted by a neutral agent, can provide

a wealth of anecdotal material as a base for direct operations or future

statistical analyses.

Proposed Procedures

Justification for District Office as Site for Pilot Study

Studies of the type proposed require careful procedural development.

Modifications will be necessary as problems arise. Multiple visits to

a District Office at weekly intervals are proposed, thus providing time

and opportunity to modify procedures as found necessary. Visits to generally

representative and geographically accessible offices will save time and re- sources. The Baltimore and/or Richmond district offices are proposed for

the pilot study.

Exit Interviews

Oral

Information is to be obtained by an interviewer who asks prepared questions

(see attached example in Appendix A). Responses are to be recorded verbatim

and later re-phrased for analysis purposes.

After responses are analyzed, they are to be described in category form

for retrieval and sunmary analysis.

Written

A survey form (see attached example in the Appendix A of this report) with

both multiple choice and open-ended questions is given to the departing

employee. After he/she completes the form, the Interviewer will briefly
-28-

discuss (for clarification) the responses with the employee. These post-survey

responses provide an opportunity for the interviewer to elicit additional

information and allows valuable flexibility by the interviewer.

Extemporaneous

After completing the survey, either orally or written, the Interviewer

states that the formal interview is "over" and engages selected employees on the general subject of the "job." A skilled interviewer can obtain significant

information not otherwise available. Special interviewing skills are re- quired to elicit this information.

Supervisory Interviews

Supervisors are often painfully aware of subordinate attitudes and local

cultural values. A competent interviewer, if confidentiality assurances are

provided, can elicit this information. An experienced analyst can aggregate,

analyze and develop an overall suirmary of the factors that are most responsible

for employee turnover. Although not directly addressed by this proposal,

passive/aggressive activities frequently result from dissatisfiers that are not

sufficient to cause an employee to leave. Upper level managers can develop

scenarios that mitigate against wide-spread passive/aggressive behavior from

information revealed by aggregated interview information sunmaries.

General Conduct of Interviews

The psychological consultant for this project proposes to meet with targeted

IRS personnel at a district headquarters or post(s)-of-duty to conduct interviews one day a week over a five-month period. It is estimated that six to ten

interviews will be conducted each day. The consultant will sumnarize and

aggregate data on a continuing basis. Procedural corrections will be applied

as warranted.

Arrangements for interviews will be made with the cooperation of IRS management and proper coordination with NTEU.

Data Analysis and Presentation

Exit Interviews

Survey Data

Psychological consultant will provide marginal totals for each of the items on the survey instruments. Consultant will also provide analysis and interpretations of logical clusters of related Items.
-29-

Significant analysis results will be offered as a basis for policy discussion .

Anecdotal Information

Psycholgical consultant will paraphrase and summarize anecdotal information.

This information will be used for restucturing survey protocols for future

studies. Anecdotal material may also be used as the basis for additional

related studies.

Supervisory Interviews

Hie project consultant will organize and paraphrase information provided by

supervisors during interviews. The consultant will identify focal subjects

that relate directly to turnover and productivity. These will be rewritten

into a "snapshot” report that will reflect prevailing attitudes. This material

can provide the basis of periodic discussions between the project consultants

and senior personnel management. These results will be used for tracking

attitudinal data over time in the Baltimore and/or Richmond districts.

In the future, the procures can be applied in other districts.

Proposal for Future Studies

Tracking System

Once a tracking system has been implemented, variations can be designed that

are appropriate to the various IRS districts and service centers throughout

the United States. Comparisons of the modified procedures and ensuing data

will be made on a continuing basis. The Service recruits most employees from

the adjacent geographic area. Cultural differences may require appropriate

variations in both tracking system procedures and Item content of the surveys.

Ongoing studies comparing data among regions will be required to ensure that

data collected in the different regions will be comparable.

Demographic analyses

Recruitment and retention requirements, based on demographic and cultural

differences, may vary among the regions. By establishing a method of maintaining contact with employee demographics, attitudes, cultural trends and other

significant Issues of perceived well-being to employees, IRS management will

be better able to adjust national and local personnel policies and practices.
Limited Studies of Action Proposals

Long range, it is proposed that IRS management maintain continuing liaison

with the psychological consultants responsible for the actual conduct of the

tracking studies. The consultants will be able to design and conduct

limited-purpose studies that address specific, local, problems that arise.

For instance, a particular region may require mid-level personnel with

specific skills that are in short supply locally. Consultants familiar with

these studies will be in a position to conduct minimum-effort additional

studies and report results and recaimendations directly to IRS management who

may wish to adjust local personnel practices.

THE ATTITUDINAL AND EXIT INTERVIEWING PROPOSED BY EH. FISHER IS A PILOT

STUDY FOCUSING ONLY UPON THE BALTIMORE AND/OR RICHMOND DISTRICTS. THE PURPOSE

IS TO VALIDATE A QUESTIONNAIRE AND A PROCEDURE. WHEN THESE ARE ADEQUATELY

VALIDATED (i.e. MEASURE WHAT IS INTENDED TO BE MEASURED) THE PROCEDURE CAN

BE APPLIED TO OTHER DISTRICTS. NEW GROUND IS BEING PLOWED HERE AND PROPER

VALIDATION IS NECESSARY BEFORE EXPANDING OBSERVATIONS TO A NATIONWIDE SAMPLE.
-31-

2. The External Environment

Similar to the internal environment, information from the external environment can be obtained as raw data (i.e. historic and forecasts of un- employment) or as impacts interpreted by others (See Appendix B)

.

Impacts developed by others can be obtained by scanning the popular press,

special publications such as Demographics , and by subscribing to special

services (i.e. Naisbett Group's Trend Reports SRI International or AT&T's

Context of Legislation) . The cost of these special subscription trend

monitoring services suggest that they should be evaluated carefully before

subscribing

.

a. Emerging Technology

Because technology is important only if procured by IRS, and lead times

are relatively long, it is not necessary for IRS to monitor external technology

for human resources trend analysis.

b. Emerging Social Patterns

Social issues relate to life styles, work habits, quality of work life

and living arrangements. There are a variety of sources of infonnation on emerging social patterns (i.e. Psychology Today , Time magazine, Newsweek , etc.)

Emerging social patterns are best identified by appointing a small team to scan the popular press and collect and discuss significant findings. Current

social patterns include more ubiquitous incidence of child care centers,

availability and use of stress counseling, more single-parent households, more

part-time employment. Increased job sharing and more working in the home. It

is necessary for the appointed team to identify emerging social patterns,

monitor their growth and assess timing and potential impacts on the IRS. (A3 an example, child care facilities at a service center might enhance seasonal

recruitment results) .

c. Emerging Demographics Patterns

It appears that external demographics can be adequately obtained from

secondary sources (i.e. publications reporting on analyses of trends rather

than obtaining raw counts and forecasts from the Census Bureau). The shift

to the sun belt and the progress of the baby-boom cohorts followed by a smaller

number of births is well documented and is readily available in publications.

Available published periodicals on U.S. population are likely to provide

adequate information for IRS needs. The demographic data items can be

adequately defined for periodic updating of data without the need for

continuous scanning.
-32-

d. Emerging Econcmic Patterns

The Primary econcmic indicators important to IRS human resources management are estimates of employment (and unemployment ) by economic sector (such

as employment in banking, insurance and real estate) and area of the country;

trends in college and university enrollment; and salaries of accountants and

white collar office workers. Most of these data are available from the Bureau

of Labor Statistics, The National Center for Educational Statistics, and the

American Institute of Certified Public Accountants.

e. Elnerging Legislative Patterns

Legislation can affect himan resource management if it changes employee

benefits or working conditions. Recently, much legislation under consideration

could severely impact hunan resource managanent in the IRS (and the remainder

of the government) by changing pay, retirement and the nature of working

conditions. "Washington-on-Line," a commercial scanning service, monitors

the nature of pending legislation, and can search on key words and phrases.

Legislative information files maintained by the Library of Congress track

legislation as it proceeds from introduction through the committees and houses

of congress.

Both of these services should be periodically scanned to meet the

information requirements of the proposed trend monitoring system.

Resource Requirements

It is estimated that to provide operational systems which will adequately

serve IRS personnel planning requirements, 100 additional NBS work days will be

required. The project would be completed within approximately thirty weeks

after final IRS administrative approval and funding authorization is

accomplished, if the psychologist is to proceed with structuring the employee

attitudinal data system and the design and development of the exit interview

data system, approximately 30 days of additional work will be required.

APPENDICES AND LIST OF REFERENCES

APPENDIX A

(TO 3E ADMINISTERED BY INTERVIEWER)

EXIT INTERVIEW FORM (Personal Data Optional)

EMPLOYEE

NAME DIVISION BRANCH

ADDRESS JOB TITLE

TERMINATION DATE

DATE HIRED

TELEPHONE LENGTH OP SERVICE

INTERVIEWER DATE

As an exiting employee you can be a valuable source of information regarding various working conditions observed during your employment.

'k hope that you will be candid ’with your answers to the attached questions so we may assist IRS to improve working conditions in the future.

This questionnaire is not a part of your personnel record. It 'will

In no way effect your re-employment anywhere . It is being used solely

by us to improve IRS management capabilities . Your responses to our

questions will help future employees

.

Feel free to write your own comments in the space below and on the

reverse side of this sheet.

H++-H-+-H-++++++-I-+-H+ H-M-M-t-J-h M-+- H--M-+ +•+ h H-++++-H--H- M-hhf-l-i-M- H--HH-+ H- f +• *• +- h h

1. Check those items that are your reasons for leaving tills organization.

Use the number (1) for the most important reason and number (2) for the

next, and so on.

1 Continuing my education Dissatisfied with:

Moving from area The work itself

Health Reasons Working conditions —Retirement Limed Late supervisor
-2- — Family circumstances The people I work with

-——-Secured a better job The people order me

---—“Just felt like leaving General management

COMMENTS:

2. Indicate your opinions of the following:

Excellent Good Fair Poor

Security

Your Salary

Fringe Benefit Package

Performance Appraisal- System

Physical Working Conditions

Opportunity for Advancement

Communication to/from Management

Training for the Job

COMMENTS:

3. Rate your Unit with respect to the following cliaracteristlcs

:

Excellent Good Fair Poor

A. Cooperation with other units

Cooperation within your 'init

Adequacy of Training for your Job -
-3 -

Orientation:

A. to your job —

_

B. to the organization —----

Realism of workload —— -—-

Caununication:

A. within your unit —

B. with other unito —— —- —

COMMENTS:

i Rate your supervisor on the following topics:

Excellent Good Fair

Gives fair and equal treatment

Respects you —

Gives positive feedback and —- -

recognition

•felcomes your suggestions -——

Develops cooperation among -—

employees

Resolves complaints and grievances ——

Gives clear Instructions

Knows of your accomplishments

Applies effective personnel policies

consistently —

Poor
-4-

(To 3e Self Administered)

COMMENTS:

EXIT INTERVIEW

NAME (OPTIONAL) DATE

1.

If you are going to a different Job, what does it offer you that the

one here did not?

2.

What were the factors that contributed to your accepting a Job at thLs

organization?

(A) Were your expectations realized?

(B) Has the Job changed?

3.

What constructive comments would you have for management Ln regard t

making a better this place to work?

4.

What are sane of the factors that have contributed to making your

enployment enjoyable?

5.

Would you recommend the IRS to a friend as a good place to work*?

Why or why not?
-5 -

6. Is there anyone you think we should fire?

Why?

COMMENTS:

7. If your new job doesn’t work out for you will you consider returning

to the IRS?

If not, why not?

COMMENTS:

• 5 “ i i — » r I* 4 o

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" 3 3 . ,i 3 =ui ^ 3> t vs ; * j j i ; '•• Jliiili Siju«* H

s

p .— « • X • f» 5

fl j 5 »? >’s.

iris 3 =

o __ a _ o=i Ii=IHIsl4=

8. -3 a- . t = a= ==T

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illS'HiSlili.

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3

2

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• •- " a a m a f rlf l J-
List of References

1)

Dillon, Jon S. , "A New Role for Personnel: Monitoring Supercnanye,

The Personnel Administrator

,

Vol 2U, No. 7, pages 20-22, Novemoer,

1975.

2)

Fahey, Liam and King, William R. , "Environmental scanning for Corporate

Planning", Business Horizons, pages 61-71, August, ly77.

3)

Frantzreb, Richard B. , "Human Resource Planning: Forecasting Manpower

Needs," Personnel Journal , Vol. 60, No. 11, pages 850-657, Novemoer,

1981.

4)

Glover, Robert H. and Holmes, Jeffrey, "Assessing the External Environment,

Using Research for Strategic Planning, New Directors for Institutional

Research, No 37, San Francisco: California Jossey-Bass, March, 1983.

5)

Horn, David K. , " Working Paper MPPRG 84-5," An Economic Analysis of Army

Enlistment Supply", U.S. Army Research Institute for the Behavioral

and Social Sciences, May 1984.

6)

Hutcheson, Peggy and Stump, Robert W. , "Mining the Future," Training

and Development Journal, Vol 38, No. 11, pages 66-72, November, Iy84.

7)

Kast, Fremont, "Scanning the Future Environment: social Indicators,"

California Management Review , Vol 23, No. 1, pages 22-32, Fall, 1980.

8)

Lakhani, Hyder and Gilroy, Curtis, Working Paper MPPRG-84-14, "Army

Reenlistment and Extension Decisions by Occupation," U.S. Army

Research Institute for the Behavioral and social sciences, November,

1984.

9)

Lang, Mary E. , "Research: Child-Care Policies," Yale Alumni Magazine,

pages 42-45, October, 1985.

10) March, John, "H.R.M. , Birth of a Course," Harvard Business school

Bulletin, pages 48-57, April, 1985.'

11) Nanus, Burt, Director, Center for Futures Research, University ot southern

California, "Quick Environmental Scanning," Long Range Planning,

Permagon Press, 15 Belgrave Square, London SW 1X8 PU, vol lo, No 2,

April, 1982.

12) Odiorne, George S. , "Human Resources Stratagies tor the Nineties,

Personnel , pages 13-19, November/Decanber , 1984.
- 2-

13)

Renfro, William L. and Morrison, James L. , "The Scanning Process:

Getting Started," Applying Methods and Techniques of Futures

Research

,

pages 5-37, New Directors for Institutional Resear cn,

No. 39, San Francisco: Jossy - Bass, Septanber, 19 S3. 14)

Roy, S. Paul and Cheung, Joseph K. , "Early Warning Systems: A

Management Tool For Your Company," Managerial Planning, Voi J3,

No. 5, pages 16-21, March/April, 1985.

15)

Stoffels, John D. , "Environmental Scanning for Future Success,

Managerial Planning, Vol 31. No. 3., pages 4-12, November - December 1982.

16)

Thcmas, Philip S. , "Environmental Scanning: The State-of-the-Art

,

Long Range Planning, Vol 13, No. 1, February, 1980.

17)

Walton, Richard, "Fran Control to Ccmmittment: Transforming Workforce

Management in the United States," Course Development & Researcn

Profile 1985, pages 132-135, 316-330, The Harvard Business scnool,

Soldiers Field, Boston Mass., 1985.

Weiner, Edith, "Future Scanning for Trade Groups ana Ccmganies, " The

Harvard Business Review, pages 14, 174-176, September, uctober 1976.

18 )
NBS-1 14A '»tv. »-«C) U.S. DEPT. OP COMM.

BIBLIOGRAPHIC DATA

SHEET (See in stmctionsi

1. PUBLICATION OR

REPORT NO.

NBSIR-86/3336

\J 2. Perform, ng O rgan. Report Nc V

3. Pudication Date

MARCH 1966

4. TITLE AND SUBTITLE

Implementation Plan — Internal Revenue Service Strategic Initiatives ERR-9

and ERR- 11

National Bureau of Standards Phase I—Report

5. AUTHOR(S)

Ralph E. Schofer

6. PERFORMING ORGANIZATION (If joint or other than N BS. see instruction s) 7. Coniract/Grmnt No.

NATIONAL BUREAU OF STANDARDS

DEPARTMENT OF COMMERCE S. Type of Report & Period Covered

WASHINGTON, O.C. 20234 August -Dec ember 1985

9. SPONSORING ORGANIZATION NAME AND COMPLETE ADDRESS (Street. City. Store. ZIP)

Personnel Division

The Internal Revenue Service

Washington, DC 20001

10. SUPPLEMENTARY NOTES

Document describes a computer profram; SF-185. FlPS Software Summary, is attached.

11. ABSTRACT (A 200-word or less factual Summary of most Significant information. If document includes a significant

bibliography or literature Survey, mention it here)

The Internal Revenue Service (IRS) Strategic Plan is comprised of 55 Strategic

Initiatives selected to prepare the Service for effective and efficient operation in

the 1990's. Strategic Initiative ERR-9 addresses the development and use of a trend-analysis monitoring system for human resources planning; ERR-11 utilizes these

data in development of recruitment plans for the Internal Revenue Service.

This Phase-I Report presents the results of a review of human-resources planning

requirements and a review of current research and development projects which impact

human resources planning in the Internal Revenue Service. A ten-step plan for

building and implementing a trend monitoring system for human resources planning is

presented. This system also can be used to analyze operational Issues which

frequently must be addressed by the Personnel Division of IRS.

The only recommendation for field collection of data pertains to a sample of exit

interviews of departing employees and some Interviews of first-line supervisors to

measure attitudes.

A bibliography is presented In the Appendix of the Report.

12. KEf WORDS iSi* to twelve entries; alphabetical order • capitalize only proper nomes; and separate key woras by semicoionsi

13. A /AiLABlLiTY

[y ) U n I imitea

| "1 For Official Distribution. Do Not Release to NTIS

Q Order From Suoermtendeni of Documents. U.S. Government Printing Office. Washington. D C

2002. EO Order From National Technical Information Service (NTIS). Springfield. VA. 22lfcl

14. NO. = p= -i T-. 49

15. P-i.