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FY 2023 Annual Performance Plan and Report - Strategic Goal 5: Objective 5.3








  
  
    

  
      



Fiscal Year 2023
Released March, 2022

**Topics on this page:** Objective 5.3: Uphold effective and innovative human capital resource management resulting in an engaged, diverse workforce with the skills and competencies to accomplish the HHS mission | Objective 5.3 Table of Related Performance Measures

Objective 5.3: Uphold effective and innovative human capital resource management resulting in an engaged, diverse workforce with the skills and competencies to accomplish the HHS mission

HHS supports strategies to uphold effective and innovative human capital resource management. HHS is focused on building and sustaining a strong workforce through improved recruitment, hiring, and retention efforts. The Department is leveraging training and professional development opportunities to develop and manage a high-performing workforce while providing leaders and managers with the insight and tools to effectively carry out change management, organizational learning, and succession planning.

The Office of the Secretary leads this objective. All divisions are responsible for implementing programs under this strategic objective. The narrative below provides a brief summary of any past work towards these objectives and strategies planned to improve or maintain performance on these objectives.

Objective 5.3 Table of Related Performance Measures

*Intrinsic Work Experience. (Lead Agency - ASA; Measure ID – 2.8)*
	FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020
			FY 2021
			FY 2022
			FY 2023Target
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			80.0
			80.5Result
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			Dec 31, 2022
			Dec 31, 2023Status
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Pending
			Pending*Employee Satisfaction with Opportunities for Professional Development and Growth. (Lead Agency - ASA; Measure ID – 2.9)*
	FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020
			FY 2021
			FY 2022
			FY 2023Target
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			68.0
			68.5Result
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			Dec 31, 2022
			Dec 31, 2023Status
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Pending
			Pending*Employee Engagement Index. (Lead Agency - ASA; Measure ID – 2.6)*
	FY 2016
			FY 2017
			FY 2018
			FY 2019
			FY 2020
			FY 2021
			FY 2022
			FY 2023Target
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			77.0
			77.5Result
			N/A
			N/A
			N/A
			N/A
			N/A
			N/A
			Dec 31, 2022
			Dec 31, 2023Status
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Not Collected
			Pending
			PendingThe Office of Human Resources (OHR) is leading efforts to improve the different aspect of the workplace conditions that lead to engagement. OHR is focusing these activities in three key strategic areas for employees: (1) Intrinsic Work Experience, (2) Opportunities for Professional Development and Growth and (3) Engagement, which are aligned to the HHS Strategic Plan, OMB planning, and OPM human capital initiatives as well as unique HHS organizational priorities. The intent of these efforts is:

To increase the Department’s conditions conducive to engagement
	Develop opportunities for employees to improve skills and enhance professional development.
	Improve employees’ feelings of motivation and competency relating to their role in the workplace.<<Return to Topics in this Report

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Goal 5 - Objective 5.4 >>

                    
  


Content created by Assistant Secretary for Financial Resources (ASFR) Content last reviewed March 22, 2022 Back to top
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