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i.
J.
Prepared and Submitted by:
Orion L. Birdsall, Chairman
Mary Anderson Audet
Charles Friedman
Myke Holland
William Kennedy
Frank Ng
Nº Department of the Treasury
#RHA"). Internal Revenue Service
Larry Norris
James O'Malley
i_arz Pearson
Joan ROsenmarke
Judy Warren
Theodora K. Watts
Document 7035 (6-85)



TABLE OF CONTENTs
Background Page 1
Introduction Page 2
Linkages Page 9
Operating Principles Page 13
Human Resources Capacities Page 17
- Information Page 17
- Planning and Evaluation Page 19
– Marketing Page 22
- Production Page 24
- Government Liaison Page 27
Implementation Strategy Page 28
Exhibits
Exhibit l Human Resources Mission Statement
Exhibit 2 Environmental Scanning Sub-Group Report
Exhibit 3 Strategic Plan Sub-Group Report
Exhibit 4 Outside Organizations Sub-Group Report
Exhibit 5 Human Resources Capacity Schema
Note: This report represents the opinions and conclusions
of those who prepared it, and does not represent the
position of the Internal Revenue Service.
Acknowledgements:
The task force offers a special thanks to Tatika
Mitchell, Edith Jackson and Kathleen Huddleston for their assistance.
BACKGROUND
In January, 1985 the Human Resources organization (HR) developed a new
statement of its mission and philosophy. At the same time, the Deputy
Assistant Commissioner (Human Resources) convened the Human Resources
Organizational Effectiveness Task Force, which included representatives
of the seven Human Resources components. The task force members were:
Orion L. Birdsall, Chairman, Mary Anderson Audet, Charles Friedman, Myke
Holland, William Kennedy, Frank Ng, Larry Norris, James O'Malley, Larz
Pearson, and Joan Rosenmarkle'. Theodora K. Watts served as facilitator
and consultant to the group, and Judy Warren provided staff assistance.
The new Human Resources Mission Statement departed from the usual
style of articulating operational ideals or norms and prescribing the
range of current, major activities. Its tone was more philosophic and
prospective and placed a premium on a future-oriented and proactive
Human Resources organization. A copy of the Mission Statement is
attached as Exhibit 1.
The Organizational Effectiveness Task Force was initially
established to investigate the broad implications of the Mission
Statement for the organization and operations of Human Resources . In
addition, the prospects of significant budget reductions in Human
Resources staffing increased the urgency of reviewing the organization's
operations. The overriding question to be considered was ; what
operational capacities will need to be developed, enhanced, limited, or
removed if the Human Resources organization is to be what the Mission
Statement says it wants to be?
The Task Force 's charter did not include the design of the Human
Resources organizational structure, and because of time constraints,
was limited to the National Office Human Resources organization. The
Task Force realizes, however, that the recommendations presented in
this report will have significant implications for both organizational
structure and for the field operations which will need to be addressed
during the implementation phase or by other study groups.
INTRODUCTION
Given the general and philosophic tenor of the Mission Statement,
the Task Force divided into three sub-groups to investigate and report
on areas with potential for more definite direction for long range Human
Resources issues, organizational requirements, and operational models.
They were:
– environmental scans and projections;
– IRS Strategic Plan; and
– the policies and practices of public and private sector
organizations acknowledged to be models of innovation or
excellence in Human Resources management.
The reports of these sub-groups are available as Exhibits 2, 3
and 4 to this report.
Although written from differing perspectives, these reports were
remarkably similar in the kinds of critical issues and needs that they
identified. First, critical issues and needs that are confronting or
will confront the Service as a whole were identified. These represent
a notable challenge both to the ability of the Service to carry out
its mission in the future, as well as to the adequacy of current ways
of doing business.
Any more effective, future oriented Human Resources organization
will have to address these same critical issues/needs from the
perspective of its own mission and competence within the Service. These
needs are fully congruent with the organizational norms established
by the new Human Resources Mission Statement.
A very narrow interpretation of the critical issues identified
by the three sub-groups suggests that the future Human Resources
organization will have to develop new products and services to fulfill
its responsibilities. A broader interpretation is that in order to
provide new products and services and to ensure that they are the most
effective ones, new capacities and ways of doing business will have
to be installed in the Human Resources organization. The Task Force
concentrated its efforts on this large scale, total organization
COntext.
For example, from their different perspectives, all three sub-group reports
focused on the Service 's need for increased accountability for its human
resources. This accountability included better cost accounting, employee
development initiatives, and evaluation of human resources use. A narrow
approach would be to invent specific policies or programs to address each
of these needs on an individual basis. The broader approach adopted and
advocated by the Task Force is to look at the Human Resources organization
as a whole and to ask: what capacities should the organization have to
meet these needs and other needs in a comprehensive, consistent and more
timely fashion?
Since these critical issues/needs confront the total IRS
organization, a new Human Resources way of doing business would have
at least three advantages:
1. The resulting Human Resources organization would not only
be able to respond more effectively to specific needs of
client organizations, but would also be able to anticipate
and plan for needs those organizations may not yet fully
be aware of .
2. To the extent that the recommendations produce an organization
with increased efficiency and effectiveness, and with more
attractive products, it could become a model for increased
organizational effectiveness throughout the Service, and a
prototype of a new way of doing business.
3. To the extent that the capacities incorporated are valuable
and powerful, it offers an opportunity to enhance the profile
of Human Resources and to advocate strategies of organizational
change to the whole Service. The future Human Resources
organization would become an effective agent of change.
The future Human Resources organization will need to have two
general characteristics. The first of these is increased organizational
flexibility. The organization will need to be more open to revision
and operate as an ongoing experiment. This principle must be
institutionalized, so that it becomes a function of the organization
itself and not merely of incumbency in certain management roles. Some
of the risks involved in such an operation can be lessened by an
enhanced capacity for timely, on-line evaluation.
The second general characteristic is that of boundary
permeability. The present cumbersome and compartmentalized organization
and method of operation impedes the agility needed for the future.
Cross functional interactions, inputs and products should be required,
and should be facilitated by the organization and operations.
Certain patterns emerged from the analysis of the sub-group
reports. The critical issues/needs converged into five general
categories. Each of these represents an imperative for a new or
improved Human Resources organizational capacity. The diversity of
the issues/needs are represented by the range of activities grouped
under each category. Since none of these capacities is unique to the
IRS, the Task Force used standard business terminology to designate
them •
The five capacities are:
an information capacity
a planning and evaluation capacity
- a marketing capacity
a production capacity
a government liaison capacity
A schema of these capacities is provided as Exhibit 5, and some
indications of their typical linkages and interactions are provided later
in this report. A brief overview of each capacity follows. More
detailed information is presented in separate sections of this report
devoted to each capacity .
Information
The information capacity requires enhancing, developing, and
gaining access to information systems and databases of direct and
indirect relevance to the Human Resources mission. Three kinds of
information are required:
– operational or status information
- forecasting and projection information; and
- information for strategic, long term planning.
Operational information needs include improved aggregate and
individual employee data, workload data, internal Human Resources
operational data (e. g., PRIME), Service-wide operational data (e.g.,
- 4 --
DEMIS), and improved budget and cost accounting information on both
operating costs and on services and products supplied to clients.
Forecasting and projection information needs comprise both a
capacity to access relevant databases and a state-of-the-art capacity
to massage and manipulate the data for trend analyses and projections.
Ongoing environmental scans, organizational work projections, workforce
projections (e. g., attrition, workforce mobility), and budget
projections are examples of activities in this category.
Planning and Evaluation
The enhanced planning and evaluation capacity will serve three purposes:
- improving Human Resources effectiveness through timely,
on-line assessments of existing products;
– increasing Service-wide accountability for human
resources; and
- promoting large scale organizational change.
To achieve these goals, five kinds of activities need to be
included within the overall evaluation capacity:
ongoing development and revision of standards for
evaluation;
— ongoing, internal evaluation of the efficiency and
effectiveness of the Human Resources organization and
its products;
– ongoing evaluation of the efficiency and effectiveness of
the Service in its management of human resources;
– input into individual executive and managerial evaluations on
their performance as stewards of human resources; and
—long-range strategic management of and planning
for human resources issues.
The activity related to standards will provide the crucial input
for the entire evaluation capacity. It includes development and ongoing
revision of criteria for judging the efficiency and effectiveness of
the Human Resources organization, its operations and its products.
It will promote Human Resources organizational flexibility and provide
objective input for decisions related to the termination or refocusing
of Human Resources product lines. Criteria will also be developed for
assessing the effectiveness of the IRS organization and management
systems from the perspective of Human Resources concerns. Finally,
it will develop specific criteria on human resources stewardship to
be incorporated into individual executive and manager performance
evaluations. Inputs from the forecasting/projection and strategic
planning activities will permit the inclusion of longer range standards
of organizational effectiveness and individual performance in addition
to the prevailing, short term program standards.
A distinct evaluation activity directed to the Human Resources
organization, its structure, management, operations, and products
will foster an experimental climate for the organization. It will
promote excellence within the organization as a model for other Service
Organizations. It can also facilitate boundary permeability by serving
as an instrument to ensure that the narrow, functional focus of current
activities within Human Resources can be effectively expanded and that
cross-functional, collaborative endeavors become institutionalized.
Finally, it should permit timely and knowledgeable judgments to be made
about the value and need for continuation of current Human Resources
product lines •
A parallel evaluation activity will address itself to the Service
as a whole and to its management systems in particular. This activity
will be responsible for assessing whether current and emerging IRS human
resources management systems and practices make sense in terms of both
efficiency and effectiveness. This activity will be most germane to
the managerial and executive training programs which will be a key
product line of the future Human Resources organization.
The evaluation capacity must also include effective input into
the evaluation of individual executives and managers as stewards and
managers of human resources. The inclusion of this activity recognizes
that genuinely effective organizational change includes efforts to change
the behavior of individuals.
Marketing
Use of the term "marketing" is not part of the traditional
vocabulary of the public sector. However, it is used in this report
as a concise way of describing a certain capacity for the future Human
Resources organization.
The activities related to this capacity are distinguished from the
current, product centered Human Resources mode of operation in three
respects . First, they provide a way of institutionalizing improved
client satisfaction with Human Resources products — closer, ongoing
involvement with clients will increase confidence that the final products
will meet client needs. Second, these activities offer a novel opportun-
ity to get ahead of the market and to develop and test products in
anticipation of future client needs. Third, the activities should
position the Human Resources organization to be more proactive. The
organization will no longer be the passive recipient of client requests
for customized products, but instead will take a broad, "product line"
approach to its outputs, and actively create a market for new or improved
products through client education.
This group of activities will present the greatés tº challenge to
the Human Resources organization to begin to conduct its business in
a new way. Timeliness and a permanent capacity for project management
of team efforts will be the essence of the marketing capacity. A
premium will be placed on the availability and productive use of
conceptualizing and integrating skills.
The marketing capacity includes both market research activities
gathering, product planning, product line design, and market testing
activities.
Production
All of the other capacities of the Human Resources organization
support this capacity — the timelier production and delivery of better
quality products that meet client needs . The production capacity will
involve four types of activities:
product and production design;
actual production, including contracting out of production;
delivery and installation of products; and
product support and service .
The specific products cannot now be specified, but will probably
include currently available products, improved versions of such
products, and new products. The resources for investing in new products
and improvements will necessarily involve an analysis of current
products, and a reduction or elimination of some of these ,
The production capacity of the new Human Resources organization
will have three features.
1. Products will be offered in a spectrum of "brands" and of
delivery and installation modes •
Some may be customized for particular clients; others will be
offered in generic versions for local adaptation by the client.
Some will be delivered, installed, and even operated by the
Human Resources organization (e.g., executive training);
responsibility for the installation and operation of others
will pass to the client upon delivery.
2. Product life spans will be determined.
Based upon directions from the information, evaluation, and
marketing capacities, future products may be delivered with
designated life spans, or with a limitation on the time that
Human Resources will continue to support and service them.
3. The production capacity will be directly responsible for
technical sales and product support.
These activities will be performed in close coordination with
the marketing and evaluation capacities, and responsibilities
will include ensuring client satisfaction.
Government Liaison
This capacity relates to the need to establish a strong liaison
for Human Resources with other functions of the Service, other Federal
organizations, and other concerned parties to strategize and formulate
positions on significant Human Resources issues, and to initiate joint
efforts when desirable .
Implementation Strategy
The design of a new organizational structure to fit the capacities
being recommended, and the actual implementation of the recommendations
are such sensitive issues that some general recommendations for an
implementation strategy have been included. These recommendations can
be summarized in three general principles. Successful implementation
depends on :
— strong, clear, consistent commitment at the upper level
of the organization to a long term, phased implementation;
– clear, consistent, free two-way flow of information
and communications throughout the implementation phase,
including methods for addressing rumors on a timely
basis; and
– wide ranging, timely participation by those who will
experience the change, in modes appropriate to their
various levels of responsibility to generate ownership
of the change.
LINKAGES
The report has presented a series of snapshots of the five
focal capacities of a proposed new Human Resources organization. Each
has been described separately, with an explanation of some of the
associated activities, and of interactions among those associated
activities. This section of the report will describe some typical ways
in which the focal capacities will interact among themselves.
Globally, the new organization will be driven by three
factors:
– enhanced information and more ready access to it;
-- improved and expanded evaluation capacity; and
– increased client satisfaction with Human Resources products.
There are basically eight key linkages among these capacities. This
list is not exhaustive. If the new Human Resources organization func–
tions with the requisite boundary permeability, the interactions among and
across capacities will exceed what can be predicted or described in this
report. In keeping with the need for flexibility for the new organiza–
tion, these linkages should be considered hypothetical and illustrative
rather than strictly prescriptive.
Information - Planning and Evaluation
The first crucial range of linkages is between the information
and evaluation capacities. The material for the various evaluation
activities is information, both current operational information and
forecasting/projection data. On the basis of timely, accurate
information, human resources standards will be developed, appropriately
revised, and then applied to the Human Resources organization itself and its
products, to the Service as a whole and its management of its human
resources, and to performance of individual executives and managers
as they are accountable for the stewardship of the human
resources made available to them.
For example, management styles in particular IRS organizations or as
applied by particular executives and managers should not be rewarded if
they are not managing their human resources efficiently and effectively.
Until now individual performance standards have been inconsistently
applied and narrowly program-focused. There has been no way to make the
case that organizational and individual performance can only be
accurately measured by including human resources management as a
criterion. The development of effective standards has been hampered by
the unavailability of information about what processing frivolous labor
grievances costs, for example, or what high attrition levels cost in
terms of processing personnel actions or training. If effective human
resources management cost figures are available, this information can be
a powerful tool for improving managers within the Service. Likewise, if
other management information systems are accessible and their data can be
collected with human resources management data, more realistic measures
of efficiency than the prevailing "cost-per-thousand" or other output
measures can be developed and applied.
An enhanced information capacity may also decrease the risks
involved in conducting business as an ongoing experiment and
in investing in new, future-oriented products by increasing the
timeliness of reviews and the accuracy of projections.
Information – Marketing
The second linkage is that between the information and marketing
capacities. The latter will be almost wholly dependent upon the former
for both forecasting/projection information which will dictate research
and development of a new product. The marketing component will have the
primary responsibility for positioning Human Resources' outputs to match
not only current client demands but also demands that may not yet exist
or be recognized : The role of the information component is indispensable
for the success of those endeavors.
Both operational data and forecasting/ projection information will
guide marketing and sales strategies. The marketing component will be
able to make its case to its clients on the basis of a clear and thorough
knowledge of the client's current and anticipated needs.
Finally, the information capacity will provide the marketing
capacity with the necessary current and projected information about
Human Resources costs, budget, and other available resources to make
knowledgeable decisions about product development commitments.
Information – Production
The information capacity will also provide an essential resource
for production management. With on-line access to employee data,
costs, and budget data, production managers will be given greater
latitude to operate as entrepreneurs to recruit the production
specialists they will require, to make an informed decision about
subcontracting, to conduct on-line quality reviews, and to bring
products in under budget. The availability of projected budget and
other forecasting/projection data should also extend the current
planning time frames for production management.
Information - Government Liaison
A further critical interaction will occur between the information
capacity and the government liaison capacity. The latter will depend
upon the former for both current operational data and forecasting/
projection data to exercise its advocacy, liaison, coalition—building,
and interdepartmental liaison activities. It will provide the
government liaison component with the raw material to make the HR case
in the several forums in which the latter will operate . The ready
availability of such data will be especially valuable as it provides a
capacity to construct an in-house, but objective case-to-the-contrary
when needed.
Planning and Evaluation — Information, Marketing, Production, Government
Liaison
The planning and evaluation capacity will perform analogous roles
vis-a-vis the information, marketing, production, and government affairs
capacities. In each respect, internal standards of organizational and
operational efficiency and effectiveness will be developed and applied.
Likewise, through the development and application of performance evalua-
tion standards for Human Resources management, the evaluation component
will be charged with monitoring and ensuring the accomplishment of Human
Resources goals. In particular, fostering a systematic, cross-
functional, project team approach will be of particular concern to the
evaluation component in its measurement of organizational, operational,
and individual manager performance .
Strategic thinking and planning will have to be institutionalized
as an indispensable and ongoing element of the Service's ordinary way
of doing business. The expansion of available information beyond opera-
tional data to include forecasting/projections data and strategic issues
management will permit assessment of organizational and individual
performance across a time continuum. Organizational effectiveness and
individual performance will be measured in terms of how the Service
as a whole or its managers position themselves against midterm and long-
range strategic objectives.
At the same time, however, the evaluation component will interact
in a unique way with the operational capacities – i.e., marketing and
production — and with the government liaison capacity.
Planning and Evaluation -- Production
The linkage between marketing and production will not consist of
redundant controls or reviews, nor in "second-guessing" their management.
Market testing will be the unique responsibility of the marketing
component, and the first line of quality control over products will
remain with the production component. The planning and evaluation
capacity should not become an in-house "internal audit" capacity.
Rather, the evaluation component will establish a meaningful framework
within which product line and individual products can be measured against
overall Human Resources objectives and strategic plans, and against IRS
objectives and goals. This larger point of view is what constitutes the
distinctive oversight role of the evaluation component vis-a-vis the two
operational capacities .
Planning and Evaluation — Government Liaison
The planning and evaluation capacity will also interact uniquely
with the government liaison capacity. Its assessments of Human Resources
and IRS organizational effectiveness, operations, products, and needs
will provide the governmental liaison capacity with material for advocacy
and coalition—building with the Federal establishment. Likewise, the
mere availability of an ongoing evaluation capacity in the area of human
resources management should be an asset to the governmental liaison
assessments will also assist the latter component in its roles of
liaison on, coordination, and information clearinghouse roles on human
resources management within the Federal sector.
Marketing – Production
One final critical interaction should be noted -- between the
marketing and production capacities.
Marketing will be the primary capacity for assessing market demand
and client need, for developing broad product strategies, for designing
product line specifications, for deciding product mix issues, and for
ensuring client satisfaction through test marketing of new products. Its
link to production will be directive on a broad scale and its role will
not consist of designing or delivering specific products. Within the
broad scale guidance provided by the marketing capacity, responsibility
for specific product design will lie with the production capacity. The
marketing component will inform the production component(s) of what sorts
of products and delivery systems are needed and what the ratios among
various sorts of products should be — not what products should be pro-
duced or how they should be produced or delivered .
At no other juncture will the ability of diverse components of
the new organization to overcome parochial, functional interests
— 2 -
in favor of a project team approach be more critical than in the
interaction of the marketing and production capacities. Both the
improved timeliness of product development and delivery and improved
client satisfaction with product quality urge that this issue of
collaboration be resolved at this linkage point. The success of each and
every output of the new organization (and, thus, indirectly the value
of the new organization itself) will depend on the extent to which
components of the organization can learn new collaborative ways of doing
business.
OPERATING PRINCIPLES
This section of the report describes the operating principles
through which Human Resources can implement its Mission Statement. These
principles are generic in nature and applicable to all activities.
They will be useful now in determining what functions Human Resources
should perform and how it should be organized. In addition, however,
they will establish a benchmark against which any potential future
changes can be evaluated .
A critical requirement of the effort now must be to provide for
changes which will occur later, even if we cannot anticipate what those
changes will be . Therefore, operating principles have been described
in terms which establish a framework, rather than an absolute
requirement. Even in this context, the first and most important item to
be listed must be that these principles themselves are subject to
clarification and change as the organization grows into its new role.
The list of operating principles which follows is not hierarchical
in structure or sequential in order of implementation. It represents
a matrix of considerations which interact with each other as well as with
external forces. Not all will apply in all circumstances, but the
underlying intent of all should be considered in every appropriate
situation .
1. The Human Resources Mission Statement establishes the conceptual
framework for the organization's activities. Since it is a broad,
philosophical statement, Human Resources must find ways to translate
its meaning into practical solutions to real situations facing Service
management.
2. The Service has historically placed a high value on task and
mission accomplishment, while only indirectly acknowledging the
importance of the morale and motivation of its workforce to achieving
this mission. This lack of balance - is counterproductive in today's
climate. Human Resources should take the lead role in fostering a change
to the Service's management culture concerning the importance of human
resources to the organization. It must also develop concrete programs
which will maintain and improve the IRS human resources environment.
3. Organizations which do not "practice what they preach" cannot
be effective change agents, as they have no credibility. In line with
this, HR must lead by example, applying the principles of human resource
management to its own organization and work force.
4. Flexibility and responsiveness are critical ingredients of
personal and organizational success. HR must therefore strive to develop
its employees into broader based generalists, wherever this is consistent
with maintaining appropriate levels of expertise.
5. Organizational structures should also be designed in a flexible
way to facilitate the accomplishment of work. HR's structure must
reflect its mission and priorities and be responsive to changes in these.
Positions must be designed to encourage creativity and job satisfaction
on the part of employees and managers.
6. Proactive, problem solving organizations which are effective in
their missions are staffed with proactive, problem solving people. HR
employees whose assignments involve professional contact with our
clients must develop and utilize consulting-type skills and be able to
market HR product lines.
7. Management time is limited; management skills are best applied
to management problems rather than technical ones. Authority must be
delegated to the lowest practical levels. HR managers must focus their
time and attention on boundary management rather than vertical management
of the internal organization. Senior specialists must be given the
opportunity to function at a senior level, without close supervision, and
held accountable for the results. Levels of management in the organiza-
tion should be minimized and spans of control maximized.
8. Stability of the organization and its workload cannot be
guaranteed, while available resources can only be expected to diminish.
In this environment, HR must experiment and take risks in order
to succeed, if not survive. Occasional "mistakes" are one price we will
pay for this kind of creativity. The management climate must be
supportive of this risk taking, encouraging employees to try and not
punishing them (overtly or covertly) for good faith efforts which do
not achieve original expectations .
9. Uniform organizational structures across the Service may foster
consistency, but they also breed mechanical approaches to problem
solving, a limited vision of the role and responsibility of a Human
Resources specialist, and excessively costly overhead structures. HR
must critically reappraise its assumptions about how the field must be
organized and operated, with a view toward encouraging structures (and
— 1 4 —
solutions to problems generally) which respond to mission needs, spur
creativity, and are efficient and effective, irrespective of the lack of
organizational parallelism which may result.
10. IRM issuances which supplement other documents such as the
Federal Personnel Manual (FPM) also enhance consistency. However, the
additional guidance provided by IRS often constitutes a minor addition
to the basic thrust of the FPM, and the incremental cost of this guidance
is excessive relative to the benefits received. HR must avoid issuing
IRM supplementing guidance on instructions published elsewhere unless
critical and overriding reasons exist. Existing IRM sections which do
not meet this criterion should be revoked.
11. The role of the National Office is to formulate policy and
provide leadership and direction to the field in carrying out the mission
of the Service. The National Office should not be executing that policy
or involving itself in day-to-day operational work. HR must evaluate the
activities it performs and either delegate to the field, or stop
altogether, those tasks which are operational in character (unless mandated
by law or higher authority).
12. The success of a field Resources Management program is properly
measured by its ability to assist the field activity in accomplishing its
mission within the policy guidelines set forth by the National Office.
It should be free to utilize all flexibilities available, without being
overburdened with narrowly defined specialized program requirements
imposed from above. HR must eliminate layers of "watch birds" whose role
are to redundantly monitor compliance with operating regulations, or which
focus on micro rather than macro management concerns.
13. Constructive criticism is essential for an organization to
identify and correct its shortcomings. HR must determine what
organizational, management, or systemic blocks it has which stifle
constructive criticism, and change or remove them. If the NORP process
is part of the problem, it should be suspended until a better evaluation
system is in place.
14. Policy making and program management do not readily lend
themselves to objective measurement of their productivity, efficiency or
effectiveness. Nevertheless, management must determine priorities and
allocate scarce resources. HR must develop a capacity to cost out its
services, and allocate its resources to those projects which da serve
priority treatment (including new product research and develop:-...},
seeking a balance between short, medium, and long range objectives.
Where possible, programs should be set up on a reimburseable basis,
particularly where they represent a maintenance type activity.
15. The HR organization exists to support the mission of the
Service, not the other way around. This is particularly true for a
headquarters organization which does not have operating responsibilities.
HR must view itself as a market driven organization, anticipating and
responding to the needs of its clients. Our success is ultimately
only measured by the success of the Service as a whole in meeting its
Ill SS LOI) e.
- 16. Contractor produced products are not inherently better or
worse than those developed in-house. However, we are responsible for HR
products used in the Service, wherever they were made • HR must maintain
appropriate quality control mechanisms over all Human Resources products
which have the IRS name on them.
17. Products and services tend to develop a life of their own, even
if they no longer meet a priority management need. HR must develop
"sunset" procedures which will recognize such obsolescence and divert
maintenance and support resources toward more important projects.
18. Most HR activities involve a partnership with management, with
duties and responsibilities on both sides required to get an effective
job done. HR must clearly communicate the joint nature of this
relationship, so that management can understand its part and provide us
with the necessary information on its needs and priorities, as well as
providing feedback on how things are functioning. To facilitate this, HR
must provide user handbooks or other tools which develop and foster
management's ownership of its human resources responsibilities.
19. Effective utilization of resources occurs when fixed overhead
costs are allocated over the largest possible base. Variable costs are
minimized when excessive "customization" is eliminated. HR must explore
ways to reduce customized products unless the attendent costs are
reimbursed, and seek to market its products to other agencies where
appropriate .
20. The best advice and consulting services available are
diminished in value if they are not provided on a timely basis when
needed. HR must reassess its work assignment techniques and develop
the capacity to complete special projects on a timely, if not expedited,
basis. Deadlines must be realistic, and when established on an
arbitrary basis, clearly labeled as such . -
21 - Communication channels must foster clear information flow in
all directions in the organization. Dissenting views must be available
to decision makers, while concise needs and expectations must be provided
to staff analysts on a timely basis. HR should promote and foster a
free flow of information, both vertically and horizontally, throughout
the organization. Deviations from a hierarchical flow of information
will be permitted and changes implemented to facilitate this.
— 16 —
22. The development of executives and managers within the Service
is extremely important in setting values and promoting a productive
organizational culture. HR must develop and advocate state-of-the-art
approaches on management and executive development, career development,
and succession planning, in order to facilitate a successful transition
to a new climate in IRS.
CAPACITIES
The following sections provide more detailed information on the five
focal capacities, and the activities associated with them.
Information
Human Resources must have the capacity to process relevant informa-
tion in order to provide efficient and effective human resources products
and services to the organization. This information gathering process.
must be ongoing, timely, state-of-the-art, and institutionalized. Absent
this capacity, Human Resources will lack the information to properly
assess the Service's demands on the human resources organization and
forecasting/trend projection capabilities will be severely limited.
The Human Resources information system will gather, manipulate
and interpret internal and external operational and forecasting/
projection information that should be available for further analysis.
The following kinds of operational information, both historical
and current, must be available to analyze changes:
– Human resources inventory data such as the number and
location of on board employees, job title, series, and grade,
pay and benefits, and attrition rate and causes.
— Individual employee data such as appraisal data, career
development data, employee training, education and
experience, employee goals and interests (such as Individual
Development Plans).
- Workload statistics such as authorized staffing patterns,
workplans, and work assignment plans.
- Human Resources operational data such as key indicators
of human resources performance including benchmarks and
standards for quantity, quality and timeliness of delivery.
- Servicewide operational data such as cross functional
information on Service products, resources results and
yields, plans and time tables for other major Service
projects, i.e., the Automated Examination System (AES), and
the Tax System Redesign (TSR) project.
Budget and cost data such as Human Resources operating costs,
Human Resources services and products cost (training
modules, recruitment, grievances, turnover, etc.).
The operational information represents the internal data that must
be captured to allow HR and the Service as a whole to accurately plan and
conduct its activities. The intent is not to create new databases but
rather to compile existing human resources data on a systematic basis and
make it easily accessible.
In addition to the operational information we also need access
to the following kinds of forecasting/projection information:
Environmental scan data on technological changes,
workforce trends, federal policy, and organizational culture.
Organizational work projection data on attrition rates,
mobility, skill utilization, productivity changes,
budget projections, operations/activity changes,
product changes.
Environmental scan data coupled with the operational information
will provide the necessary internal and external data elements within
Human Resources to develop a forecasting/projection analysis and strategic
planning capability which supports other Human Resources capacities.
In order to use the operational and forecasting/projecting
information outlined above, a decision support system function should
provide the following services:
A database administrator to identify where required data may
already be available, (such as Human Resources key indicators
in Policy/ Resources Information for Managers/Executives
(PRIME), and servicewide data on cross functional products,
resources, and yields in the Decision Enhancing Management
Information System (DEMIS)); to design/develop ways to gather
new information; and to handle the procedural, technical,
and compatibility aspects of accessing that data.
Tools such as database management systems, fourth generation
languages, and statistical packages to allow Human resources
employees to massage and manipulate the data for modeling
and forecasting activities.
Constraints
In the development of a Human Resources information process, the
following constraints must be overcome.
– Adequate software and hardware must be available with
the technical skilled personnel to support the system.
– Various functional management information systems within
the Service will need to be modified for compatible use.
– Budget restrictions must be remedied, especially in the
procurement of external data sources, hardware and
software .
- Skill levels of information users must be improved.
Opportunities
While constraints may exist, Human Resources must take the leader-
ship role in establishment of an information bank and the mechanism for
utilization of data in management decisions. By doing so, the Human
Resources information system can be a model to other functions in the
Organization and provide the opportunity and channel to assure Human
Resources aspects are recognized in the development of other management
information systems and projects. Also, any products resulting from
the Human Resources information capacity would be beneficial to other
Service functions.
In this information age, the capacity to compile and process
information will become increasingly important as organizations
recognize the benefits of forcasting and modeling. To meet these
demands, Human Resources must position itself to accomodate those
needs.
Planning and Evaluation
Organizational goals are an indication of what the organization
as a whole is trying to achieve and to become. A plan says something
about how the goals will be attained. Goals, like resources, have
time-based utility. A new product, a degree of market penetration,
become significant objectives only if accomplished by a certain time,
but care must be taken to allow sufficient time.
As an organization attempts to push ahead its time horizon, the
manager who has built a successful career by his/her skill at reacting
- 19 —
to crises finds it difficult to transit to strategic thinking. To
add to the difficulty is a formal reward system which seriously
militates against doing so by rewarding short-term gains over long-term
capital investment, particularly in people resources.
There is a need to rethink the role of Human Resources in the
setting of organizational goals or standards, the measuring of progress
toward goal accomplishment, and the evaluation of performance -- both
organizational and individual. Overall, these activities comprise the
primary components of a planning process.
Like other functions, Human Resources must plan activities
necessary to improve the Service's operations and to support its
strategic plan. HR plans would provide an opportunity to link staffing,
appraisal, reward, and development systems to Servicewide plans.
The activities associated with HR planning are: forecasting,
succession planning, career development, and productivity improvement.
— Needs forecasting provides a linkage with the strategic plan;
uses models to develop inventories and projections; and
conducts or utilizes work analyses to predict future needs.
— Succession planning provides for management succession to key
positions to assure that individuals are ready for more
responsible positions when they are needed. It also provides a
mechanism for changing the management style of the agency over
the long term by the planned placement of personnel with
particular attributes.
— Career development provides a mechanism for managing careers
from recruitment through the time the employee leaves the
Service. By controlling progression through training and
developmental assignments, staffing needs can be met by
developing skills internally — particularly in shortage
categories.
– Productivity improvement sets individual performance standards
and measures changes in work systems resulting from technological
innovations.
In addition to these activities, there is a need for planning for
new program or management thrusts, preceded by forecasts and environ-
mental scans, but different from the shorter time frame and more
narrowly focussed activities of marketing needs analysis. There is
also a need for planning management control systems to aid in the
management of work systems and to evaluate the degree of fit between
what is supposed to be and what is actually taking place.
– 20 —
Much of the actual planning as described above would be the
responsiblity of line managers. Overall coordination and certain other
parts of the planning process would be appropriate for a headquarters
unit. The development and administration of HR data bases needed to plan
could be either separate from a planning/evaluation unit or could be part
of one.
It is essential that planning be closely linked to the evaluation of
planning outcomes. Therefore, part of the planning process is the defini-
tion of what successful completion will look like and how it will be
measured. This caveat applies to the planning of individual performance
agreements or careers as well as to the planning of totally new manage-
ment strategies or programs. In essence, the measures become the stand-
ards against which evaluation is accomplished. z
It is essential that Human Resources strategic planning, succession
planning, workforce planning, etc., be tightly linked to the overall
strategic planning process for the Service at large. Planning for the
new HR organization should not be done in isolation, away from where the
work of delivering products is done. A network of planning activities
should exist throughout all of HR with integration with the rest of IRS
and its environment as well. The capacity would provide coordination
for the boundary-spanning planning and evaluation activities and would
also possess the expertise to support and assist in the evaluations and
plan generations -— ultimate responsibility for strategic, tactical, and
operations planning is that of the managers.
Another facet of comprehensive planning and evaluation is that
of developing viable implementation strategies. This often requires
attention to how best to manage the changes introduced by the new
plans. Linking the planning/evaluation function to operations
or productions activities via a bridge provided by change management
strategies would be highly effective.
Constraints
As the Service attempts to cut labor costs by reducing the work
force and seeking new ways to increase quality and productivity, HR
professionals could find themselves in the forefront if they are
prepared to play key roles in formulating and implementing new
strategies. -
— Many HR professionals are untrained in strategic thinking
and they are not experienced in working in a proactive, broad,
long-term, open-system mode.
– The data bases needed to do planning are not now available.
– Gaining support for such activities from the functional areas will
not be an easy task.
Opportunities
The opportunity exists to change the culture of the Service through
the use of a planning and evaluation process by tying these activities
to IRS strategic management goals and by instituting a reward system
to reinforce the desired behaviors.
Marketing
In the course of its work, the task force identified a number of
critical capacities of an effective Human Resources organization.
Many of them (e.g. research and development, tests and prototypes,
sales, etc.) come under the heading of marketing. For our purposes,
we have divided this capacity into three areas: market research; product
planning, designing and testing; and sales. The following describes how
the marketing system is envisioned to operate.
– Market Research
This deals with Human Resources' ability to utilize relevant
information and supplement and focus that information through the use
of such tools as market surveys, ongoing consultations on issues such
as employee attitudes, management problems, competition's products, major
and minor systems initiatives, etc. Results would then be analyzed for
possible product development.
- Product planning, designing and testing
This involves the process of identifying a range of demands for
various products that could satisfy market survey needs within IRS
resources. Working with production, a prospectus would be
developed for each product that would include a brief description of
the product; identification of the intended client(s) (internal and
external); the product type (generic or specific) and life cycle the
resources required and the organization's capacity to produce the
product; a cost/benefit ratio; and the relationship to organization-
al goals.
Client support would be enlisted to conduct a test. The test would
involve jointly establishing criteria for success, identifying an
appropriate sample, and evaluating the results. At this point, a
decision would be made to go forward, redesign or abolish the project.
If the test is successful, the production capacity would develop a
contract for delivery of the product. The contract would include
– 22 –
time frames, life span of the product, promotion strategy, etc.
— Sales
Sales as applied to Human Resources would differ somewhat from the
private sector model. The research and development capacity of HR and of
a specific product or product line would be sold by a formally
acknowledged sales activity.
In day-to-day contacts with the clients, all of HR should also sell
the research and development capacity to help solve the organization's
problems. That could be the first step in increasing credibility with
line functions. Success in selling the ability to identify future
problems and opportunities, test new products to solve the client's
problems and deliver these products in a cost effective manner will help
establish HR as a catalyst for productive change.
Other clients need to be sought for products already produced,
either internally (e.g., selling Taxpayer Relations training for
Taxpayer Service to Examination) or externally (e.g., sell our entry
level management training to other agencies or the private sector).
Constraints
The following are possible constraints to successful implementation.
— The private sector approach is foreign to HR and clients,
and may not considered relevant or applicable;
– This represents a significant shift of focus necessary for HR,
e.g., the "drum up" business concept; marketing to outside
organizations, and the heavy emphasis on research and development.
– There may be a more limited capacity to protect sufficient resources
to do a good job in market research where value is less obvious and
tangible to the organization.
– The client will expect quick service and will need to develop
patience to wait for a study.
– The hesitancy of organization to invest in a generic and/or outside
product will need to be overcome.
— 23 —
Opportunities
Operating in this fashion presents a number of significant
opportunities for HR and the Service.
- There is an opportunity for significant professional development
in HR as internal consultant capabilities are developed,
familiarity and thus credibility with clients is increased;
and more is learned about other HR functions (generalist concept).
– There is a potential for earlier involvement with the client
and thus more impact on the solution.
- External marketing reinforces IRS as a good place to work. It
could be possible to attract more high quality people and change public
perceptions about government in general and IRS in particular.
There is an opportunity to focus on the future and to assist
the organization in the management of change.
Production
Production, defined as the efficient movement of resources through
a well-designed process, is the fourth capacity the task force addressed.
Although each of the five capacities plays an important role in
accomplishment of the Human Resources mission, production may be the most
significant in achieving credibility with clients and moving towards the
ultimate goal of influencing the Service's strategic planning process.
Products and Production Activities
As the first step in determining what the production capacity should
involve, the following examples of product lines HR is or should be
producing were identified:
— employee selection and placement systems
— appraisal systems
- rewards systems
- employee development systems
– career planning
- executive management and development systems
– information systems
Products could take the form of policy guidance to organizations,
training programs, employee profiles, standard position descriptions,
case assignment guides, management information systems, tax advisory
programs, enrolled agent programs, career pathing, performance appraisal
systems, etc.
The second step in defining the production capacity involved a
review of current literature/studies on production and manufacturing
strategies to determine what activities are involved in the production
process and how that could be applied to the Human Resources organiza-
tion. As a result of that analysis, the production capacity is divided
into the following areas:
- Product Design
Product design is inherent to the development of the product
line and marketing strategies formulated by the marketing activity,
Product design decisions such as what to produce, when to produce,
quantity to produce, method of production, and resources and skills
needed to effect production, must be made in conjunction with the
marketing activity during the product planning stage.
– Product Development
This phase consists of production scheduling, actual production of
the product, development and maintenance of costing data, and
tracking production against product specifications (quality control) .
During this phase, close coordination must be maintained between
marketing and productions Minor changes or modifications to a
product or product line can have major implications for the
production process.
– Delivery and Services
This phase includes delivery of the product and providing
service support to guarantee product fit and client satisfaction.
To achieve this end, a client service activity should be included.
This activity would interfact heavily with the marketing activity.
This activity would also play an important role in the evaluation
process by observing the client's use or non-use of the product
and feeding that information to both the marketing and evaluation
activities.
– 25 —
Product Guidelines
To develop high quality products and guarantee customer
satisfaction, the following product guidelines should be incorporated
into the marketing and production strategies for modification of current
products and development of new ones:
- Products should be researched, designed and tested prior
to implementation. They should contain an Internal Revenue Service
seal of approval to certify that the product meets prescribed
standards for content and delivery.
– Decisions pertaining to product content and delivery will
be addressed during product planning. Based on needs and resources
required to produce the products, the HR organization must
seriously consider different approaches to product development,
i.e., generic vs. customized products, in-house vs. contractual
development, Human Resources vs. client program administration and
maintenance, etc.
– Products should be guaranteed to fit the client's
need in that they will produce the desired job performance.
- Products replaced by newer versions will no longer be
maintained or guaranteed by the Human Resources organization.
The user may elect to continue using the older product, but with
the understanding that the HR organization no longer acknowledges
its existence.
— All products will be assigned a product life span which will
include a conscious decision by Human Resources as to when the
product will be considered obsolete and will no longer be developed.
– Product delivery systems should capitalize on state-of-the-art
technology, (computer conferencing, teleconferencing, automated
training and personnel systems) recognizing budgetary constraints.
– Product service should be provided through use of service
or client representatives in order to achieve customer
satisfaction.
Constraints
Possible constraints to a well-designed production system include
the following:
– 26 —
— Management has not taken responsibility for management of human
resources; the organizational culture must be changed.
– Client organizations may not want to accept responsibility for
development and maintenance of some programs.
– The current organizational view that programs, especially
training should be customized is counter to the new Human Resources
focus.
– There is a potential perception that jobs in the production
capacity do not require high-graded skills and are not as important
as those jobs in other capacities.
— Communication barriers between marketing and production people
are possible due to the design of current evaluation and rewards
systems.
Opportunities
A production capacity structured in the manner described above
allows certain opportunities for the HR organization – designing
and developing products to not only meet current needs, but also future
needs; developing customer credibility based on product guarantees;
designing jobs and reward systems to adequately portray the significance
of and skills required by production employees; and designing career paths
or job opportunities for movement into other areas, especially the
marketing capacity.
Government Liaison
This function needs to provide more effective analysis on those
governmental activities not tax oriented outside the Service having
impact on Human Resources. In addition, greater attention must be paid
to pending congressional legislation, Human Resources activities being
conducted by other goverment agencies, and initiatives by manager and
employee advocacy groups. Some activities might include:
– Analyzing and advising on the impact of pending legislation or
judicial proceedings on such topics as employee rights, pay,
benefits, etc.
— Formulating Service's position on proposed legislation related to
Human Resources and cooperating with Legislative Liaison Division
as appropriate .
– 27 —
— Sharing ideas and strategies with other government agencies on
Human Resources activities and initiating joint efforts where
mutually advantageous.
- Cooperating and consulting through appropriate channels with NTEU,
SEA, and FMA on issues germane to Human Resources.
Constraints
- The union and others may perceive this capacity as intrusive
to their territory.
- Developing the necessary skills in employees to perform the work.
Opportunities
-- This capacity serves as a public statement of the Service's concern
for its human resources.
- The capacity should improve the ability of the Service
to anticipate and affect long range Human Resources events.
- Utilization of this capacity could improve recruitment
and retention.
IMPLEMENTATION STRATEGY
Developing the capabilities and adopting the operational criteria and
philosophies described in the earlier sections of this report will require
a significant long term implementation effort and a high level of
management commitment both within the Human Resources organization and
from the highest levels of Service management. Without a deliberate,
thoughtful, and incremental approach to implementation, no matter
what organizational structure is designed around these functions,
successful change will not take place. Because the success of the
organizational structure hinges on the implementation process, the Task
Force has identified key elements which must be present in that
process. These are not listed in any sequential or hierarchical order.
1. The Service must be willing to commit to a long term process of
implementation .
The first, and most significant of these elements is the
recognition by the Service that changes to the organization, culture
– 28 —
and climate as extensive as those being proposed cannot occur success—
fully in a short period of time. The design of the organizational
structure must be recognized as only the first step in the process of
changing the organizational culture. The internal management of the
Human Resources organization, as well as the external users of the
products produced must be willing to commit to an incremental
implementation plan which is not driven by rigid time schedules, but
rather which is driven by the readiness of the organization to undertake
additional change.
2. The implementation plan must be phased, with evaluations of status
at appropriate intervals.
As stated in #1, implementation of the cultural changes should
occur on an incremental basis, with periodic scheduled evaluations to
determine the organization's capacity to absorb additional change.
The initial phase should involve activities at which the organization
can be successful.
3. The human dimension of the organization needs to be emphasized in the
implementation process.
A second key element in the effective implementation of changes
of this type is the extent to which the employees within the organiza–
tion feel ownership of the recommendations and commitment to making
them work. To accomplish this, there are a number of activities which
can and should take place.
— Establish mechanisms to provide for open communications, both
formal and informal, in all directions within the organization.
– Utilize established organizational development techniques
such as team building, transition planning, new team start-up, and
other interventions to facilitate organizational acceptance and
understanding of the changes.
- Encourage employee participation in decision making
whenever possible.
4. Implementation should address integration of incentives systems
(both formal and informal) with the new organizational goals.
The organization's informal system of rewards and punishments, as
well as the formal objective setting process should be in consonance
with the goals of the new organization to avoid rewarding performance
which is at odds with those goals.
– 29 —
5. The field and other functions must be involved in the implementation
process.
To the extent that they are stakeholders in the outcome of the
organizational changes, the field Resources Management activities
and the other National Office functions should participate in the
implementation process to provide further opportunity for acceptance.
6. The costs, both in productivity losses, and in hard resources, of
implementing the changes must be recognized and committed up front.
. There are a number of training, education, and organizational
development costs which are mandatory for the successful implementation
of these changes. The Service must recognize the benefits of these
costs, and commit to the expenditure before the implementation process
is begun. The organization must also recognize and be willing to accept
that with changes of this magnitude, some temporary drops in productivity
will occur.
7. The logistical of implementing the changes must be systematically
addressed.
The implementation process should provide for cross-functional
approaches to addressing the logistics implications of the new
organization (e. g., position design, functional statements, IRM
revisions, space management, etc. ). Employees designated to work on
the logistical implementation should be free to devote full time to the
effort.
8. The organizational structure should remain flexible to be modified
as needed during the implementation.
The process of implementation should move the organization towards
its desired goals, and if at any time it appears that previous decisions
or established structures are impediments to the achievement of those
goals, the organization should have in place the mechanisms to recognize
this and the flexibility to change .
9. The implementation process should provide for appropriate educa-
tion and training activities to proporly equip employees for new
responsibilities. To the extent possible, this training should be
presented to intact work units.
– 30 —
Implementation of these changes will result in changes in job
design and in work processes.
Appropriate educational and training
opportunities should be presented to facilitate the transition and to
adequately equip employees to perform their new responsibilities. To
the extent possible, training should be presented to intact work units
to ensure that all employees are working from the same knowledge
base and to promote team building.
10. A detailed analysis of all Human Resources work processes should be
conducted during the implementation.
Given the current budgetary situation, it is not feasible to imple-
ment these changes in the present Human Resources organization without
first reviewing the present activities and analyzing those which do not
further the purposes for which we are reorganizing. By eliminating
unnecessary activities, a bank of resources which can then be applied to
new activities.
11. The operating principles contained in this report should serve
as guidelines for implementation actions.
THE MISSION OF THE HUMAN RESOURCES ORGANIZATION:
The purpose of the Human Resources organization is to participate
with Internal Revenue Service managers and employees in carrying out
the Service's mission in a manner that helps to optimize the use of
its resources, pursues excellence, and advances the Service's ability
to function efficiently and effectively within a changing environment.
To achieve that purpose, the Human Resources organization will :
O
Provide forward looking human resource policies and programs
consistent with Service needs, programs, strategies and initiatives,
and continually scan the internal and external environments of the
Service to identify new human resources trends and issues.
Advocate innovation and participate in studies, tests, task
forces, and experiments to prepare the Service for the
future .
Actively participate in managing change and the Service's transition
toward accomplishing its strategic goals.
Furnish the full range and highest level of Human Resources
service, advice and counsel in harmony with the over all goals of
the Service.
Conduct Human Resources programs and activities in such a way as to
promote and support a flexible, effective and proactive
organizational and labor relations climate for the Service.
Pursue the highest standards of integrity in all Human Resources
actions and continually exhibit these standards in our relations
with others.
Foster positive and productive relationships between the Service
and other agencies, governments, academic organizations, and
taxpayer representatives.
H U M A N R E S O U R C E S
O R G A N I Z A T I O N A L E F FE C T I V E N E S S
T A S K F O R C E
S U B G R O U P R E P O R T
O N
E N V I R O N M E N T A L S C A N N I N G
by
Larz Pearson PM; HR: HRT
Frank Ng PM: HR: TAAS
Jim O'Malley PM; HR:T:M
MARCH 6, 1985
I. Procedure
Our subgroup of the Human Resources Organizational Taskforce inves-
tigated human resources issues raised by environmental scans.
Our first step was to review existing scan materials produced for the
Service and other relevant literature with an eye to three issues:
(1) identifying a range of issues in the external environment
which may affect the mission of the Service and the provision of
human resources support for its accomplishment;
(2) acquiring some feel for the process of environmental scanning
and forecasting -- the distinctive methods and tools of the
discipline; and
(3) considering potential future needs of the HR organization for
an ongoing scan/forecasting capacity.
Having completed this review, we then proceeded to refine our charter.
Since none of us is expert in this area and so not competent to judge the
validity of specific forecasts or methodologies, we decided to limit our work
to only two issues:
(1) Selecting three future issues which both enjoy a high
degree of probability and hold major human resources implications
for the Service. This paper is our report of our investigation
of these issues.
(2) Sketching the rudiments of a forecasting/planning process
for the HR organization. -
II. Characteristics for Effective HR Organization
At the risk of oversimplifying, we believe the overriding human resources
issue of the future will be recruitment and retention of quality employees.
The three scenarios (increased automation, demographic trends, and adverse
Federal personnel climate) all converge and will apply great, cumulative
pressure on this central issue. Likewise, we believe that many of the human
resources implications (vis-a-vis training, management practices etc.) that
we have projected from those "futures" can all be interpreted as subsidiary
to this one overriding issue.
Two general characteristics or enabling conditions of a future, poten-
tially more effective HR organization stand out from our study.
(1) Flexibility
(2)
If the future organization is to meet its future demands,
greater flexibility and the ability to be "quicker off
the starting-block" will be at a premium. To achieve these
ends, the organization will need to be more open to revision
and run more after the fashion of an ongoing experiment --
not just as an occasional, periodic exercise or dependent
on Whoever happens to be Assistant Commissioner at the time.
Such organizational flexibility would require a capacity
for timely, on-line evaluation.
Boundary Permeability
Compartmentalization within the HR organization will need to
be broken down to permit cross-functional inputs and products
on an accelerated schedule. Developing organizational goals
and expectations which would be both prior to and determinative
of functional (Personnel, Training) program goals could be one
tool for implementing this permeability.
More specifically, our study has revealed four common needs of any
future, potentially more effective HR organization. --
(1)
(2)
A need for relevant information.
What HR will need to know in order to provide consistently
effective support and services to the Service in the short and
long term.
This information will have to be ongoing, timely, state-of-the-
art, and institutionalized. It will have to bear both on data
of broad-gauge interest to HR (e.g., demographic, employment
trends) as well as on data of more specific interest (e.g.
developments in training programs).
A need for models of interpretation.
What HR will need to do with its information to ensure that
it is interpreted correctly and relevantly for future Service
demands on the HR organization.
These models will modify the data from the external environment
and combine it with internal data to provide accurate forecasts
and trend projections.
(3)
(4)
A need for strategies.
What HR will need to do to the interpreted data to plan
for the installation of indicated changes in the HR organi-
zation itself and in its support for the Service as a whole.
In general, these strategies will lie along three inter-
active axes: -
(a) marketing and development strategies: how to develop
products and services from forecasts,
(b) sales strategies: how to "sell" the products and ser-
vices of the future to present clients.
(c) evaluation strategies: how to determine what constitutes
both organizational and particular product-success.
A need for improved delivery mechanisms.
A greater premium will have to be placed on the quality,
speed, accessibility, and client-responsiveness of future
HR products. Automation can be a tool for meeting this
need; of itself, however, it will not meet it.
A good case can be made that these broad, summary findings apply to the
future Human Resources organization as a whole and to the specific functional
units within it (e.g., Training, Personnel, etc.)
III. Projecting the Future
Forecasting futures is a most inexact art, even if it employs the mathe-
matical apparatus of other sciences. For this reason, We chose to concentrate
on three developments which will be facing the Service and whose occurence
enjoys a high degree of probability. In ascertaining this high degree of
probability, we applied a very conservative criterion: trends or movements
that are already either underway or being experienced outside the Service or
even incipiently within it, whose mere continuance ensures they will be exper
ienced within the Service as well. Our effort is more synchronous than
strictly "blue-sky": projecting the Service's future from the momentum of
other organizations' presents. Nevertheless, we believe it does enjoy some
advantage over
at forecasting.
the Service's traditional, budget-driven and ad hoc attempts
Because We have adopted this conservative standard, a radical reform of
the present Federal tax system falls outside our consideration. That such
a reform will take place within the next ten years is likely. What it will
consist in is highly uncertain at the present. Nor is there any already
installed model (at least in the United States). Thus, inferences about its
organizational repercussions -- aside from massive retraining efforts and
potential reductions of the Service's workforce -- are risky. However, sev-
eral of the more certain developments have comparable implications. A human
resources organization that is geared up to deal with similar implications
from one set of external factors will have basic strategies already in place
to deal with such implications when they arise from another sector.
Likewise, the human resources implications we postulate are comparably
narrow. They do not comprise the entire universe of possible or even probable
impacts.
Simplicity of argument recommends displaying these implications in a
certain degree of isolation from each other. However, we recognize that
they are likely to have cumulative and synergistic effects, expanding
according to a geometric ratio.
IV. Three Scenarios
A. The Technological Future
The first issue is the increasing automation and computerization of
the basic functions of the Service.
This movement is already in place in the private sector and has achieved
considerable momentum (e.g., GM's purchase of EDS) and a high degree of
sophistication (e.g., GM's Saturn car project). Likewise, it has already
begun to be either installed (ACS) or planned (AES, TSR) within the Service.
In the private sector, this development is competition- and profit-driven.
It is a central element of a strategy to increase efficiency, cut costs, and,
above all, widen the competitive edge. Within the Service, it is impelled by
governmental efficiency mandates.
The variable in this regard is not the fact that this will occur, but
rather its pace - This depends on funding (e.g. , the case of postponing
ACS call sites or reducing the scope of TSR. )
As we can best judge, there are at least ten major implications of
this development for the Service which will shape the role of any future
human resources organization :
(1)
(2)
(3)
(4)
Automation will be the pivot of budget conflicts: hardware
vs. people.
Increasing automation and acceleration of its pace will
put increased pressure on any future HR organization on
two fronts: fighting for the HR piece of the pie and
fighting for HR concerns in the planning and implementa-
tion of new technologiess Limited institutional commitment
presently exists to deal with this fact.
The design and delivery of future training will have to
change.
Training will need to be speedy, self-paced , computer-mediated,
and hands-on. Standardized and centralized classroom training
will no longer be responsive to the Service's future training
needs. High attrition, if it occurs, would only intensify
these requirements (e.g. , ACS). The Automated Training System
(ATS) is first a step in breaking away from classroom delivery
and replacing it with computer based training at the POD.
Strategies for inclusion of human factors considerations, for
managing change, and for "marketing" major work changes will
have to be developed and institutionalized.
As automation efforts grow in size, accelerate in pace, and
are increasingly tangent on more than one function within
the Service (due to integration of databases and computer
systems), disruption to the workforce is likely to occur on a
larger scale and to be more ongoing than the Service has
experienced in the past. But no general "writ" or
framework operates to ensure timely inclusion of HR concerns.
Where such inclusion is currently occurring, it tends to
happen in a less than timely fashion and after lengthy
negotiations whose outcome is too dependent on the craft of
the negotiators.
Job retraining can no longer be conducted as a one-time, ad
hoc affair -- to be ginned up anew each time a major automation
project is foreseen.
Job retraining is likely to be a greater concern in the future.
Organizations will no longer be able to promise employees,
"We'll find a niche for you somewhere"; instead, the promise
must be for retraining. Future technological changes will
require an integrative training strategy.
(5) The prospect of historically high and costly attrition due
to technological innovation alone will be a very real one.
If high attrition and its concomitant costs are to be avoided :
-- Research will be needed to develop a profile of the sort of
employee likeliest to stay with the job, and strategies
developed to reach that "ideal" worker population. A
general profile of the "ideal" worker in an automated
context will be needed and that general profile adapted to
the particular automated job (Collection, Examination).

-- Jobs will have to be designed that "fit" the needs of
and are likely to motivate that "ideal" workforce. Although
functions have the best sense of the overall content of the
work process, they are not likely to succeed in the way
they divide that process into jobs (e.g., ACS). Nor are
functions likely to design jobs with a high degree of intrinsic
motivators, which will become all the more important for
employee retention as Federal-sector incentives lag. Trad-
itional HR analytical tools (e.g., work flow analysis, desk
audits etc.) may need to be supplemented to capture the
technological difference.
If higher attrition than that to which IRS has been historically
accustomed must be accepted as part-and-parcel of the automated
future:
-- Personnel policies and procedures will need to be streamlined
and greater authority delegated to 10cal and even line man-
agement in order to process personnel actions more speedily.
Past and present individual functions have experienced
higher turn-over rates than is true Service-wide; however,
in the future, the problem, should it occur, Will be occurring
simultaneously and Service-wide. The use of expert systems
will permit increased decentralization of personnel authority
to the line functions.
-- Increased demands on training and accelerating training
costs may be expected.
(6) Management practices and styles will have to be renewed.
If experience to date (e.g., Service Centers, ACS) holds any
lesson, it is that managing in an automated environment is not
just a case of doing the same things in the same way while
computers click and whir in the background.
(7)
Technological innovation seems to have a way of highlighting
and intensifying the inadequacies of traditional management
practices and styles. To say that new technology is one fac-
tor driving a renewal of management practices is not tantamount
to saying that it is the sole driver nor that its potentialities
should be taken as a photographic negative of how an automated
work system should be managed.
This renewal will require :
-- Demand for additional management training -- as managers
move from a non-automated to an automated environment,
Management and executive training will need to keep pace
with technological changes. Similarly, CPE can be used
to deliver technological updates.
- These new demands must be reinforced and institutionalized
by developing new criteria for manager and executive
performance and evaluation -- with equivalent emphasis
placed on their stewardship of their human resources.
Development of an evaluation model as an alternative to the
"cost-per-thousand" model would be a valuable HR product in
this area.
A greater premium will be placed on technical computer skills
of increased sophistication -- on attracting and retaining
individuals who possess these skills. As technological demands
increase, on the job training will become a less desirable means
of developing these skills.
-- Exploration and advocacy of higher grades for systems
technicians and analysts will be needed.
-- "Fast-tracking" options and parallel career pathways for
technicians and managers should be explored.
-- Cooperative education programs and even funding computer
science college degrees (in the fashion of ROTC or the
Public Health Service's MD's) should be explored and
advocated as options.
(8)
(9)
(10)
Increasing integration of databases and computer systems, such
as the Tax System Redesign project envisions, will present a
number of challenges:
-- Increased pressures for homogenization of job classifications
and thus the potential for downgrades.
-- As the total tax process becomes increasingly integrated,
a corresponding premium will be placed upon workforce
mobility across functional boundaries -- with consequent
demands placed on personnel and training functions.
-- Developments such as these may be expected to produce a
more acrimonious labor relations climate.
Increasing recourse to distributed data processing and
decentralized locations will strain the present District-
Office-centered or Service-Center-centered personnel and
training resources.
Strategies for delive ring support and services to such
facilities are lacking. Field HR cutbacks are already
straining the present operation. Examples of some ACS
call sites that are geographically removed from the
District Offices are ominous. Increased computer and data
transmission capacities will not be able to take up the slack.
"Circuit riding" troubleshooters/problem-resolvers may be
needed.
Executives and Managers will increasingly need to be their own
planners and analysts --- and will need training for these
new responsibilities.
Administrative and analyst staffing will become increasingly
lean, to be partly replaced by computer resources. However,
mere computer literacy will no longer suffice to capitalize
on those resources. Nor will packaged software be likely to
meet all planning and analysis needs. There will be increased
needs for systematic, specialized training (and retraining)
in these computer skills for executives and managers.
9.
B. Workforce Trends
The second issue concerns the likely IRS workforce of the future as this
can be predicted from current demographic trends. It is highly synergistic
With the other factors, especially trends in Federal personnel management
policies.
Two variables could be operative here:
(1) The composition of the IRS workforce will be highly sensi-
tive to likely and projected changes in Federal personnel
management policies (e.g., retirement, reductions in staffing,
pay).
(2) Major economic dislocations -- either nationwide or locally --
could alter the demographic profile of the Federal workforce,
although only sporadically and probably only temporarily.

If one relies on projections of the general U.S. worker population
as well as on projections contained in the IRS "Environmental Scan:
IRS Workforce, " several claims about the IRS workforce of the future can be
advanced with some degree of certitude.
(1) The future employee population will be older.
The "baby boom" generation (those 30 to 40 years of age) will form
the largest percentage of the general workforce. The extent of this
"aging" effect could be varied by several factors:
-- Federal personnel policies on retirement will result in employees
being forced to stay in the Service longer, resulting in acceler-
ating aging of the workforce.
-- Federal personnel policies regarding pay could result in fewer
younger, career employees being attracted to the Service -- which
would also contribute to accelerating this aging effect.
-- Reduction in Grades 11-14 and in the number of middle-level
management positions could frustrate younger employees' career
plans and increase attrition in this group -- again accelerating
the aging process.
10.
-- On the other hand, the volume and pace of change in the way the
Service does its business and the general threat of Federal
personnel policies could accelerate attrition from the mid-manage-
ment, middle-aged, career ranks -- which would result in a work-
force "bunched" at either end of the age spectrum.
An older IRS workforce would have several human resources implications:
-- In traditional fashion, this middle-aged cadre will be ready
for advancement -- which means ascending, sooner or later, into
the ranks of management. If delayed retirement and/or reduction
in middle management positions occur, this ascent Will be
blocked. A generation of employees of proven expertise, in whom
IRS has invested a great deal, may become disaffected, demotivated,
and more likely to leave the Service.
-- To the extent that adaptibility to change is connected with age,
then strategies for managing change and retraining Will have to
be developed specifically for older Workers.
-- At the very least as a cost-containment, measure -- if not also
as a productivity strategy, health maintenance programs will
become increasingly important.
-- As the bulk of the IRS workforce ages, the potential for cultural
conflict within the organization increases. Younger, entering
employees will find the Service's culture increasingly alien to
their experience and to the broader culture in which they have
been reared. Of greater concern, however, is the likelihood that
the preponderance of older employees, reared on the traditional
IRS culture, will "circle the wagons" and seek refuge in the
rigidity of that culture at a time when the necessity of new Ways
of doing business and so a new culture for IRS will be paramount.
No present capacity exists for studying the current organiza-
tional culture nor any strategies for managing the transition.

11.
(2) IRS Workload
Shifting population growth patterns to sunbelt areas will change the
quantity of workload that IRS regions and service centers will have
to handle and may affect the mix of occupational skills in different
parts of the country. Coupled with this increased workload, complex
return filings will continue to increase dramatically and will require
equivalent skilled personnel.
The Workload shift has several Human Resources implications:
-- Recruitment strategies, especially for technical personnel, will
be necessary to meet the workload shifts to sunbelt areas and
among service centers.
-- Complexity and volume of returns will increase processing, collec-
tion and examining time thus requiring personnel and training to
develop adequate plans to accomodate the needs of other functions.
(3) Dual Career Families
The increased number of dual career families will have the
following HR implications:
-- A policy for dual IRS career families needs to be established,
especially in regards to mobility.
-- HR will need to address the possibility of fewer high
quality employees willing to relocate because of financial
considerations or spouses employed outside the IRS.
-- Programs may need to be developed to accomodate personal
family issues (i.e., child care, work schedules, leave
policy) resulting from dual career families.
(4) The number of female and minority workers in the IRS workforce will
increase.
A number of factors drive this development and may vary its pace:
-- The volunteer army is attracting increasing numbers of
minority recruits (e.g. , 40 percent black currently)
and also, though to a lesser degree, women. The histori-
cal proportion of white males to minorities and women
enjoying the military preference in applying for Federal-
sector jobs will change.
1. Ó
Increasing representation of minorities and women in the total IRS
Workforce will present a number of challenges which have HR
implications:
-- The current IRS organizational culture, whose norms are
historically white, middle-class, male ones, will be
likely to conflict with the culture of an increasing
number of its employees.
Multicultural awareness training will need to be
incorporated into technical and managerial training
programs.
-- One academic authority in the field has spoken of a coming
"ghettoization" of Federal sector employment: that such
occupations will increasingly become "last resorts," the
recourse of those who have no other.
Were it to occur, such a development would be doubly
unfortunate for the Service : a legacy of frustration for
those who are imprisoned in it and a deterrent to recruitment. (
C. Federal Personnel Policies
The last scenario to be considered involves the likelihood that Federal
personnel management policies will create an increasingly adverse climate for
managing personnel within the IRS.
To see this prospect as a merely temporary one, bound to disappear when
control of the White House changes, would be a mistake. Current public
sentime nt suggests that changes to Federal personnel policies enjoy bipartisan
Support.
Policies such as limitations in the percentage of the annual adjustment
in Federal salaries, Federal pension system reform, the emphasis on contract-
ing out of services, workforce reductions, and increased efficiencies in gov-
ernment operations are not likely to dissipate should a Democrat take the
oath of office on January 21, 1988. For by that time, these policies will
have twelve years of growing momentum behind them -- both in the Federal
establishment itself (e.g. , career employees in OPM and OMB) and in the
popular imagination.
Admittedly, the Executive Branch does not have sole control of the direc-
tion of Federal personnel policies; Congress has a role to play in either
rejecting changes proposed or instituted by the Executive or in enacting
those or other policies. Several factors will conspire, however, to limit (
the extent to which Congress will completely reverse the trend of the past
twelve years.
13.

-- There is no popular mandate ranged on the side of the Federal
workforce, no constituency beyond a shrinking Federal workforce
itself, The recent recession and disruption in the manufacturing
and farm sectors of the economy will create no reservoir of good
will toward allegedly threatened Federal workers.
For that reason, although individual Congresspersons or coalitions
may be responsive to the proportion of Federal workers in their
own constituencies, no support in the abstract can be expected.
-- There is the potent effect on popular perceptions of twenty
years of anti-Federal-government, political rhetoric • George
Wallace probably invented running against the "mess in Washing-
ton" -- at least with lazy, unproductive Federal workers who are
out of touch with larger American society as one of its common-
places. In many respects, this perception parallels the popular
view of the ‘welfare system and, to a lesser degree, of organized
labor and employs a common glossary. Since then it has become
an almost axiomatic theme in American public life, quite regard-
less of whether the aspirants are Republicans or Democrats
(e.g., Carter). However, there can be little doubt that the
past five years have elevated the stridency of this sort of
political rhetoric.

This rhetoric has had two broad effects. On the one hand, in the
absence of any case to the contrary, it largely dominates the
popular imagination and shapes the attitudes of the electorate.
Beyond simple apathy to the plight of Federal workers and their
concerns, there is increased antipathy.
On the other hand, this same message joins the daily newspaper
headlines about Federal pay and pension cuts and RIFs in a
grand chorus of disincentives to consider a career in Federal
service:

-- The Federal budget deficit will become increasingly the first
principle upon which Federal personnel policy will be based.
If at the present time the deficit, though enormous, does not
appear to be causing any notable distress to the American economy
as a whole, the day of reckoning must eventually dawn. The
delay in addressing this problem, already nearly four years old,
almost guarantees that the solutions will be of the "fire sale"
variety and that actions adverse to the Federal workforce
will be included. Likewise ensured is that Congress will
have little room to maneuver in such a crisis situation.
14.
In summary, then, although a majority in Congress may occasionally
succeed in delaying or ameliorating the worst ravages of current trends in
Federal personnel management policies, it would be a mistake to look to
Congress to completely reverse those policies. The brute fact is that now and
increasingly in the future those elements of Federal employment which have
historically proved to be incentives in attracting and retaining quality -
employees (e.g., job security, regular and irreversible raises, a stable and
generous pension program, automatic within-grade raises, comparative ease in
upward advancement) are being and will be lost.

A convincing case can be made out that this is the most potent of the
three scenarios and is likely to have a greater and more unilateral impact on
the resort to increasing automation and on the future demographics of the IRS
workforce, since it is likely to determine how the Service addresses those
two scenarios.

This scenario suggests a number of HR implications:
-- The labor relations climate will worsen.
Federal employee unions will fight the introduction of policies
they regard as retrograde and injurious to their memberships
on every available front -- within the Executive Branch,
in Congress, but also in the employing organizations them-
selves. Whatever positive steps the Service has taken thus far
to improve its labor relations climate are likely to fall
in this battle.
Contract negotiations are likely to become more protracted
and acrimonious. There is a real prospect for "guerilla"
tactics in the filing of grievances. This would entail the
costly commitment of more resources to the labor relations
3 T€3 e
Full and timely sharing of HR strategic information and plans
might ease these negative developments somewhat.
-- The sensitive issue of advocacy within the Executive Branch
and in Congress may need to be raised more explicitly and
at the level of policy.
Current HR advocacy on behalf of the Service and its person-
nel tends to be tacit and byzantine, involving more the Way in
which personnel management policies are implemented than the Way
they are formulated. Yet the Service was more actively involved
with Congress on the issue of tax reform in 1984. That advocacy
15.
might be explored as a model for HR advocacy for the Service.
Central to any capacity for advocacy is a capacity within the
HR organization to gather relevant personnel data to project
and to plan on the basis of that data.
-- In particular, OPM authorization must be sought for large-
scale experimentation in the personnel management of the
Service.
Currently, recourse to OPM tends to be ad hoc and piecemeal.
The lack of any strategic plan for the Service's personnel
management nor any ongoing capacity to do research in this
area, to plan, or to meaningfully evaluate merely reinforces
an approach that is barely adequate from fiscal year to
fiscal year and will not be adequate for the challenges of
the future. Top priority within the HR organization must
be given to developing such a plan and installing such a
process.
IV. Observations
The Service can sometimes seem like a great, primordial beast, beset on
several flanks by increasing non-compliance, inadequate management systems,
and out-of-date computer systems. The conclusions of our investigation of
the environmental scan and projection data is that another flank must be
added to this list: an eroding ability to recruit and retain quality employ-
yees in the future.
To interpret this conclusion as simply a ringing call for a beefed-up
recruitment capacity for the Service would miss the point. It will not be
enough to have an improved capacity for outreach if no one wants to be "reached
out to" because the organization itself, its policies, its jobs, and its
opportunities look unpromising. The Service needs to know who it will need
to reach out to in order to carry out its mission, where they can be found,
what is likely to attract them, and who is likely to accept the offer.
Finally, high attrition would be likely to swamp even an augmented recruitment
capacity -- quite apart from entailing increased personnel and training
resources and costs.
Traditionally (and no doubt too simply), the HR organization can be
viewed as having been in the business of filling slots in the various functions
of the Service with competent warm bodies in compliance with all applicable
laws and regulations. Success was achieved once all the slots were filled
with trained employees. Pay, pensions, promotions, and equitable administra-
16.
of personnel policies were the way the slots were kept filled.
The future, however, holds fewer slots and also the 1ikelihood that the
Service will wake up one day (or enter some filing season) to find there are
not enough Warm bodies either. Recent experience in recruiting at some of
the Service Centers illustrates the dangers of relying on the momentum of
business as usual. Even if the HR organization were intent upon performing
its traditional role, it will no longer be enough that it perform merely that
role. Even filling slots with warm bodies, if that is what it is to be,
Will require new capacities and new strategies in the future.
The Service must come to recognize that the "resources" in the title
"Human Resources" are not just a fancy way of saying staffing. Genuine
resources are assets for which serious accountability is expected. But
an HR accountability has as a prerequisite both a process of accounting
and a clear understanding of what is to be accounted for. The Service's
traditional, narrow-gauge measure of program effectiveness and management
performance perpetuates the view that success consists merely in achieving a
certain favorable proportion between dollars collected, capital outlays,
direct overhead, and salaries. The prospect of increased competition for a
Workforce of a sufficient calibre or even its diminished availability recom-
mends a more sophisticated approach to measuring program effectiveness and
manager performance -- an approach that includes all the costs of the Service's
human resources (e.g., the real costs of high attrition or of a hostile labor
relations climate and the less tangible costs of undermotivated employees).
There are many fronts on which large-scale organizational change can be
pursued : individually, institutionally, and culturally. The mission of
any emergent HR organization must be twofold: to project the human future
of the Service and to contrast that future with the limitations of the
Service's present; to offer the means whereby present and future can become
more congruent. As it currently conducts its business, HR can do none of these.
Projecting the future in contrast with the present requires data and
models. Both the relevant general data and appropriate models are available,
but not installed anywhere in the Service. Neither particular data relevant
to the Service nor appropriate particularized models nor even systems to
begin to accumulate this data are currently at hand. The case for the human
future and for organizational change to prepare for that future can only be
made with correctly interpreted information.
The means to ensure the congruence of the Service's present with its
human future must be the products of a reorganized HR. Many of these needed
17.
future-oriented products and the processes required for their development and
marketing have been addressed in the course of our analysis. We draw attention
here to only one, admittedly global, imperative: that any emergent HR organ-
ization be an agent of change in favor of the human future of the Service.
This advocacy of change must be conducted on all the appropriate fronts of
any large-scale organizational change. The most important element in this
advocacy must be the development, marketing, and installation of a full and
accurate accounting of human resources costs in a unified evaluation of
program effectiveness and management performance. The Service's fascination
with figures is part-and-parcel of its culture. That those figures be as
complete and relevant as possible should be part of a new HR mission.
There is an amazing organizational consistency running through the
Service from top to bottom. In essence, the independence of the regional
commissioner structure with its suggestion of baronies is replicated right
down through the organization. Even a mid-scale size organization like HR
has the same organizationally opaque and independent components within it
(i.e., the various Divisions). Whatever the values of such a structure for
the organization as a whole, HR's service of the human future will be inade-
quate and unresponsive as long as this compartmentalization is reinforced.
If a contrary style of operation is to be come into being, it will only be by
explicitly including boundary-permeability and collaboration between and
among the components of HR in the evaluation of HR program effectiveness and
manager performance.
The challenges of the future, as we see them, are formidable. There is
no guarantee that some of the changes we recommend will have a positive effect
on that future even if they are instituted rapidly. One can only look to the
scan and projection data to make the contrary case : that a "business as
usual" sign over HR risks that an "out of business" sign will hang there
in the future.
HUMAN RESOURCES
ORGANIZATIONAL EFFECTIVENESS
TASKFORCE
STRATEGIC INITIATIVES
SUB-GROUP REPORT
Charles Friedman
Larry Norris
Mary Anderson Audet
March 27, 1985

TABLE OF CONTENTS
PAGE
Introduction and Summary l
Strategic Initiative – Human Resources Activity Data Base 3
Analysis of Data Base - 5
Attachment 1 – Possible problem areas the taskforce should 6
address •
Attachment 2 – Discussion of emphasis on individuals and on 8
Organizations
Attachmen C 3 - Discussion of generalists and specialists 10
Attachment li – Description of each human resources major 11
program function or activity
Attachment 5 – Description of each strategic initiative 17
Attachment 6 – Report listing all HR major activities and the 30
inititiatives first having a major impact, and
then those having a minor impact on that program
function
INTRODUCTION AND SUMMARY
In preparation for implementing the new Human Resources Mission
Statement, the Strategic Initiatives Sub-Group of the HR Organizational
Effectiveness Taskforce has analyzed the impact of the initiatives on HR
functions and activities. We asked the following questions:
(Note: The initiative abbreviations have the following meanings: BEE –
Balancing Efficiency and Effectiveness, ERR – Enhancing Recruitment and
Retention of Employees, IMS - Developing an Information Management
Strategy, and SWC - Strengthening Voluntary Compliance.)
– Which initiatives assign new tasks we don't do or at least
haven't done much of in the past? (Example ERR-01 – Counseling, including
career development; relocation, employee assistance, financial, and
redeployment counseling)
- Which ones dramatically affect the way we do business?
(Example, ERR-11 – Decentralization and Contracting of Training)
– Which ones may affect our organizational structure whatever
the taskforce does? (Example, MIS Staff and HRT – IMS-01, Establish
Data Management Environment to Support Management Information Systems
(MIS), IMS-02, Establish an Information Resources Management Function,
and IMS-08, User Guidance for Systems Development).
– Which ones can we really "shine" on? (Example, ERR-01,
plus ERR-10, Anticipation of Future Changes in Work – Technological
Displacement (and Other Changes), IMS-07, Formalize Processes for
Dealing with Human Resources Impacts, and IMS-11, Taxpayer System
Redesign).
– Which ones do we absolutely have to do? (Example, ERR-11,
Decentralization and Contracting of Training, plus ERR-01, Rules of
Conduct).
- In Which OneS Can We COntribute COncrete and achieveable
support that will be useful (and appreciated)? (Example, automated
systems for ERR-07, Employee Protection, ERR-11, Recruitment Planning,
etc.)
In our analysis, it became apparent that some initiatives will have
a far greater impact on the Human Resources organization than others.
Also, some will cause more short-term need for change, whereas others
will create the need for long-term change efforts. In either case, we
believe that the most important initiatives to be addressed from an HR
perspective are:
– The ERR initiatives all have potential for major changes
in the kind of services to be provided by the Human Resources
organization. Many opportunities for changing the overall culture of
IRS are presented by these initiatives. ERR-10 (Technological
Displacement) will necessitate innovative approaches to redeploying
and, perhaps, "decruiting" those employees who do not have the skills
required by the new work systems. ERR-11; provides for decentralizing
and contracting out of training which has been one of HR's most
successful programs.
- BEE-05 (Identify and Measure Effectiveness Goals) could result
in the need for totally revamping our performance appraisal and reward
systems, and will force cross-functional goal setting.
- BEE-11 (Require the Use of Cross-Functional Implementation
Teams) will change the Way in which we plan future work systems (i.e.,
through introducing technology). The operating style of HR should move
from purely reactive to proactive.
- SWC–07 (Improve the Effectiveness of IRS Examinations) and
SVC-10 (Strengthen Training for IRS Examiners) combined with the
Automated Examination System (AES) should totally change the examination
jobs in the Service. HR should be integral to the redesign effort.
- The IMS initiatives will change the environment of the
Service to that of an information-based environment. This will create
numerous challenges and opportunities for HR to aid the other functions
in making the transition and will enable HR to do planning and
evaluation in a more thoughtful manner.
In Attachment 1 we have identified several factors that might impede
or block the implementation of the new Human Resources Mission Statement.
Addressing these as a priority part of our charter should give our
overall effort a much greater chance of success.
Attachment 2 discusses a need for greater emphasis on the value of
individual people in increasing the effectiveness of the Service.
Attachment 3 defines a requirement for generalists as well
as specialists in a flexible HR organization.
2
STRATEGIC INITIATIVE - HUMAN RESOURCES ACTIVITY DATA BASE
One of the primary tools developed in our research is a Zilog
Informix data base defining the impact of each Strategic Initiative
on each major Human Resources activity or function. The data base
contains the following information:
1. For each Strategic Initiative –
a. Initiative number
b. Initiative title
c. Initiative description
2. For each Human Resources major program activity (e.g., dealing
With unions, developing training courses, etc.) –
a. Activity code
b. Activity description
c. Activity division (The Human Resources Divison that
currently seems to have the most to do with that activity. In the
future ???)
d. Activity emphasis (Whether the function seems to emphasize
working with individual people or with organizations)
3. Information indicating the impact of an individual Initiative
on a particular Human Resources activity -
a. Degree of impact
(Major – changes the way we do business or
involves a large volume of workload)
(Minor — similar to what we do now and
of relatively insignificant volume)
b. Nature of impact e
(e.g., design a work system, plan a course, etc.)
)
l!. Informix "Perform" screens are available to search, analyze,
and retrieve On items such as —
a. What impact does a specific Initiative have?
b. What impact is there on a particular Human Resources
division? -
c. Which Initiatives affect a specific Human Resources
activity?
d. Which activities focus on individuals (or organizations)?
e. Which Initiatives have a major (or minor) impact?
5. The following preformatted Informix "Ace" reports are currently
available, and more can be provided as needs arise:
a • A definition of each major program function or activity
identified within the purview of the Human Resources organization
(Attachment l;).
b. A brief description of each Strategic Initiative
5).
c. A report listing all the Strategic Initiatives,
indicating which of HR's major activities should have a role in
implementing each one.
( Attachmen
t
d. A report listing all HR major program areas or activities,
and the Initiatives first having a major impact, and then those having
a minor impact on that program function. (Attachment 6). -
e. A report similar to 5d above, but separating those
activities which focus on the individual and on the organization.
f. A report similar to 5d above, selecting only those
Initiatives which have a major impact.
At the present time, this Informix data base is located on the Human
Resources Network System 7. Given its relatively small size, it can
easily be copied onto other Zilog systems and be modified to fit
specialized user needs.



ANALYSIS
The following presentation highlights some comparative statistics
on the data in the Strategic Initiative – Human Resources Activities data
base:
1.
2.
(These figures are based on assigning activities or functions to their
Number of Initiatives 55
Number of activities x 25
If every Initiative affected every activity
Number of impact records designated "major" 128
Number of impact records designated "minor" +2||7
Of 1375 possible, those marked with an impact 375
(Major — changes the way we do business or
involves a large volume of workload)
(Minor — similar to what we do now and
of relatively insignificant volume)
Of 78 records marked
Of 78 records marked
Of 78 records marked
Of 78 records marked
"Ma jor"
"Major"
"Major"
"Major"
- BEE Initiatives 9
– ERR Initiatives 38
- IMS Initiatives 67
- SWC Initiatives +1];
T25
(BEE – Balancing Efficiency and Effectiveness
ERR – Enhancing Recruitment and Retention of Employees
IMS - Developing an Information Management Strategy
SWC - Strengthening Voluntary Compliance)
"Ma jor"
"Major"
"Ma jor"
"Ma jor"
"Major"
"Major"
records
records
records
records
records
records
current Human Resources Division.)
5.
(The emphasis is heavily on the side of the organization as opposed to the
affecting Personnel Div 37
affecting Training & Dev Div 35
affecting HRT 21
affecting MIS 32
affecting TAAS l
affecting Dir of Practice + 2
Tag
"Major" records emphasizing the Individual 35
"Major" records emphasizing the Organization +93
individual.)
Tag
1375 "impacts"
Attachment 1
PROBLEMS TO ADDRESS
The taskforce's mission has been broadly defined in terms of
preparing recommendations which will facilitate the implementation of
the new Human Resources Mission Statement. An important aspect of this
process should be the identification of factors which could impede or
block this implementation, in order to minimize their effects. In this
regard, much can be learned by looking at those things which the HR
organization currently does not do well, or which reflect a mode of
thinking which is inconsistent with the new mission statement.
Addressing these as a priority part of our charter should give our
overall effort a much greater chance of success.
The following items represent potential problem areas which the task
force Should address:
1. Organizational culture which discourages risk taking by
employees and managers at all levels.
2. Nationally mandated uniformity in organizational
structure, irrespective of local conditions, creativity, or cost
effectiveness.
3. Management style, which is reinforced through the
objective setting and evaluation process, which values efficiency
measures of task and mission accomplishment highly, while minimizing
the importance of our "human resources" as the tool which allows us to
accomplish the mission (i.e., work orientation rather than people
orientation,) and minimizing long-term mission effectiveness over
short-term efficiency objectives accomplishments.
l!. Unwillingness to accept mistakes as the price for
creativity.
5. Unwillingness to give and receive criticism, which
leads to extreme uptightness and reactiveness to the evaluation
process (NORP), which in turn leads to an impotent and irrelevant
evaluation effort.
6. Inability to respond on an expedited, or even timely
basis, in order to complete a project.
7. Narrow perspective which focuses on the letter rather
than the spirit of an instruction passed down from higher levels.
8. Negative perspective which reacts with an initial "I
can't" rather than an "I'll try", or "The manual doesn't permit
that" rather than "Within the constraints of the manual, we do
have the following flexibilities and options", etc.
9. Over specialization of analysts and managers, resulting
in incomplete answers, or excessive numbers of people needing to
be involved in order to get a complete answer.
10. Progressively minimized authority of each level of
management, such that most first line managers (section chiefs)
are merely work leaders.
Attachment 2
INDIVIDUALS AND ORGANIZATIONS
In terms of defining an approach for the task force to follow,
it may be informative to share a process that the Strategic
Initiatives sub-group went through. We reviewed the functional
statements in IRM 1100, in order to be able to describe in
generic terms the activities that each Division is currently
responsible for. Through this mechanism, we planned to be able
to identify what work requirements might be generated by the
Strategic Initiatives and tie them back into the Human Resources
activities. In doing this, we ultimately found that our
categorization for the Training and Development Division was
inadequate.
We had described its role in terms of the steps of the course
development process, as is done in 1100. We found ourselves
entering in our spreadsheets the same task in several different
blocks, thus not making any meaningful distinctions between
activities in Training. In discussing alternatives, we
experimented with several ideas, including organizing Training's
roles by type of training (e.g., functional, management, etc.) or
by type of organization serviced. These all proved to be
unsatisfactory.
They did, however, lead us to a realization that the
"development" role in the Division's title seems to apply only
to some Organizational Development activities (on a small scale).
However, aside from some structures in place like the Individual
Development Plans and self-paced instruction in Computer Based
Training, not much is oriented to Employee Development, that is,
to individual people rather than to overall organizational
Objectives.
Taking this exercise one step further, we came to a conclusion
that Training and Development Division has four major roles
embedded in its theoretical mission, as follows:
—Employee Development
—Course Development
—Organizational Development
—Evaluation of field activities.
The above analysis evolved into a categorization of all Human
Resources activities into two major groupings — those that are
focused around organizational issues and services, and those that
are focused around individual employee issues and services.
For instance, designing a course is relatively independent of
the individual characteristics of those who will take the course.
The course design focuses on the learning objectives which an
anonymous GROUP of employees must achieve, given certain
assumptions about their general suitability to receive and
understand the material being taught. Revenue Agent Basic Course
#1 is specifically designed for "generic" trainee RA's, not
specifically for RA John Doe.
On the other hand, an employee development session focuses on
the needs of a specific individual, given his/her past
experience, career goals, etc. RA John Doe signs up for a
training course or developmental detail, not a generic employee
or group of employees. Similarly, an employee counseling
activity focuses on the special needs of a particular person,
providing services tailored to his/her need.
When we took all of Human Resources' activities and listed
them under a label of individual Oriented vs.
group/organizationally oriented, we found that the overwhelming
bulk of our current activities (and correspondingly our
resources) fall under the organizational heading.
Realizing that from a headquarters level we may have to
concentrate on the macro rather than micro perspective, this did
seem to highlight one of the Service's biggest problems. We
don't value our employees as individuals or as a resource, but
rather put a tremendous focus on mission and goal accomplishment,
assuming that somehow our work force will do what's needed to get
the job done.
Reflecting back on the "In Search of Excellence" video tape
on dynamic companies which are outstanding achievers, a central
theme was the value they put on their employees' contribution to
the company's success. While this was expressed in a variety of
ways, they all seemed to put a premium on creating a corporate
culture which made the employees proud to be a part of the
organization's mission, responsible for its success/failure, and
recognized for the contributions they made.
A recognition of the imbalance which Service management has
created in this factor could facilitate a change in
culture/outlook which catalyzes improved organizational
effectiveness. (There it is again — even in the name of this
task force, we have reflected our perspective that the
organization is effective, not the employees who make up the
organization! On the other hand, a couple of years ago we might
have been called the Organizational Efficiency Taskforce...)
Attachment 3
GENERALIST WS. SPECIALIST
Another problem identified as causing organizational
INeffectiveness is a kind of tunnel vision which results in
narrow perspectives, over specialization, and turf fighting. HR
should consider moving to a more generalist approach and/or of
breaking down organizational structures which foster this (i.e.,
common task analysis skills in position management, employment,
and training). Looking at the above analysis of individual vs.
group/organizational functions performed by Human Resources,
there seems to be a much easier growth into expanded (big
picture) approaches on the part of managers and employees when
there is a commonality of objectives grouped along these lines.
For example, when a task analysis is performed which focuses
on what a position is doing, there is a natural extension of the
data gathering (AS WELL AS THE SKILLS AND MENTAL APPROACH
INVOLVED) if this same person begins to think about the next
logical iteration of the process. It is then a reasonable jump
to go from looking at the position, to looking at the position in
conjunction with the positions it relates to or reports to
(designing the organizational structure), where its work comes
from and goes to (work assignment and workflow), what skills are
needed to perform the work (qualifications analysis), where those
skills are likely to be acquired (recruitment sources), if they
are unavailable, or too expensive to acquire, what we can do to
compensate for the lack of skills (setting training objectives),
how success is measured for those doing the work (defining
critical elements), etc.
In a similiar vein, when a person needs counseling, the
counselor will be dealing with that employee's unique individual
situation, and would need the same kind of skills to be able to
help employees understand what their career goals are and how
to achieve them as they would to understand what their personal
goals are and what personal problems may be blocking them which
external counseling could assist with.
Organizations in Human Resources which have their
responsibilities grouped together in the manner described above
would be much more flexible, with employees whose skills would be
much more interchangeable and thus able to provide proactive
service which is responsive to the organization's most current
priorities, without duplicating specialized skills in various
"Balkanized" functions which do not cooperate together to help
achieve timely accomplishment of work.
10
DRG ANIZATIONAL EFFECTIVENESS TASK FORCE
Attachment 4
STRATEGIC INITIATIVE REFOR. T
Report Date – Wed Mat 27 1985
DESCRIFTIſ) N OF ACTIVITIES
DIVISION : FERS [] NNEL DIVISION
A CT I JIT Y C D D, E : 1 &
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DESCRIPTION OF ACTIVITY :
D EVEL OF AND COORD IN ATE FOLICIES AND FRO CED URES
G D VER NING THE RE CRUIT MENT y AD (J & N C E MENT F RET ENTION ?
E V ALL! # TIC) N y AND RED EFL D Y MENT OF Eff F L [] YEE 3 y AND FA Y
A ND E ENEFIT FROGRAMS AFFECTING EMFLſ) YEES E A SED ON
Cl] RRENT AND F O REC & STED NEED S :
A CT I JIT Y C C D E : 1 E.
EMF HASIS [] N INDIVIDUAL (IND) } {}R OF GANIZATION ( [] R. G.) : ORG
DESCRIFT Iſ N OF ACTIVITY :
D. E J E L OF AND C D D, RD IN & T E F O LI CIES AND FR O CED URES
GOVERNING THE CLASSIFICATION []F FOSITIONS , THE
C E SIGN D F D R G & NIZATION 5 & N D W D R K S Y S T E M S 2 THE
ASSIGN MENT OF WORK TO F USIT IO N S y AND THE EFFECTIVE
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11
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Report Date – Wed Mar 27 1985
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13
D R G A NIZATIONAL EFFECTIVENESS T A.S.K F D F C E
STRATEGIC INITIATIVE REPORT .
Report Date – Wed Ma T 27 1985
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14
OR GANIZATIONAL EFFECTIVENESS TASK FORCE
STRATEGIC INITIATIVE REFORT
Report Date – Wed Mar 27 1985
DESCRIFTION OF ACTIVITIES
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LO CAL GO VERNMENTS
15
DF, G & NIZATIONAL EFFECTIVE NESS TASK F D R CE
S T R & T E GIC INITIATIU E REFOR. T
Report. Date – Wed Mar 27 1985
DESCRIPTION OF ACTIVITIES
DIVISION : [] FFICE OF THE DIRECT OF D F F. R A CT ICE
ń CT I (JITY C [] D F : 3 &
EMF'HASIS UN IN DIVIDUAL (IND) } {} R U R G A NIZATIC, N ( [] R[.. ) : [] Rſ.
DES CF, IFT Iſ N C F & CTI (JITY :
D E V E L Q F. & N D & D MINISTER AN EXAMIN AT Iſ N T H R J jū H
WHICH IN DIVIDUALS [] iſ A LIF Y F [] F. E. N.F. [] LL MENT T []
F. R A CT ICE EEF D FE THE IRS &
ACTIVITY CODE : é, E.
EMF. Hº SIS [] N INDIVIDUAL ( IND ) [] F. [] F. G & NIZATIſ) N ( [] R[.. } : [] F. C.
DESCRIFT Iſ N OF ACTIVITY :
#, D, MINIST ER THE EN F. [] LL MENT #FFLICAT I [] N FR [] [.. E55 AND
DETERMIN E SUIT AEILITY FOR ENRO LL MENT .
A CT I'M IT Y C [][) E : & C
Eji F. H & SIS [] N IN DIVIDU AL (INE) ) {}R. D. R. G A NIZ & T I {} N ( [] R[.. ) : IND
DESCRIFT Iſ N OF ACTIVITY :
T & KE DIS CIF LIN A R Y ACT Iſ NS # G# INST TH [] SE WHO A.E. J.S.E
THE RIGHT TO FR § CT ICE EEF QRE THE IF. S.
£, CTI'ſ IT Y C [] D E : é, D
EMF Hº SIS [] N IN [] IV ID | } {\L (INT ) {}R OF. G A NIZATIſ N ( U R G ) : If{I}
DE 3 CF, IFT Iſ N C F A CTI MIT Y :
C [] [] RD IN & T E THE ENR [] L. E D A CT U ARY FR D G R A M ;
16
[] R. G A NIZATION & L EFFECTIVE NESS T & 3 K FORCE
Attachment 5
S T R A TE GIC INITIATIVE REFORT
Report Date – Wed Mar 27 1985
DES CRIFTION OF INITIATIVES
INITI & TIVE N LIME: ER EEE – ) 1
IN IT. If TI (J E TITLE:
E G T A E, LISH A S T R & T E GIC F L & N N IN G GRſ) ||F
INITIATIVE DESCRIFTION:
IN SLIFF ORT OF THE FLANNING CO LIN CIL DESIGNA TE THE
£, SSI 3 T & N T C D M MI9. SIO NER (FL AN NIN G F FIN A N C E & N D
F, ESEARCH) AND THE CHAIRMEN OF THE FOUR STRATEGIC
INITIATIVES T E A MS TO SERVE AS ME ME: ERS OF A
S T R A T E GIC FLANNING SUFF'ſ) RT GF: QUF RESF O N SIELE FOR
EN SUF. IN C F D LLD W - THROUGH [] N & LL INITIATIVES
£) F. F. R O JED EY THE C [] NiñISSION EF: ,
INITIATI (J E N | | ME. E. F. : EEE – O 2
INITI & TIVE TITLE:
IN CRE ASE & W & RE N ESS OF AND CO M MIT fie N T TO S T R & T E GIC
F. L. A N N IN G F. R O CESS
INITIATIVE DESCRIFTION :
R. E J ISE CO MF LETELY THE F. R O C E D i ! R & L A ND ſ R. G A NIZA-
T I [] N & L DESCRIFT Iſ N OF THE IRS S T R & T E GIC F L & N N IN G
SY S T E M T [] I NSURE THAT THE SYST E M T S W E LL
[] O C U M E N T E D : UNDERST [..] [I] [] . A N C C D M MIT TED TO E. Y
M & N A C E R S & N D EXECUT I'JES & T & L. L. L. E J E L S , F. R O J IDE
F OR & F ERIO C, IC REM IN DEF ( C Y CLI C £, L.) T [] [] E J E L OF .
S{} E. MIT y & N D C [] NSIDE R S T R & T E GIC ISSUES AND
IN ITI & TIVES :
INITIATIVE NU ME; ER E; E E - Q 3
INITI & TIVE TITLE:
EXF AND CO N T R A CT IN G D F [] & A D F SERVICES
INITIATIVE DESCRIFT Iſ N :
E UD GET FUND S IN ALL F | } NCTION AL fl F.E & S F ſ] R U L T SIDE
[] FFICE & UT D M & TIſ N (O & ) AND OTHER [] A T A FR [] CESSING
{ D F ] & FF LIC AT I O N S A N C EXFER TISE TO E N & E L E THE
SERVICE TO RESF O ND TIMELY TO CHANGES IN THE
ENVIRONMENT AND SHIFT S IN OF GANIZATIONAL DIRECTION
INITIATIVE NU ME E R E; E E — C, 4
INITIATIVE TITLE:
E X F A N [] FIELD L A T IT l ; D E IN || 3 If [.. RES [] U R C E 5
INTT I & T H WE DESCRIFT IO N :
Fr. C. J IDE DISTRICT OFFICES & N D SER ‘JICE CENTERS iſ F. E.
Fi. EXIF, ILTTY AND L A TITL DE TO DIW ERT RESOURCES AND
Ü [] . [] iſ £T T E S T 5 T H E Y E; ELIEVE WILL if A K E T H E M M C F. E
EF FE. C. § IV E * EVEN IF SUCH DIVER, SIO N M [] D IFIES N , D :
i. ſ. F. K. P. L. A N S y F. R O CED J RE 3 y A N D F R. A CT ICE 3 RE SO L. R. C. E.
F. EDIRECTIſ N S W C ULD. E. E LIMITED TO IN TRA – F UN C T IO N & L
£ tº [] IN T R A – A FF ROF RIATION SHIFT S ; WITH NAT I [] Nº, L
OFFICE NO TIF I C A TI O W T C F O LLO W ,
17
[] F. G A NIZATIſ) NAL EFFECTIVENESS T & SK FORCE
S T R & T E GIC INITIATIVE REF'ſ) RT
Report Date – Wed Mar 27 1985
D ESCRIFTION OF INITIATIVES
INITIATIVE NU ME; ER E; E E - () 5
INITIATIVE TITLE:
II) ENT IF Y AND MEASURE EF FE CTIVE NESS G [] § Lº
INITIf TIVE DESCRIFT IO N :
THR! [] { } GH THE FL AN NING CID UN C T L * IDENT IF Y SER ‘JICE --
# IDE EFFECTIVEN ESS G D & LS CONSON & N T WITH THE IRS
tº ISSION, THROUGH THE A/C 5 AND FIELD LINE MGMT
ORGANIZATIONS, IDENTIFY CRITICAL ACTIVITIES,
THROUGH THE STRATEGIC FLANNING SUFF ORT GROUF 'S
F.E. l. IE 4 IDENT IF Y G [] & LS THAT [] / ERL AF OR REQUIRE
CD ORD IN ATIC, N E ETWEEN FUNCTION 5 ; DEFINE AND
IMF LEMENT MF M T INF [] SYSTEMS F D F MONITORING ! IN & S
[I] E. JE CTI'ſ E £, M A N N E R & S IS FE A SIE L E & F. R D G R A M
F. E. St J L T S F. E. L. A TI N G T G THE SE CRITE RIA's
INITIATIU E N \ j}{E. E. F. : EEE – C &
INITIATIVE TITLE:
INCREASE THE USE OF O N - LINE REVIEWS
IN IT. If TI (J E D ESCRIFT Iſ N :
fi O NIT OF. F. R O C R & M EFFECTIVEN ESS v Miń KIN [.. [.. RE & TER USE
{}F [] tº - LINE REVIEW AS QFF [] SED TO F. [] S T - F. E. J.I.E. W. THIS
WILL : T N S [] iſ E. C. §§ E3 2 RE { t_j IF E RED ESIGNING CLJ RRENT
M & N A GEMENT INF () F. M. A TIſ N S Y S T E M S T [] F. R D VII) E TIMELY
# tº D A C C U R & T E REF'ſ F T S IN F D F M & T I O N ,
INITI (; T IV E N || M. E. E. F. : E E E – () 7
INITIATIVE TITLE:
D E CENT F. & LIZE TREND & N & L. Y SIS
INITI & TIVE DESCRIFT Iſ N :
IN C R. E. & SE THE FIELD & N C F UN CT I [] N £, i. IMF & C T [] N
RES E A R C H & N D F L & N N IN G A CTIVITY THRO || GH M C F. E.
IN J G L VEMENT IN THE FROCESS EY :
— — C, E C E N T R A LIZ IN G 3 D M E N AT I [] N AL RES E & R C H & N D
F. L & N N IN C & C T I (JITIES TO SELECTED TREND) – 3 E N SITIVE
[] IS T RIC T S :
— — R. [I] T & T IN E S D ME FIEL C. E. M. F. L. D Y E E S A N D NAT I [] Nº L.
[] FFICE F UN CT I O N & L E M F. L. D Y EES IN TO RESE & R. CH AND
|FL A N N IN G D I.) ISI [I] N S F D F EXTENDED ( E . [G : y T - U YE A R )
£ 3 SIGN ºf E \! T S :
If... ITI & TT J E J J M E. E. F. : E E E – O 8
It! ITI & T I I, E TITLE:
I ºf F. R. [I] ...) E TREND REF'ſ) R, TI Nſ,
It! ITI & TIVE DESCRIFT I [] N. : 3,
IfáFF: O J E THE CURRENT SYST Eii F D F ID ENT IF Y IN ſ. TREND 5
E: Y :
— — if, KIN G C. R. E. & T E R U GE OF O LIT 9 IDE EXFER, TISE :
— — D E J E L [] FIN (, TREND REF OR T S A T & E L E CTE I) TREND) –
& Eid & IT. T. J.E. [..] T S T R T C T OF FIC E S :
18
B J } {} + X43 kg i. 55 E N 3 ſº I L J H H + 3 T & N [] I 19 ZIN & 5) + []
£ () - HM B ; H = H in ſº N + () I.i. tº I L If... I
* 33 B. A. O. "I dº B. HU -
3 W & 35. [] § 3 ; 3 ºf . I - T. & J T S A. H.3 ± (II () [] }} } {} i SA § fi : H [] T : X 3
; N [] I 1 - I H J S 3 (; 3 () I.] § I L INI
33 E. N. L.I.ii Tikº J T S A. H.3 - 53 B. A. [] Tl Hy! E: Ti Tl 9 : [] L N + W. L & H H i.
; : T L II. Hiſ I.1% I L INI
Z () - H - 3 3 H 33 W T N 3 ſº I l k I.] If I
* O L 3
| Nº W 3 J & T 3 ſ] [] 4 5 - J N ºf NI : * † NIH L & H H B E H & J & J [] I Lº Tj [] THE 3
Sky H J ſl S # 5 33 AD. T. 3 W B [] | N + 3 J N [] ] Tlkſ N 0.5 x 3 + · [] § 1. J H ! 3 ſ 5
fi [] N [] I Lº W H [I] : NI (I N \} E J N \} }. 3 IS 3 & 4 5) NIT 33 Nſ|{}J B {| If [] H.3
: NU II. HI}}J 53 (1 Elfº II & Il If I
53 NITIES N T J J - 3 33 Å, ſ] T13 W 3 T1 " kh H [] L N E W i. ºf H H i.
: ET | I]. Hiſ Il k? I }. If I
T () -- 3:33 3 H 3: W T N H (\ Ilº I LINI
- ° S W k? §§ {}}}.3 E JI () }} E S T & N DI L J N T 3 - Il Tl||W
É) NI liſ BW3T13 WI NHHri Sºlº 31 Tiº NDII JNſ 3-530.30 AQT d W3
: N 0 T 1.3 IAE J S B C E () I lº I L INI
SW k} 3.1
* [] I j k l N E W H T : W T Tik N [] I L J fl ſi - - SS [] H J - U E S T E M T || || 3 }}
; : T. j. II. Hiſ I.1% I L INI
T I – 3 3: ; H = HW ſlin E (). Ilk II. If I
* A Ti H ºff Tiſ 53 3 H S A 3 ſ, 3 || 3 N U IN I.- U QIT 3 || 4 5) NIJ 0 || C. N. U J - -
* }{T} &# 3 (IE E - 3 3 A. k d X & L H [] :
5) ſº I }{Sk: ; N 3 || 3 || k} |. S & S 35 kg HJ & 3 X 3 L ſº I 5) \! I () || T J N I.--
* S.H.E. N. [] I L I L J & H.3 (I Nº. 3 + 3 A. k + X ºf L
W [] }} + 3 J N H J N C 33 3 H H Q J [] / SIS A Tiº Nº jin B : i. 5) N.I.A.T.: Hº - -
A H S T H . [I] (T • B J N tº IT. H. W. [] O.
X # 1 3 J N Eſi" Hiſ I U L H & B 3.3% L & H H 53 J N E IX: H → X 3
ū iſ tº # 5 in [] INI · [] # 33 Ölſ Illk # 5 N [] I. H E J H H 3 JIT. Hſi - Sky
"I Ti ºff 5 tº 4 JIT. Hſi - E H ! 30 S \ }} E J N C J 5} \! I () H 353 B H X40 k} : (1 + 3 +
H3 ſ (JN 9 NIkº I. H U U 1 A LITII: º 3 3 JI () : B5 BH L E () {}}} : W I
: N [] II. HIH J & H G 3 ſº II º I L INI
NUINI : [] JIT 3 ſl H H U LIN [] W
; : T. J. I.J. 3 () I lºſ II. INI
Ö I - 3 3: ; H 3: W T N 3 ſº I Lºſ I L INI
° N [] II. § H L SINIW J &
{} \, k, tiki Tl Xk i \! I Ś 35) iſ k H J (13 J & HIJI lik 53 NI (Iſ T1J NI
* k l k (I (I N 3 H L "lº N E J N 0 }. If N E O N T L & H 53 E. J. NI (I Nk?
*}}{IZIN k}{}}|{} : [] : W H L S.A. § {13593 – 4 + 1 ſld W [] J tº d [] T 3 () : (T
: N [] Il d IX: J & H J E () I Lºſ I L INI
§ {}T lºſi Tiki (, ; (ii. 3.}} | { } { } {} + 3 || 3 – 33 iſ 3 W [] J H [] "I j ( : ()
: 3 T | I]. 3 (YT | <! II. I. NI
à () - 3 33 3 HE HW ſlin Hſi Ilkº II. INI
§ Fiſh II & I.I.INI - {} N [] I | HI}}J 33 Ö
G8& T ZZ J B W pati – 3 + 3 (1 + 10 da H
J. : [],3}} E () I.] § Il INI JI5] : J & H H S
6 I
D R C & NIZATIſ Nº L EFFECTIVEN E E S T & SK FORCE
3 T R & T E GIC INITIATIVE REFORT
Report. Date – Wed Mia T 27 1985
DES CF, IFTION OF INITIATIVES
INITIf TIVE TITLE:
T F.E # T MENT OF & L L E M P L Q YEE E - CHILD CARE
INITIATIVE [] ESCRIFT Iſ N :
IDENTIFY CHILL CARE ALTERNATIVES THAT ARE
{} / AIL & E L E TO THE SER ‘4 ICE . RE [.. [] MińEND & L T E R N & TIVES
§ ND R O LES THE SER!!! I CE SH [] iſ L.) AD [] FT 9 AND FRC F O SE
F'ſ) LI CIE 3 r T E S T S 9 FIL [] T 3 y ET C :
I?! IT If, T.I. JE NU ME E R ERR- () 4
INITIATIVE TITLE:
TFE & T MENT [] F & LL. Eii F L J Y EE 5 — R. L. LES OF C [] N. L. L. CT
INITIATIVE DESCRIFT Iſ N : -
RE' }IE W T H E R L. E. 5 ſ, F C ſ ND Uſ T A N T DELETE & H.L. Elj T THE
# E S T L L T E L Y ESSENTIAL. C. [] N S T R A IN T S J N E ºf F LOYEES
[] FF - THE - J ſ] E. & CT I WITIES , A L5 [] RE!) IE lº & N D M [] D IF Y
THE CONSTR #INTS UN IF & Efi FL'ſ Y MENT OF F £, MILY
ńE ME; ERS
INITI & T I IM E NU M E. E. F. : ER, R - () ºf
INITIATIVE TITLE:
TFE AT MENT OF ALL E M FLQ YEES – EjiFL DYEE FRIDE *
I?!!! O L J E MENT AND F. R. [] [] { } CTI MIT Y
INITIATIVE [ ESCRIFT Iſ N :
E NH & N C E E ºf F L [] YEE FR II) E. z IN V [] i \} E MENT & J D
F. R. [][) || CTI MIT Y EY E. ET TER REC [] [.. NIZING THE SER (JICE '9
INVEST MENT IN IT S WORK FOR CE AND EMF LOY EE 5 ' R [] LE
IN IF. S & C C D MiF LISHME N T S ;
INITI & TIVE N J M. E. E. F. : ERR- () &
If WITI & TT. JE TITLE:
TRE & T ºf E N T D F Miń N £, CERS #3 ND EXECU TIVES
INITIATIVE DESCRIPTION:
DE') El [] F & N D IñFLE MENT & F L & N T [] IMF R [] V E [] VER ALL
{.. O N T IT I [] N S iſ N. D. E. F. W HICH M A N £, GE. F. S. & N D EXECUT I V E 3
[] FER AT E ,
INITI & T.I., E N Uli E. E.R . ER, R - () 7
If, ITI & TIME TITLE:
EjiFL 0 YEE F. R O TE CT I C J
INITI & T I*) E D E3 CRIFT IC, N :
I? FF. [] / E THE & E; ILITY OF THE SER VI CE AND IT 3
E. fiP'_{I YEE 3 T [] iſ E & L EFFECTIVELY ºf ITH A § 3 & 1 ||.T F THRE É T
£ tº [] H & F. F. & S S M E \! T & C T IV ITIES v T H R U L G H T R & IN IN G 9
ID E N TIF I C & T I [] N & N D. L.E. [.. [ 5 L & T I [] N. ;
It! ITI & T H J E N U M E. E. F. : ERR- () 3
I?! ITI & TT J E TITLE:
[] FF Iſ. E E N J IF. [] is MF NT
If ITI & TIVE DES CRIFT Iſ J .
20
D R C & NIZATION & L EFFECTIVE NE 3 S T & SK F [] RCE
S T R & T E GIC INITI & TIVE REF [] RT
Report. Date – Wed Mar 27 1985
DES C F. IFT Iſ N OF INITIATIVES
If, C R. E. A SE THE & T T R A CT I'M E \! E S S A ND EFFECTIVE NESS [] F
THE FHYSIC & L W D R K E N J IF O N M E N T ,
If IIT I A TIU E N | | ME E R : E R R - O 9
INITIATIVE TITLE:
A NT I CIF & T Iſ N OF F | | T || R.E CHANſ. E3 IN W ſ, F. K. – W.] [I] E. KF [] R. C. E.
TREND S AND LEGISLATION
INITI & T I V E L E S CRIFT I [] N :
T R A C K C E M [] GR & F HICS F W C R KER AT TITU [..] E. 3 y Cl; L T | | F. & L
TRENDS P L E GIS LA TIſ) N & N D! O THE R KEY ISS (JES C F. ITICAL
T O THE W E L L – E E IN G D F I R S E M FL. D Y E E S ; fly D J L G T
PERSONNEL FRACTICES AND POLICIES,
INITI & T I J E N U M E E R E R R — i. ()
INITIATIVE TITLE:
§ NT I CIF ATION OF FLJ T LJ RE CH A N GES IN WORK -
TECHNOLO GIC # L. D) ISF. L. & C E M E N T ( & & ) {} T H E R C H & N G E S )
INITIATIVE DESCRIFT TO N :
REGUIRE AN EMF LOYEE FLACEMENT FLAN WHICH INCLUDES
I N [] I V Iſ L. AL C & RE E R F L & N N T N G + T R § IN IN G & tº D
RED EFL D Y MENT F L & N S F D R E & C H M & J C R T E CHN [] L. [] [.. Y
CH ºf GE { SU C H & 3 & L T O ºf £, T E D E X & M IN & T Iſ N S Y S T E M ) ,
(INCLUDES CHANGES C THER THAN TECHNOL [] [.. Iſ A L
D IS F L & C E ME is T : SU C H & S D C ºf NSI Z. If, C T C F. E. D. L. ſ. E. C C & T S
[] F. R. ED IS T RIE. UTIſ) N OF ST A F F & F TER A MER. GER C R.
£ C Q UIS IT IO N , )
INITIATI / E N || ME E R ERR- 1 1
INITIATIVE TITLE:
RE CRUIT MENT F L & N N IN G
INITIATIVE DESCRIFT ION :
D E JEL [] F A [ UALITY - O RIENT EI) F || J C T Iſ N-E: Y - F || Nſ. Iſ N
RECR LI IT MENT FL. A N F D F FILLING & L L F. F. C. F. ESSIſ) K & L AND
TECHNICAL FOSITIſ Nº F ſ] R. WHICH C C, LLE GE RE CRUIT MENT
IS & FRIM & R. Y SOURCE .
If IT I AT I V E N U M E E R E. R. R. — 12
IN IT I AT I (J E TITLE:
C [] L L E GE REL & T I [I] NS
INITI & TIVE DES C RIFT Iſ N :
IMF R. [] / E Cſ) L. L. E GE REL & T I [] N S T [] § TTF fly CT HIGHL.Y
G | | | LIFIE D C & J C ID & T E S T [] IF. & Efi F L [] Y M E \; T :
IN ITI & T.I., E N || M. E. E. F. : E R R — i. 3
If, ITI & TIVE TITLE:
REſ. Fºl JIT MENT F. R O CED UF, ES
INITI & TIVE DES C F.IFT II) N :
SHARF EN AND IMF R. [] / E IRS RE CRUIT MENT FR ſ]ſ. ESSE G AND
FF. [] CED JR E S ;
21
[] E. ſ. A NIZATIſ NAL EFFECTIVE NESS T & SK FORCE
S T R & T E GIC INITI º TI (J E REF D F. T
Report Date – Wed Mar 27 1985
DES C. E. IFTIſ) N OF INITIATIVES
INITIATI, E N LIME: ER ERR- 14
Iš IT I º TIVE TITLE:
[] E. CENT R & LIZATIſ N AND C [] N T R A CT IN G D F T R & IN IN [.
I}\! ITI & TIVE DESCRIFTION! :
D. E. ſ. E N T R A LIZE C D LIR SE DE JEL [] F ME M T TO THE FIELD # M D)
E NiF H & SIZE C Q N T R & C T IN G – O U T : E S T & E LISH & C Q NT IN G E N C Y
F || NI F [] R D E V E L D FINſ. NEW C Q || R. SES D. R. R. E VIS IN G
F'RI Miń R Y TECHNIC & L. C. [] l l RSES F [] R THE L & T E S T L & W
TECHNIQUE A ND TECHNOLOGY [HA N G E S ; SHIFT F [] CUS OF
THE N A TIſ Nº L OF FICE TRAINING FUNCTION FR Clift COURSE
D E V E L OF MENT TO F. R O C R A Ni Niğ N A C E MENT AND [] J E R SIGHT ,
I?! IT I A TIU E N || ME E R & ERR – 15
INITI & TIVE TITLE:
C. [I] NT IN i ! ING F. R OF E SSI [I] N & L. E D U C § TI O N F C R M A N & G E H S
INITIATI tº E D ESC RIFT Iſ N :
F REF & R. E. Miń N & GEF S T [] F A C E J D R K E N \) IR [] NMENT CHA N G E S ;
CL £, RIF Y IRS IN TER FRET A TT ſ] N OF THE GO (J E R N MENT
Eji F L J Y E E S T R & IN IN [, œ, C T : M & N T A TE TECHNIC Al. A
Niği, º, C. E. R. I & L C {} N T IN L, IN C F. R. [] FESSI [I] N & L E [] [ ] C & TI O N }
IN CL | | DE IN M & N A C E RIAL TRAIN IN C F A N A tº ARE NE 35. [] F
D IM EF, 3 IT Y OF CULTURE AND J A LUES :
INITI & T IV E N J M.E. E. F. : Iñ9 – () 1
INITI & T I V E TITLE:
E S T & E LISH D A T A M & N A C E M E \; T E N J IF O N MENT TO SUFF [] RT
Niğ N & G E MENT IN F D F M & TI O N S Y S T E M S (MIS)
INITI & T IVE DES C. RIFT Iſ N :
E S T & E LISH & D & T A M & N & GEMENT SYSTEM THAT WILL
3 || FF OR T THE M & N A C E MENT IN F D F Miń TI O N S Y S T E M
R. E. Q | | IRE ME N T S D F THE IRS ,
( E S T & E LISH AN OF. G & K. I Z & T I {} N RE 3 F O N S T E L E F D R D & T &
Niğ M Đì G E M E N T y D & T A F. & S E M A N & G E M E N T y É, ND MIS
3. T AND A R D S ; )
INITI & TIVE NU M E. E. F. : IM S – () 2
If... ITI & T I (J E TITLE:
E S T & E LISH & N IN F C R M & TI O N RES [] I } F C E & Niğ ſº fly [.. Eii ENT
F LIN CT I C N
If... IT I A TI J E DES C F. IFT Iſ M. :
C [] / [] U C T & C [] if REH E J S I (J E S T U D Y T [] D EF IN E & N
I?! F ſ] F. Yiğ TIſ) f. R. E. S. [] | | R C E S M & N & G E fiB N T IF. M. F | } N ſ. TI [] N
F [] F. IMF L E MENT & T Iſ N E Y THE SER VICE .
( ; T || || Y & N D. If? FLE MENT A N IF if F iſ N CT II) N = ſ. [] ME IN IN G
F | | N C T Iſ Nº. 3 || C H & S D F : T E L. E. C. [] Mihil.) NIſ & T I [] N S v D & T &
[.. [] fifi NIſ. A TIſ) Nº. 2 D F F I C E & ! IT O M & T Iſ N ? ET C ; )
IN ITI & T I tº E NU M E. E. F. : Iñ3 – () 3
22
[] F. C. § NIZATIC, N & L EFFECTIVE NE 3: S T & SK F [] F. C. E.
STF º TE GIC INITIATIVE REF'ſ RT
Report. Date - Wed Mar 27 1985
D ESC EIFT Iſ N OF INITIATIVES
INITIATIVE TITLE:
C. L. & F, IF Y RE SE ARCH & N D C E V E L [] F ME * : [] F. G A NIZATIſ) iſ £, L
F. ESF DNSIE ILITIES
INITIATI J E [] ESCRIFT Iſ N :
CHA F, G E A FF. R. T. F. R.I & T E Fl!?! CTIONS WITH RESF O N SIE, LITY Tſ)
§ E E K S C L LITIC, N S T [..] [I] FF: A TI O N & L. F. R. [] E. L. E M S & J C.
ENHANCE MENT OF FORT | NITIES THE [] Uſ; H IN-D EF TH
R. E. & E & R C H C F EMERGING INF [] R. Niğ TIC, N F R C C E S SING
TE CHNOL [] G Y ,
{ || ND ERL IN E S N E E I) T [] RE SE AR CH NE 1: TE CHNſ|| [ ] GIE 3 & N IX
TECHNIC & L. TREND 5 & Cº. L. L5 F [] R § 3 SIGNING & F || NCT II) N
T [] IT , )
I NIT I fº, TIME N |}}} E E R IM3 – () 4
IN ITI & T I (J E TITLE:
E S T & E LISH & N INF D F M & TI O N S Y S T E M S F L # N N IN G F. R. [I] C E SS
INITI & TIVE DESCRIFT IO tº :
E S T & E LISH & N A D F A IN F D F Miń TIſ N E Y S T E M S S T R A TE GIC
FL & NNING F. R O CESS THAT FERIOD IC ALLY YIELD S AN
£, D F A IN F C R Niğ TI O N S Y S T E M S T R A T E GT C F L & N .
( G [] & L OF Cſ. MF REHENSIVE IN TE GR # T E D & D F F L & N ,
ń [] "JING T [] "SYSTEM D W NER: " IN FL; N CTION /
* US EF - D F I (J E N " F L & N N IN G A F L & R F O R. R. H & T F LIT LIFE A D F
IN IF 9: WILL iB # N , )
INITIATIVE NU M E E R IM|S – () 5,
INITI & TIVE TITLE:
S OF T W & R. E. F. R O DUCTI MIT Y
I}} { } IATIVE DESCRIPTIO N :
SHIFT CERT AIN SOFT WARE F. R. [] D U CTION (EXCEF. T. Miń STER
FILE AND [] T H E R Niğ j [] R. F. R O J E C T S ) W D F. K L [] A D TO THE
FRI (J & T E SEC T OR y AC Q || IRE STATE [] F THE ART TO O L S F D F
USE OF THE IN-HOUSE DEVELOPMENT STAFF, AND ACQUIRE
D & T & E; # SE #3 ND F D J R T H G E N E R & TI O N L & N G ! } & GE T [] [] L3
I NITI & TIVE NU M E E R & IM3 – O &
If... ITI & T I JE TITLE:
3. E. F. & F. A. T E & FF LIC AT I [] ſº S D E V E L OF MENT AND F. R O C E S S D F
FF: Q CURE MENT
INITIAT II) E DES CRIFT Iſ N :
SEF & R & T E [] E. JEL [] F MENT OF AFFLIC £, TIC, N 3 FRſ, M THE
A C ſº l ; I 3 ITIſ) tº [] F L & F. G E S CAL E FF. [] CESS IN C F. ES O U R C E £
£, ND EST A E, LISH & CENTRALIZED F : J N CTION RESF [] NSIELE
F ſ F. T H E & C {} | | I 3 ITIſ N 9 & L. L. D. C. & T I O N F & N E M & N [.. E ME N T D F
T H E S E RE 3 [] | | R C E S ;
If JIT If TIVE NLJ M.E; ER : IM S – () 7
INITI & T I (J E TITLE:
F ſ F. M. f. LIZE FR II) ſ. E £5E 5 F D R D E A LIN [.. ... IT H H U M A N
F. ESOL. F. CE 3 IMF # C T S
23
[] F. C. § {IZATIſ NAL EFFECTIVE NESS T & 3 K F D F C E
S T R & T E [.. IC INITIATIVE REFORT
Report. Date - We'd Mar 27 1985
DESCRIFT Iſ N OF INITIATI'ſ E3
INITIATIVE DESCRIFT Iſ N :
£, 3 SIGN 3 FEſ. IF Iſ. RESF'ſ NSIE ILITY AND ACC []]] N T & E; ILIT Y
F OR THE DEVEL [] F MENT OF F. R. [] [.. F, A M S T C C E & L WITH THE
H|| Miſs N E ESQ || F. ſ. ES IMF # CT 5 [] F NEW INF () RM & TIſ) N S Y S T E is
£, ND TECHN [] L ſiſ. IE 3
INITIATTU) E NUM, EEF : IMS - () 3
INITIATIVE TITLE:
| | SEF. ſ. UID # NCE F D F 9. Y STEMS DE JEL 0F MENT
I NIT. If TI (J E D ESCRIFTION :
D. E. JEL []F # ND ISSUE NECE 55 ARY FRO [...ED URE S T [] SUFF'ſ F. T
USEF. S IN INITIATING AND M & N & GIN [.. T E CHN D. L. [] [.. I C & L
£Hà N GE s
INITIATIVE NU ME E R IMS – (; 9
INITIATIVE TITLE:
FR [] CURE MENT DELE G & T IO N
If IT I AT I I, E DESCRIFTION :
£E Cl] RE TRE £, St J R Y & F. F. R D J £, L T J R ſº ISE THE LIMIT OF & C. F.
F. R O C {}R EMENT C E L E G & TID N T [] THE FIELD, FR O M $5 () , () () ()
T [] & T L E & S T : 1 ( () , () () () & N D FR D J IDE T [] THE FIELD THE
{{\! [] ºf LED G E A J D S KILL S RE { UIRED TO, IMF LEMENT THE
F. E. 'J Iº, E D C E L E G AT I [] § ,
TNITIATI (J E NU ME; ER. 3. IMS – 1 ()
I NITI & TT JE TITLE:
E S T & E LISH EXFE C T & TI Di 3 E N \) IR O N MEN F D F : i , T: [] M AT II) N
INITIATI (J E D ESCRIPTION :
EST & E LISH & N EN VIR ſ] NMENT OF EXFECT & TID NS THAT
C[] Miń U N H C & T E THE IMF D R T & N C E D F UTILIZING
§ {}T [] fify TED INF [] Riº A TIſ N FRI) CESS IN G T E CHN D. L. [] [...Y
T [] IMF R. D. W. E. F. R O DUCTIVITY #3 & N E M A LU & T | I] N F & C T DR
F D F THE SER ‘JI CE '95 EXE Cl] TIVES & N D M A N A GER § 4
If JIT If TI (J E NU ME E R IMS – i. 1
INITI & TIVE TITLE:
E S T & E; L I3 H & T R A C KING F. F. [] I. ES5 F D F 9. Y S T E M S FL & N N IN C.
# tº D. E. L. D. GE T IN G
If, ITI & T.I. JE DE 3 ſ. RIFTII) N :
D E \# E L J F. & N D IMF L E MENT & N IF. S. F. R O JE C T T R & C. KING
§ Y S T E M F [] R. F. L & N N IN C. § N C E J D GET IN C F D F INF (IF MATIſ N
SYSTEM3
If JITI & T.I. J E N || M. E. E. F. : I ºf 5 – 12
INITI & TIU, E TITLE:
N [] N -- F A FER D [] Cl]? ENT ST OF A GE & ND RET F. J. E J A L
INITI & T.I. JE DES C. E. IFT Iſ N :
C [] if IT THE SER J ICE T J SHIFT IN G T [] N [] iſ - F. & FEF,
§ T QF & C. E. C. F. F. ECORD 3 y A N D S L. F. F. QR T THAT COMMIT MENT
24
30}}{} + 45%. 5 § 3 N E () I. J H H + 3 "lº N [] I Lº ZINº j}}{}
Q &
H 3 A, 3,3}{k} | H H | H [] - B L *; JIT iſ (j \; T \ }}ſ 1 EX} {ij} |. HT - W J J H H i.
| NIX: 3 (1 Nº N }}|| || 3: E. H.J. A. HI}} : () - H L & W 4 X & J. E. H.J. H 1 ſ : W II) J
ū T. ſ. U M H E L ſi jº [] ] 3 H L * Tlk tº IW H E L & 5) NIS ſº 43 Å, ºf 3 X 3 L E H L
A, 3 NI (I 3 T TII - 3 3 (1 Tiſlſ. O L & H L SE 3 º' W I k; Q #7 () } {}{{ k} Z E Ö #2 () I.
5] NIA, 9 T1 - 3 I G - [] A. LIT. T. HT 3.5 [] .3 ± H. E. H C T : X → * 3 ºf E H ºff
NI - X: "lº M N I 3 T 3 tº IW H B | H E L T : W [jJ 5) NIS IT A H 5 L H U - 3 3
3 JI () H3S X: 3A, 9.3 X 3 i. 35) + k} T N 3 ° JIT!: ſ\,: {}}J T A. k - X tº 1 : H i.
5} N If", 335 (I Nº. 4 5) NIJ k}{}ſ (; 3 4 5) NI, SIS Sky NI 3 3 Hid H ſº I L J E → - B
ºf [] ..] 3 WI [] I A 5) [] "I [] fº H J H L N [] I Lº W H [] - N T N 33 (1 JW H S ſt
3 NO II d'I H J 3 + (j = f\ I Lº I If I
3 * : A 9 - X & i U L E J N ºff iSIS 3 kº (; HZI HE L T - W [] ] 35 kg 3 H J N I
: 3" | I]. H (YIlk; Il INT
Ž () - J (; 3 3 H 33 W ſi N E () I.L. & I L If... I
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5] NI (IT] [] HH LIM, HJ & 0 \} +,+ k} [] 1 Nº Tid N [] I J% º (Iti º O Iſ HES
k} - {} Ti 3 () : ] { } | H J } {} + H Sky H. Tiký š [] I.L. J N ſl H II Till W \}
HT1:Hy! ESS & A, T if B ſlº HS 3 ſl S : 3 N DISI () {}}}, + X \} | {} NI (1"10 HH LIM
J H I H LIM E J N ºf IT - W [] Of{{ } N + [] SB 3 ſ ký O ( Nº 1 N E L X 3
HH L E M I W 3 E. J. E. (J D H 3 () I.L. & T LIN T H J }{k} ES 3.3 kg HSI T1:3 kg i. 33
: J (j II. 3 IAE G 53 (J E ſº I Lº I INI
3 O N ºf IT, .3 WU J N C N
* NI (Il T. [] H H L If f\! {} |. J B { {}}} - H J }{k} 33 3 H ºf H5 IT1:3 tº 1.5 B
: 3 T L I L → f, T L & I.L.INI
I () - 0 ($ 3 : 333 W ſi N E () I.] § I L IN I
* A \! { } | {{3 J
| 3: I -j-- A. L N 3 ſºil. HH.J. HÚ 3 W B | 5 Å 5 § NIŠ SE J D H H X% l
§ 1 - JIf H B 3 3 H.J. HÚ N [] I lº l N E W BT - W T (IN & N [] I LIST || J J &
* { }I 53 (; 3 H L E E S H3 () U. " TIM k? H.J. i. 3 () - H E ( 33.3 ft. )
Nº ISE (133 W B i. 5 A, 3 5) NIS 33 jū H.3 Xk i. 3 H.J. Elkſ ºf BT' E J J &
: N () I.L.: T H J 3 + (j 3 () I l k Il If I
( 85.3 L) N5IS3(133 W31S AS 5 NIS$3303.3 X9 L
§ 3 iſ II. Eſ) I., 9 ſ ] INI
ły ( - 3 WI : }} };}}{{l N 3 ſº I l k II. I? I
* 3 JIf x 33 3 H.l. i. iſ] D H Q ſl{}}} H.E. [] 3 (II ()
{liº tº 4 EJI [] () é º X ºf 1 + k} || k} { } {} + \º 3 || 5 || 5 § {{ {}I.i. tº JIN ſlº y Ú J
"Tº LI5]IO & J E J & H 5) + 1 NI Nk: HS IT H & LS 3 T TIM HJIHiſ
| N E W - Iſ j : {} \! tº S W H L S 1.5 T. Tikº L S N T (lin & S (13% (1 Nº. 15 ºf 153 I
: N [] I.i. HI}}J 33 () iſ II & I L INI
SN [] Ilk. Tº IN ſlº, W G D 3 T 3 i.
: 3 T | I]. 3 () II & II. If I
& I-SWI : 833Wnn H^I 1911 INI
{ } { k} i J II. His 5] kg W & X4S I C T & J T J - [] * W Ti I.3 [] }} }I), 4 & 3 T 3 J & X H )
* k? I (J E W 35% H U L S X; E - k3,3 - iº UN
§ {} - Nº Ti 3 (1 Nº - [] § ISA, Tlk? Nº. 3 (YIS N E H H H - W J J & H L I fi
§ 3 ; ) II & I.L.INI · [] N [] II. HIH J 33 ()
G86 I ZZ de W pari – a 3 E J 4 I dº a 3
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[] R. [, œ, NIZA'ſ Iſ N & L EFFECTIVE NES S T & S K F D F. ſ. E
S T H & T E GIC INITIATIVE RE FORT
Report, D = t e – We d Mar 27 1985
i) E3 CF, IF. TID N OF IN IT IATIVES
I?! TT & T It E N || ME E R . Sky C - Ö 3
If, IT I º T.I. JE TITLE:
[.. [] Nſ) C T & SUR J E Y OF N C N - RESF [] N. SIVE T & XF A YERS
I tº ITI & T ſ \! E: C, E S CF, IF i I [] f :
C[] ND LI C T & 3 l ; R. J. EY OF N ON - R. ESF'ſ NSI / E T & XF: A YERS T D
L E & R N C § { } SES OF THEIR. UN F. ESF O N S T VEN ESS , W H & T TY FE
OF [.. [] Miſſil NIC § T J O N S ARE EF FEſ. TIM) E * WHETHER THEY
R E £, L. T. Z E THE CO NSE { i ! ENCES OF THEIR F & ILURE TO
F. ESF'ſ Nſ) g º ND TO DETER MINE Cſ) R. R. E. CT I (JE & CTIſ) NS ,
& N & YZ E D & T A , F | } N C F Iſ. NAL ARE & 3 WILL || SE THE D & T A
T [] C {} N S II) ER CHA N G E S T [] D FER AT IN C F. R O CED URES :
T A X F & YER C [] MMUNIC & TID N S 9 ET C , ; T [] IMF. R. [] () E
T & X F A YER RESF [] N. SIVE NE 3 S ,
I tº ITI & T I (J E NU M E E R S J C ~ () 4
If ITIATIVE TITLE:
FUR SL} E & M C R. E. F. R. [] § CTIVE F UE LIC INF D F M AT I [] N F C S T LjRE
F [] F THE IF. S
INITI & TT J E C E S CRIFT ID M ;
{\ }. EXE C UTI (J E L E \} E L T & S K F C R C E SHOUL. D. E. E.
EST º B. LISHED TO DESIGN: A FR [] § CT I ºf E R D LE FOR
F' Lj E L T C & F F AIR S T H & T ºf IL L. F. F. [] "J IDE & N EFFECTIVE
STF (A T E [; Y T [] IMF. R O J E C {}}{F'LT # Nſ. E . A Fºl J E LIC
R. E. L. § Iſ N S A ºf AF. K. ET IN C F IF ºf SHOUL. [] E. E. R. ET & IN ED
T [] . [] R K W T TH THE T & S K F D F C E £ 4D TO RECſ) MiñEND
§ CO ºf MUNI CAT IO NS EFF G R T WHICH W [] Ji [] E. E.
EF FE CT I JE IN I* FR [] \) If, ſ, C {}\; F | IA 1 (, E &
IN ITI & T I ºf E NU iſ E. E. F. : S W C ~ () º
I?! ITI & T : V E TITLE:
EST A E, ! ISH C D if F LIA N C E C D D R D IN AT IN C C D M MIT TEE 5
INITI & T ſ (J E D ES C F. IFT IO iſ :
F R O J IDE & N C F. C. § NIZATION & L. S T R J C T || R. E. & N D & SYSTEM
T [] F £, CILI'ſ & T E THE E & R. L. Y IT EN TIF I C & T I [] N. & N D
RES O L J T IO N C F FR DELE #3 R. E. L & T IN G T 0 SC F HISTIC & TED
* [] N C [] tº F LIANCE F & N D TECHNOL O GIſ. & L ADV A NCES IN
C. [] fiF'll T E R T E CHNſ) L ſ] [.. Y THAT WILL IMF (A C T O N T & X
£, C. MIN IS T R & T I [] . . [.. [] Mi F L I & J C E C [] [] R[] IN # TT N G
[.. [I] fift ITTEES ſ. [] ºf F D S E D C F D FER fly T H [] NS # ND [.. [] U NSEL
R. E. F. F. E S E N T £, TIME 3 FF. C. § [] IST FIC T S v F. E. [.. I [] NS AND THE
N & TT. C. § & L. Ü F F I C E J H L L L ſ [] } & T N ſliº [.. [I] ºf F L I & N ſ. E . THE
is , ſ: , C {} fifi IT T E E WILL AN A LY Z E C {} M Ft. T E R T E CH N [] . [] G Y .
If IT I A TT J E N \ }}; E E R § 3 J C – C. §
INITI & T.I.) E TITLE:
ÉXF ##! E: Cſ) ºf F. J.T EF - G E N E R & T E C C C N T É, CT FR [] GR: A MiG
I?! IT If TI & E L E S CF, IFT I [] N. :
EXF # 4 [] [] J R C {}}{F' UTEF - G E N E R & T E D C {} \! T A CT F. R O C R A M S T ſ]
I tº T. F. E. § 5 E FRES E N C E . I?, ?, () [] IT IO N T ſ THE CLJ R. F. ENT
E. F. F. [] F. T G ſ] N THE IF F : IF. F. M I 3 y F 6, YEF. M. & G T E R F ILE = & N Dr
THE IF. F. F. E.g. [] iſ R. C. E. S. fiſ [] E L * T H E SER. (JICE SH [] . . LD :
26
H J H [] - }{Sk; 1 S5 3.NE (YT L J H H + 3 T & N [] Ilº ZIN 95) # U
/ C.
HH L 3 ſl S Hſ! - 4 NOT LI (I (Jk/ NI “ ( EHS IT 3 tº 133 tº 3 3 H 3 ºf H
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* NU S I & IT E L J H 5 / 1*}}} E {} E + E ZIT] ºf W H [] - ? § 3 || k} | S 3 H L H | IM
5 W ºf H5] [] H + 3 () I.L. 933 - [] [] J H 5) ſl [] HH L 3 J N & I" ºf W [] ] tº [] N. L J H L H Cl
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§ 1 HQ Iſ) H35 BHL ENT W H E L E () [] 1 A (1ſ 15 & 1 Jīl (liº [] J - -
3% H A lºw H H iſ J NI N [] I L J & E J N & ITI - W J J N [] (1.33% H 5 tº Hſ 1 El H
}}'} E A Lin Hill tº E S 3 ſ S HO H [] IX: 3 ºf IGN E W & Lſ 0.3% 5 HB 1, § 3 X 3 ||
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S T R & T E GIC INITIATIVE REF ID RT
Report. Date - We d Mar 27 1985
DESCRIFT ID N OF INITI & TIVES
SEF. "JICES OF A N [] | | T SIDE Cſ; N T R & C T C R T D D, E JEL OF
CD U R S E M & T E RIAL S R & N D INSTITUTE A CFE MOD U L E [] N
INTER JIE AIN G TECHNIſ] UES FOR F. R. GE IN G UNREF. [] RTED
IN C. ſ. ME [] iſ RING 1985,
INITI & TIME M Ljīvī E; ER 3 J C - 1 1
INITIATIVE TITLE:
EXF AND TAX EDU CATION OF SELF - Efi FL DYED TAXF AYERS
INITI & TT UE DESCRIFT Iſ N :
THE SERVICE SHOULD SF [] NSUR INTRODUCT OF Y SEM.IN ARS
§ ND REF RESHER T AX CLINICS F D F THE SELF-EMF LOYEI)
T AXF AYER , SE MINARS W OljLD, EE C D DRD INATED EY THE
[]lſ TF.E & C H C [][] RD IN AT ſ R OF T & XF & YER SER WICE AND EE
Cſ; N T || C T ED IN CO N J J N CTION WITH CLUES AND ORG ANI-
Z & TIſ) Nº. 0 || T 3 ID E IF 3 ( E . [.. , , § M & L. L. E. USINESS & D MIN , y
LO CAL CHA MEERS OF Cſ) MMERCE | THE AMERICAN INSTIT UTE
D F C E R TIF IED F L E LIC A C C D NT A N T S ; ET C ; ) WHICH
EITHER HAVE ACCESS TO OF CONTACT WITH y QUR T &RGET
Al J D H E N C E .
INITIATIU E N || ME E R § 3 J C – 12
INITI & TIME TITLE:
EST & E LISH & RET || F. M S C T M FLIA N CE FR [] GR & M F D F
SELF – E M F. L. D Y Eſ, T & X F & YERS
If IT I º TIME DESCRIFT Iſ N :
[] E. JEL [] F & RETURNS C {}fiF LIAN CE. F. R. [] ..] E. CT ( R C F ] GE & RED
T [] . A R. C. R. E. & CHIN G & GR E & T E R N JME. E.F. [] F 9 ELF – EMF LOYEI)
IND I.) Iſ LJ A L5 DETER MIN E W H [I] N [] N FILERS ARE AND WHY ,
IN C – LI I) E T H E M O N T H E M A S T E R FILE & S E L E C T A R A N C D M
3. A fiP'LE FR D M C D M MERCIAL LIST S D F HIGH IN COME FE [] FLE
N Il T Did THE IMF D F I R F : (SEF & R & T E FRO M C D M MERCIAL
LIST * T E S T * E: EIN G R UN IN SELECTED DISTRICT S , )
USING "REVERSE LEAD" APFROACH, SELECT IMF SAMPLES
EY ZIP CODE QR CEN SUS ENUMERATION DISTRICT, MAKE
C O N T & C T & T & D D, RESSES NOT O N THE MASTER FILE ,
INITIATI'ſ E N l ; Ni E. E.R.: S J C – 1 3
INITI & TIVE TITLE:
C E JEL [] F. G|JID ELINES ON CHECK T R LJ N C & TIſ) N AND
E L E C T R D NIC E. & J }{IN ſº S T & N D & R D 3
INITIATI J E D ES CRIFTIſ) tº :
THE IRS WILL D E JEL [] F A RE WE NU E FF. [] [.. ED URE C D J E RIN [.
REC [] R D KEE FING & C C EFT & E; ILITY CRITER If, IN CASE 3
IN \} {}L / IN G CHE [...}{ T R U N C & TIſ) Ny E L E C T R D NIC TR § NSF ER OF
F L J D S y & N [] [] THE R D E V E L OF MENTS IN THE FIELD OF
E L E C T R ſ] N.Iſ. E. & N KIN (, , § EEK AD VI C E & N D C ſ] [I] F. E. F. ATION
OF FRACT IT IO t, ER, OR: GANIZATIONS , ASSOCIATIONS OF
5 [] F T W A R E M A N JF A CT LJR ER3 y AND OTHER S ; F REF ARE F D F
# * F. & F. E. F. LESS " ECO NO MY ,
28
[] R G & NIZATION AL EFFECTIVE NE 35 TASK F D F C E
STF. A TE GIC INITIATIVE REFORT
Report Date – Wed Mar 27 1985
DESCRIFTION OF INITIATI / ES
INITIATI, E N || ME; ER § 3 J C – 1 4
INITI & TIVE TITLE:
E N C []|} R A GE S T & T E L E GISLAT I Gil T [] ENHANCE FED, ER A L T A X
ğ D M IN IS T R ATION
INITIATIVE DESCRIFT IO N :
THE IRS WILL FURSUE, IN COOPERATION WITH THE
NATION AL ASS D CIATION OF T A X & D MINIST R & T DRS (NAT A )
THE EN & C T MENT OF S T & T E S T & T UTES WHICH WILL ENHANCE
E! O TH F EDER AL AND S T & T E T & X A D MINIST R A TID N .
INITIATIVE NU ME: ER S W C ~ 1.5
INITIATI JE TITLE:
l! SINſ, INFORMATION FF'ſ M FEDERAL Aſ, ENCIES T [] ENHANCE
T & X AD, MINIST R AT II) N
INITIATIVE DESCRIFT IO N :
ESTABLISH A MULTIFUNCTIONAL TASK FORCE TO COMFILE
AN INDEX OF INVESTIGATORY ACTIVITIES CONDUCTED EY
D THER FEDER & L G D VERNMENT A GENCIES THAT MińY E. E.
E ENEFICIAL TO THE IRS • THIS INFORMATION WO UL.D
EN A E LE THE NAT Iſ N & L Q FFICE TO ALERT THE FIELD T []
FOSSIE L E A JENUES OF INVESTIGATION []F WHICH IT WAS
Nſ T & J & RE 4 IN 5 [] ME CASE 3 IT Miń Y E. E. F. [] SSIE L E T []
EXECUTE IN TER A GENCY AGREEMENTS WHICH !! [] ULD
FACILITATE THE SECURING OF INFORMATION,
29
Attachment 6
ACTIVITY: 1A – DEVELOP AND COURDINATE POLICIES AND PROCEO!RES
IMPACT
#AUDR
MAJOR
HADR
MAJOR
MAJOR
#Aſſ?
MAJOR
MAJOR
HAJOR
MAJOR
D MAUDR
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Hed Hær 27 1985
IMPACT FOR EACH ACTIVITY
PERSONNEL DIVISION
E}|PHASIS; IND
GOVERNING THE RECRUITMENT, ADVANCEHENT, RETENTION?
EVALUATION, AND REDEPLOYMENT OF EMPLOYEES, AND F#Y
AND BENEFIT PROGRAMS AFFECTING EMPLOYEES, EASED ON
CURRENT AND FORECASTED NEEDS,
INITIATIVE
BEE-05
IDENTIFY AND MEASURE EFFECTIVENESS GOALS
BEE-08
INCREASE THE USE OF UN–LINE REVIEWS
BEE-09
DEVELOF COMPUTER-SUPPORTED TREND EVALUATION
ERR-01
TREATHENT OF ALL EHPLOYEES - C[]!!NSELING
ERR-03
TREATMENT OF ALL EMPLOYEES - CHILD CARE
ERR-05
TREATMENT OF ALL EMPLOYEES - EMPLOYEE PRIDE,
INVOLVEMENT AND PRODUCTIVITY
ERR-08
TREATHENT OF MANAGERS AND EXECUTIVES
ERR-0%
ANTICIFATION OF FUTURE CHANCES IN WORK - WORKFORCE
TRENDS AND LEGISLATION
ERR-10
ANTICIPATION OF FUTURE CHANGES IN HORK -
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGES)
ERR-11
RECRUITMENT PLANNING
ERR-12
HATURE OF IMPACT
PROVIDE EVALUATION SYSTEMS TO HEASURE EFFECTIVEHESS, 80TH FROM AN
INDIVIDUAL AND ORGANIZATIONAL PERSPECTIVE, (ALSſ, CR035-Fij}|TTIONAL
GOAL SETTING WILL INVOLVE HF EARLY )
REVISES THE METHODOLOGY CURRENTLY USED IN THE EVALUATION OF EMPLOYEES,
SHOULD BE LINKED TO INCENTIVES, ALSU, DEVELOP POLICIES/PLANS FOR
REASSIGNING EMPLOYEES CURRENTLY ASSIGNED TO FUST-REVIEW WORK,
INCLU); IN THE TREND OATA HÚRKFORCE AND RECRUITHENT PUCL INFORMATION,
SIGNIFICANT OPPORTUNITY TO DEVELGF AND THFLEHEHT # FRDACTIVE
C[UNSELINE PROGRA}}, IHCLUDINſ. HASTER CONTRACTS FOR OUT-SERVICE
C[]{J}{SELLORS, FEEDEACK LOOPS AND EVALUATION CEITERIA FOR CONTRACTOR
PERFORMANCE, EXFANDED FORHS OF WELLNESS [[{{#SELIHE, ETC,
ſ}{ILO CARE IS A POTENTIALLY THFDRTA}{T EHFLGYEE PROGRAñ; WITH EXTENSIVE
LARDR RELATIONS AND MORALE IMPLICATION5, EXTENSIVE FRUACTIVE RULE IS
POSSIBLE FOR THE PERSUNNEL ACTIVITY,
FUTENTIALLY RIC ROLE TH REDEFINING EHPL(XEE'S RULE IN IMPROVING THE
SERVICE'S UPERATIONS AND #QRALE AS HELL AS BENEFIT PROGRAHS,
5IGNIFICANT CHANGES ARE POSSIBLE IN THE EHFLÜY}{E}{T FROGRAHS EFFECTING
HANAGERS AND EXECUTIVES, THESE INCLUDE REVISED EVALUATION AND COśFEH-
SATION FRUERAHS: A5 WELL AS SPECIALIZED EEHEFITS TAILURED TO THE
#ANAGEMENT CADRE,
THIS ORGANIZATION COULD HAVE THE LEAD RULE IN DOING STAFF WORK AND
SUPPORTING THE EXECUTIVE GROUP WHICH WILL BE RESPONSIBLE FOR THE
|FOATEſ ENVIRUNHENTAL SCAH, HE WILL ALSO BE PRIME USER [F THE
INFORMATIt? GATHERED,
REDEPLOYMENT, C[]}}#8ELING; RECRUITHENT []t'ſ FLACEMENT, RTF ETC, SYSTEMS
§[]|}|_() NEED #AſſR []}}ERHAUL, IN DRI) ER [[] §ECOME SENSITIZED SYSTEH, fl
SERVICE WIDE FOCAL FOINT IS NEEDED Tſ. SPEARHEAD THE FRUCESS OF
EVOLUTIQA/REVOL}TION FORESHADOWED BY THIS INITIATIVE,
CENTRAL ROLE IN FLAWNING FOR AND GPERATING THIS ENHANCED COLLEGE RE-
CRUITHENT SYSTEH, ALSU, #AJOR CONSULTING RULE IN HELPING LINE HAHACE-
MENT IDENTIFY. ITS HEEDS AND OPTIONS, DEVELOP/ENHANCE COOP FROGRAMS,
A C[]}{PLETE REVITALIZATION OF THE COLLEEE RECRUITHENT FROGRAM IS BEING
#A0R
#AſſR
#AJOR
HAJUR
MAUDR
#AJUR
MAJOR
#Aft
#IHOR
HINUR
MINDR
URGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date – Hed Har 27 1985
IHPACT FOR EACH ACTIVITY
COLLEGE RELATIONS
ERR-13
RECRUITMENT PROCEOURES
IHS-04
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCESS
IMS-07
FORMALIZE PROCESSES FDR DEALING WITH HUMAN
RESOURCES IMPACTS
IMS-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IHS-12
HÚN-FAFER DOCUMENT STORACE AND RETRIEWHL
IHS-14
THX PROCESSING SYSTEM REDESIGN (TPSR)
SVC-07
IMPROVE THE EFFECTIVENESS OF TRS EXAMINATIONS
SVC-10
STRENGTHEN TRAINING FOR IRS EXAMINERS
SEE-ſ)?
INCREASE AWAREHESS OF AND CDHHITMENT TO STRATEGIC
PLA}{NINE PROCESS
ÉÉE-03
EXPAND CUNTRACTING OF DA/DF SERVICES
BEF-04
CALLET FUR BY THIS INITIATIVE, N,0, 5HÚljL) AššljME A HAJOR LEADERSHIP
RULE IN THIS ENDEAVOR, INCLUDING BUTH PLANNING FUR AND IHFLEMENTATION
{{F NEEDED CHANGES, DEVELOP/ENHANCE CUUF PROGRAMS,
NATIONAL OFFICE HAS THE LEAD RULE IN DEVELURING AND COURDINATING
POLICIES AND PRUCEDURES USED IN THE RECRUITHENT PROCESS, FOSSIBLE
AVENUES NAMED IN THE INITIATIVE INCLUDE SPECIAL EXAMINING UNITS; NEW
TEST5; SFECIAL PAY RATES, EARLY RECRUITMENT CBJP PROGRAMS, ETC,
Fi]TURE - POTENTIAL HAJJR IMPACT, []F PLANNING FRUCES5 AN) # 80 [F
SCANS AND ENVIRONMENT - E, G, ; USER-0}{NED AND DEVELOPEI) SYSTEMS, HITE-
SPREA) USE OF COMPUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FTLINE OF
RETURNS, FEHER SERVICE CENTERS AND BREAK-UP {{R HEADGUARTERS/DISTRICTE,
CENTRALIZATION OF TREASURY FRUCESSING SUCH AS PERSONAEL, CBT, ETC,
FARTICIPATE IN OCCUPATIONAL STUDIES AND PROVIDE SUFFURT TO HAHACERS
AND EMPLOYEES IN THE HUMAN RESOURCES IHF ICATIONS OF INFORMATIGN
SYSTEMS, ESPECIALLY IN THE AREAS ÜF RECRUITHENT, DISPLACEMENT,
RETEFL(\}{ENT, AND IN INCLUDING CONSIDERATION OF HUHAN IMPACTS OF
AUTOMATION IN EVALUATIOM CRITERIA,
E}{PHASIS UN USER RESPONSIBILITY FOR DEVELOPHENT OF SYSTEMS REQUIRES
RETRIJITING, ADVANCING; RETAINING; AND REHARDING AITUHATION SKILLS ANI)
KNOWLEDGE IN FIELſ) AND N, º, USER JRGANIZATIONS AS WELL AS IN THE
C[]}{PUTER SERVICES (RGANIZATION, FOSSIBLE REURGANIZATIONAL IMPLICA-
TIONS, HR COLLABORATE WITH USERS UN SYSTEM DEVELOPMENT TEAM,
STUDY CONVERSION OF PERSONNEL RECORDS TO NON-PAPER MEDIA, FROM THE
STANDPUINT OF LEGAL IMPLICATIONS AND ALSD HOW TO ACCESS THEM WHEN
NECESSARY, DETERMINE RECRUITHENT/REDEFLOYMENT IHFACT OF NDN-PAPER
DUCUMENTS UN EFFURTS LIKE ELECTRONIC FILING (FOR EXAMPLE: WILL SERVICE
CENTERS NEED MORE ON-LINE ERROR CORRECTORS AND FEHER TRANSCRIBER5?)
PARTICIPATE WITH PROJECT MEMBERS IN DETERHINING IHPACT OF TFSR (TSR)
UN EMPLOYEE RECREITHENT/REDEFLEXMENT, -
THIS INITIATIVE IN CUHEINATION WITH SVC-1 () (STRENGTHEN TRAINING FR
IRS EXAMINERS) AND THE AUTOMATED EXAMINATION SYSTEM (AES) SHOULD
TOTALLY CHANGE THE EXAMINATION JUBS IN THE SERVICE; HR SHÚllſ) BE
INTEGRAL TO THE REDEFINITION OF EXAH ACTIVITIES,
THIS INITIATIVE IN COMBINATION WITH SVC-07 (IMPROVE THE EFFECTIVENESS
OF IRS EXAMINATIONS) AND THE AUTOMATED EXAMINATION SYSTEM (AES) SHOULD
TQTALLY CHANCE THE EXAMINATION JOBS IN THE SERVICE, HR SHOULD RE
INTEGRAL TO THE REDEFINITION [F EXAM ACTIVITIES,
REVISE EXPECTATIONS TO INCLUDE COMMITTHEN'ſ TÜ STRATEGIC INITIATIVES,
SHIFT EMPHASIS FROM RECRUITMENT OF OF EHPLOYEES QUE TO CONTRACTING OUT
[F SUCH SERVICES;
PROVIDE METHODS TO EVALUATE REGIONS' USE OF RESOURCES, (
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REFORT
Report Date - Red Hår 27 1985
}{INDR
}{INDR
#IHOR
MINUR
MINUR
HINUR
MINUR
HINUR
HINUE
#INUR
HINſ|R
MINUR
IHFACT FUR EACH ACTIVITY
EXPAND FIEL) LATITU)& IN iſ:{{G RESUURCES
EEE-07
DECENTRA}_IZE TREND ANALYSIS
É'R-02
TREATHENT OF ALL EMPLOYEE5 – PHYSICAL FITNES5
ERR-)7
EHPLOYEE PROTECTION
ERR-08
OFFICE ENVIRONHENT
ERR-14
DECENTRALIZATION AND CONTRACTING OF TRAINING
ERR-15
C[]NTINUINE PROFESSIONAL EDUCATION FOR MANAGERS
IHS-Ö1
ESTAEi ISH (ATH HANAGEMENT ENVIRONMENT TO SUPPORT
HANAGEMENT INFORMATION SYSTEMS (HIS)
I#3–02
ESTABLISH AN INF||RHATION RESOURCES MANAGEMENT
FUNCTION
IHS-(3
[t_ARIFY RESEARCH ANY DEVELOPMENT (RGANIZATIGNAL
RESFO}{SIBILITIES
I}{S-05
SGFTWARE FREDUCTIVITY
I}{5–1()
ESTABLISH EXPECTATIONS ENVIRONMENT FOR AUTUHATION
|MS-ji
CLARIFY QUESTIONS ON BENEFITS AND RESTRICTIONS APPLICABLE TO EHFLOYEES
ACCEPTING ROTATIONAL ASSIGNMENTS INTO RESEARCH AND PLAHNIHG DIVISIOHS,
ESTABLISH PERSONNEL GUIDELIHES WITH RESPECT TO RITATIONAL ASSIGHHENTS,
§DMINISTER PHYSICAL FITNESS AS AN EMPLOYEE BENEFIT PROGRAH,
EHFLQYEES NEED TO HE INFORMED OF HEASURES THAT THE SERVICE UFFER5 ſ[]
FROTECT THEH, INCLUDING AT THE TIME OF THEIR INITIAL RECRUITMENT,
EHFLOYEE iſ]RALE SHÚl]|} EE PERIODICALLY MONITORED TO DETERHINE WHEN ANT
Hſ! FHY5ICAL ENVIRONMENTAL FACTORS AFFECT EMFLOYEE PRODUCTIVITY AND
EFFECTIVENESS,
DECENTRALIZATION OF ACTIVITIES FROM #, D, WILL RAISE A VARIETY JF
REDEPLOYMENT ISSUES FOR PRESENT INCJMBENTS, AS HELL AS FUSSIBLE
RECRUITMENT PROBLEMS FOR FILLINE NEW FIELD POSITIONS,
CFE AH) [THER TRAINING OFPORTÜNITIES (E, G, LGNG TERM TRAINING AND
ADVANCED DEGREE PROGRAHS) REPRESENT A BENEFIT PROGRAM WHICH GHſ!!}_0 EE
Fl/ELICIZED AND HANAGE), PERFURHANCE EXPECIATIONS ##[] EWALUATIONS MUST
REFLECT PARTICIPATION AND SUCCESS/FAILURE IN THESE TRAINING SITUATIONS
ALSU, SUITAELE SYSTEMS FOR FILLING TEMF VACANCIES MUST BE CREATED,
REQUIREHENT TO RECRUIT EMPLOYEES WITH KNOWLEDGE IN DATA MANAGEMENT .
DATA BASE {A}{AGEMENT 1 FG||RTH-GENERATION LANGUAGE5; Aſſiſ) HIS'S, EHFHASIS
BN USERS, ALSU; NEED TO ADO GR MUDIFY HANUAL (R AUTOMATED SYSTEH5 TD
PROVIDE DATA, ESPECIALLY RE50||RCE UTILIZATION INFORMATION FOR SERVICE
HIS'S,
EMPHASIS [M USER APPLICATIGN IDENTIFICATION AND DEVELOPHENT, HEED TO
RECRIT ADVANCE, AND RETAIN SHILLED WORKERS IN FIELD OFFICES AND
NATIONAL OFFICE FUNCTIGNS AS #ELL AS THE EVENTUAL "IRM" URGANIZATION,
ARRANCE TO RECRUIT (NUALIFIED PEOPLE TU 00 RESEARCH [F INFORMATION
PROCESSING TECHNOLOGY, [ETERMINE WHAT REWARDS, BENEFITS; ETC, CAH EE
ARRANGED TO RETAIN THESE PEOPLE WITH SUCH MARKETABLE SHILLS AND
KNOWLEDGE,
ANALYZE £FFECTS ON CAREER STABILITY OF CHANCING FROGRAMMERS FROM OUINE
T0 MJHIT GRING; CONTRACTING! {}VERSEEING, HND ACTING IN LIAISDN CAFACITY
AS WELL AS RECRUIT FUR AND ARRANGE FOR REWARDING ATP SKILLS IN USER
UFFICES AS HELL AS THE CENTRALIZED CHMPUTER ORGANIZATION,
ESTABLISH THAT INCREASING EFFICIENCY AND EFFECTIVENESS THROUGH
AU'ſſjääTION IS # CRITICAL ELEMENT FUR CERTAIN EXECUTIVES AND MERIT PAY
OFFICIALS, HND THAT SlſFPDRT STAFFS HAVE THE RESPúñSIBILITY Tſ)
FACILITATE, ENCOURAGE, AND FRGMUTE OFFICE AUTOMATION, WRITE CRITICAL
ELE iſſMTS, SAMPLE EXPECTATIONS, AND MEASUREMENT STAHDARDS,
DETERMINE WHETHER ANY ADDITIU#AL MILESTOHES SHÚljLD 8E MONITOREſ), IF
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REFORT Report Date - Red Har Z7 1985
IMPACT FOR EACH ACTIVITY
ESTABLISH A TRACKING FROCESS FOR SYSTEMS PLANNING SO, AFRANCE TO CHANCE THE PROJECT TRACKING FORH, PERIODICALLY CHECK IN (
AN) BUDEETING WITH THE SYSTEMS PLANNING AND BUDGETING ORGANIZATION ON HUMAN
RESOURCES IMPLICATIONS OF PLANNED AND Flºſt|RE PROJECTS,
#INOR IMS-13 ARRANGE TO RECRUIT/REWARD/RETAIN PEOPLE WITH APPROPRIATE TECHNICAL
TELECOMMUNICATIONS SKILLS TO CUCRDINATE/DESIGN/INSTALL/IMPLEMENT TELECOMMUNICATIONS
EFFORTS,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Wed Mar 27 1985
ACTIVITY; 1E - DEVELOP AND COURDINATE POLICIES AND PROCEDURES
I}{PACT
Häuſſ R
MAJOR
#Audiº
MAJOR
MAJOR
MAJOR
MAJOR
HAJOR
MAJIR
IHPACT FOR EACH ACTIVITY
PERSONNEL DIVISION
EMPHASIS; DRG
GOVERNING THE CLASSIFICATION OF POSITIONS: THE
DESIGN OF ORGANIZATIONS AND HDRK SYSTEMS, THE
ASSIGNMENT OF WORK TO FOSITIONS: AND THE EFFECTIVE
UTILIZATION OF RE5DURCES,
INITIATIVE
BEE-Öğ
INCREASE THE USE OF ON-LINE REVIEWS
ERR-03
TREATMENT OF ALL EMPLOYEES – CHILD CARE
ERR-10
ANTICIPATION OF FUTURE CHANCES IN WORK -
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGES)
IHS-Ö4
ESTABLISH AN INFORHATION SYSTEMS PLANNING FROCESS
IMS-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IMS-12
NDN-PAPER DOCUMENT STURAGE AND RETRIEWAL
IMS-14
TAX PROCESSING SYSTEH REDESIGN (TFSR)
SVC-07
IHFROVE THE EFFECTIVEHESS OF IRS EXAMINATIONS
SVC-10
STRENGTHEN TRAINING FOR IRS EXAHINERS
NATURE OF IMPACT
DEVELOF FOLICIES REGARDING THE MANAGEMENT FRACTICE FUR [N-LINE REVIEW
{}}F WORK, WILL REQUIRE REDESIGNING #0RK SYSTEH5,
ASSUMING THAT THE CHILD CARE IS PROVIDED BY DUTSIDE CONTRACTORS, THERE
SHOULD BE LIHITED IMPACT ON IRS JOBS, HI}}{EUER, FRCH AN ALTERNATIVE
PERSPECTIVE, SIGNIFICAN, JDE REDESIGN ACTIONS ARE POSSIBLE TO FACILI–
TATE WORKING PARENTS RULES (JCE SHARING! FART-TIHE POSITICH5, ETC, ),
J08 DESIGN AND REDESIGN EFFURTS (INCLUDING BRIDGE POSITIONS) NEED TO
8E MUCH MCRE PROACTIVE, TAKING INTO ACCOUNT THE POTENTIAL FOR TECHNO-
LOGICAL DISPLACEMENT AND PLANNING HÚW TO USE IT AS A POSITIVE FORCE
RATHER THAN FROELEH,
F||TURE - POTENTIAL MAJOR IMPACT 1 OF PLANNING FRUCESS AND ALSD 0F
SCAHS AND ENVIRONMENT - E, G, USER-0}{NED AND EVELUFEO SYSTEMS, HIDE-
SPREAD tº E []F COMPUTERS BY EMPLOYEEG, EFFECTS OF ELECTRONIC FILING OF
RETURNS, FE}{ER SERVICE CENTERS AND BREAK-ljF [R HEADGUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY FROCESSING SUCH AS PERSONNEL, CET, ETC,
NEED TO CLASSIFY P05ITIONS ASSIGNED ADDITIONAL CUNSULTING ASSISTANCE,
IN ADDITION, NEED TO CLASSIFY FILL-TIME OR COLLATERAL OUTIES OF
PEOPLE IN FIELD AND N, [], USER [RGANIZATIONS Ol'É TD EHFHASIS UN USER
£UNTROL AND DEVELOPMENT, PUSSIBLE REURGANIZATIONAL IHFLICATIONS,
HR CULLABORATE WITH USERS ÜN SYSTEM DEVELOPHENT TEAH,
STUDY CONVERSION OF PERSONNEL RECORDS TO NON-PAPER MEDIA, FROM THE
STANDF0INT OF LEGAL IHPLICATIONS AND ALSU HÚW TO ACCESS THEH WHEN
NECESSARY, ASSESS IMPACT ĐN POSITION }ESCRIPTIONS OF NEW HAY5 T0
STORE AND RETRIEVE DATA, -
PARTICIPATE WITH PROJECT ME}{BERS IN DETERHINING IMPACT OF TRSR (TSR)
ÜN NEHAREVISED POSITIONS AND WORK SYSTEMS DESIGNS,
THIS INITIATIVE IN COMEINATION WITH SVC-1 () (STRENGTHEN TRAINING FOR
IRS EXAHINERS) AND THE AUTOMATED EXAMINATIGH SYSTEM (#E9) SHOULD
T[]{ALLY CHANGE THE EXAMINATION JDES IN THE SERVICE, HR SHÚjLſ) BE
INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITIES,
£00RDINATE THE ASSIGNMENT OF HANAGERS AS PARTS OF THE REVENUE AGENT
AND THX AUDITOR INSTRUCTOR TEAHS, THIS INITIATIVE IN COMEINATION WITH
SVC-07 (IHPROVE THE EFFECTIVENESS OF IRS EXAHINATIONS) AND THE AUTO-
#ATED EXA#INATION SYSTEH (AEG) SHOULD TOTALLY CHANCE EXAM JOBS IN THE
SERVICE, HR SHOULD BE INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITIES
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REFORT
Report Date – Hed Mar 27 1985
MINDR
MINUR
MINUR
MINUR
MINOR
MINUR
MINUR
MINUR
MINOR
MINDR
MINUR
MINUR
MINUR
D MINUR
IMPACT FUR EACH ACTIVITY
EEE-02
INCREASE AWARENESS OF AND COMMITMENT TO STRATEGIC
PLANNING FROCESS
EEE-03
EXPAND CUNTRACTING OF UAADP SERVICES
BEE-04
EXPAND FIELD LATITUT): IN USING RESOURCES
BEE-08
IMPROVE TREND REPORTING
EEE-0%
DEVELOP COMPUTER-SUPPORTED TREND EVALUATION
EEE-10
MUNITOR PUBLIC UPINION
ERR-01
TREATMENT OF ALL EMPLOYEES - CDUNSELING
ERR-02
TREATHENT OF ALL EMPLOYEES - PHYSICAL FITNESS
ERR-05
TREATMENT OF ALL EMPLOYEES - EMPLOYEE PRIDE,
INVULVEMENT AND PRODUCTIVITY
ERR-08
TREATMENT OF MANAGERS AND EXECUTIVES
ERK-08
OFFICE ENVIRONMENT
ERR-(?
ANTICIPATION OF FUTURE CHANCES IN WORK - WORKFORCE
TRENDS AND LEGISLATION
ERR-11
RECRUITMENT PLANNING
ERR-12
REVISE PD'S TO INCLUDE RESPONSIBILITY FOR STRATEGIC MANAGEMENT OF
RESCURCES,
DEVELOP PROCEDURES AND POLICIES FOR REASSIGNMENT OF EMPLOYEES AND WORK
AFFECTED BY THE CONTRACTING GF GA AND OF, ASSESS THE AUTHORITY FOR
CONTRACTING BY THE DISTRICTS,
DEVELOF AND COURDINATE THE PD OF THE RESPONSIBLE EMPLOYEES TO IMPLEMEN
THIS INITIATIVE, ASSESS THE PD OF THE CONTRACTING OFFICERS TO PROVIDE
AljīHORITY FOR IMPLEMENTATION,
DEWELDP GUIDELINES FOR A TREND ANALYSIS COURDINATUR WITHIN PLANNING
DIVISION,
REVISE PD TD INCLUDE A PUSITION FOR ANALYZING TREND OATA,
DEVELOP PD FOR EMPLOYEES ASSICNED TO REVIEWING INCOMING MAIL FOR TREN)
ANALYSIS,
DRAFT COLLATERAL DUTY STATEMENTS FOR POSITIONS IN PERSONNEL AND FOR
MANAGER5, REGARDING THEIR COUNSELING RESPONSIBILITIES,
DEVELOF JOE tº SCRIPTION ADDENDA FOR THOSE STAFFING THE FACILITY OR
THUSE MONITORING CONTRACTUR PERFſ!RMANCE, ADVISE UN ORGANIZATIONAL
LOCATION OF PROGRAM MONITORING,
NEW ORGANIZATIONS/STRUCTURES COULD RE DESIGNED (LIKE QUALITY CIRCLES)
T0 FOSTER EMPLOYEE INPUT AND INVOLVEMENT, PD'S WOULD NEED TO BE
WRITTEN ALSU, -
MINDR REVISIONS TO HANAGEMENT POSITION DESCRIPTIONS HAY BE NEEDEI),
NEW JUE DESIGNS AND/OR JUE DESCRIPTIONS MIGHT BE NEEDED TO REFLECT A
HIGHER DEGREE OF DFFICE SKILLS FDR FACILITIES MANAGEMENT FERSONNEL,
CERTAIN FIELD JOES SHOULD BE REDESIGNED TO GIVE THEM RESPONSIBILITY
FDR DETECTING AND REFURTING UN ENVIRONHENTAL SCAN TYPE DATA T0 THE
N,0, 0RGANIZATION MUNITORING THE SCAN, AL50, N,0, INPUT SHOULD BE
PROVIDED, HEADQUARTERS JDR5 CONCERNED WITH ACTUALLY PRODUCING THE
SCANS WILL ALSU NEED TO BE CLASSIFIED, HR WILL USE THE INFORMATION,
COLLATERAL DUTY STATEMENTS OR SPECIALIZED RECRUITER POSITIONS MAY NEED
TO BE DESIGNEI),
RECRUITER RESPONSIBILITIES NEED TO BE IDENTIFIED AND EXPLAINEſ) IN THE
#INDF:
MINUR
MINUR
HINUR
MINUR
MINUR
#INUR
MINUR
HINUR
HINDR
#INUR
HINOR
URGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
IMPACT FUR EACH ACTIVITY
[[LLEGE RELATIONS
ERR-13
RECRUITHENT FROCEDURES
ERR-14
ĐECENTRALIZATION AND CUNTRACTING OF TRAINING
ERR-15
£UNTINUING FROFESSIONAL EDUCATION FER §§§ACERS
IHS-01
ESTABLISH DAIA #NAGEMENT ENVIRONHENT TO SUPPORT
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ESTABLISH AN INFURHATION RESOURCES #ANAGEMENT
Flj}{CTION
I}{S-03
CLARIFY RESEARCH AND OEVELOPMENT ORGANIZATIONAL
RESPONSIBILITIES
IH3–05
SOFTWARE PRODUCTIVITY
IHS-08
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PROCUREMENT
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ASSIGNMENT REVIEWS,
Report Date – Hed Mar 27 1985
OF
NEH FOSITIONS IN FIELD PERSONNEL OFFICES MAY NEED TO BE DESIGNED TO
IHFLEMENT THIS INITIATIVE, E, G, , PARAPROFESSIONALS IN THE SPECIAL
EXAMINING UNIT, STAFFING SPECIALISTS 00ING SPECIAL RESEARCH TO JUSTIFY
SPECIAL PAY RATES, ETC,
J[]& CLASSIFICATIONS WILL NEED TO BE REWIEHED FOR EXISTING TRAINING
POSITIONS AND NEW UNES CREATED, AS SIGNIFICNAT NEW TRAINING
RESPONSIBILITIES ARE DELEGATED TO THE FIELD,
IF LONG TERH TRAINING OFFORTUNITIES BECOME HORE FREWALEHT, EFFECTIVE
{{ILIZATION OF HANAGERIAL RESOURCES WILL BE AFFECTED, APPRDFRIATE
ÜßGA}{IZATIONAL DESIGNS HUST BE IN FLACE TO PROVIDE SUITABLE EACKUPS
HHEN #ANAGERS ARE AWAY,
#EED TO CLASSIFY POSITIONS IN THE NEW ORGANIZATION, PLUS ANALYZE
POTENTIAL FUR COLLATERAL OUTIES IN USER ORGANIZATION PO'S, ALSU,
NEED TO AQI) [R HDDIFY MANUAL R AUTOHATED 575TE}{5 TD FROVIDE DATA;
ESFECIALLY RESOURCE UTLIZATION INFORMATION FOR SERVICE HIS'S,
E}{PHASIS ON USER APPLICATION IDENTIFICATION AND DEVELOPMENT, NEED TO
CLASSIFY POSITIONS IN THE EVENTUAL *IRM" URGANIZATION, PLUS EITHER
FijLL-TIME OUTIES OR COLLATERAL DUTIES IN OTHER NATIONAL OFFICE GROUPS
AND FIELſ) [RGANIZATIONS, WILL INVOLVE ORGANIZATIONAL DESIGN,
§ED TO CLASSIFY POSITIONS IN THE ORGAHIZATION RESFONSIBLE FOR DOINC
RESEARCH (H INFORMATION PROCESSING TECHNOLOGY,
DEVELOP POSITION DESCRIPTIONS FOR PEOPLE WHO HILL MONITOR, CONTRACT,
OVERSEE, AND ACT IN A LIAISON CAPACITY WITH CONTRACTORS, ARRANCE FOR
FULL-TIME OR COLLATERAL DUTY DESCRIPTIONS FOR FIELſ) #ND NATIONAL
OFFICE USERS WHO WILL DO DEVELOPMENT HORK, WILL DEMONSTRATE HR'S
AEILILTY TO BE FRUACTIVE,
CLASSIFY POSITIONS ASSIGNED TO THE CENTRALIZED FUNCTION FOR
§[QUISITION OF | ARCE–SCALE FRUCESSORS,
PARTICIPATE IN 0CCUPATIONAL STUDIES AND PROVIDE SUPPORT TO HAHAGERS
ńND EHFLOYEES IN THE HUMAN RESOURCES IMPLICATIONS OF INFORMATION
SYSTEMS, INCLUDING IN THE DEFINITION OF OUTIES AND COLLATERAL DUTIES
IN POSITION DESCRIPTIONS,
ASSESS CLASSIFICATION IMPACT OF INCREASED DELEGATION AUTHORITY ON
PROCUREHENT AND ADP PUSITIONS,
ASSESS EFFECT ON POSITION DESCRIPTIONS AND REWARD SYSTEM [F NECE$$ITY
FUR INCLUDING AUTOMATION INITIATIVES IN HANACERS' /EXECUTIVES'
EXFECTATIONS, AND IN THUSE OF SUFFURT STAFFS,
DETERHINE WHETHER ANY ADDITIONAL MILESTONES SHOULD BE MUNITUREI),
IF
URGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Red Hår 27 1985
MINUR
MINUR
IMPACT FUR EACH ACTIVITY
ESTABLISH A TRACKING FRUCESS FOR SYSTEMS PLANNING 50, ARRANGE TU CHANGE THE PROJECT TRACKING FORM, PERIODICALLY CHECK IN
AND BUDGETING WITH THE SYSTEMS PLANNING AND Blj). ETING URGANIZATION UN HUMAN
RESOURCES IMPLICATIONS OF FLANNED AND FUTURE PROJECTS,
IHS-13 ASSESS CLASSIFICATION IMPACT UN VARIETY OF POSITIONS OF USE OF
TELECOMMUNICATIONS TELECOMMUNICATIONS, AND ALSU UN THOSE TECHNICAL PERSONHEL RESPONSIBLE
FOR CD0RDINATIUN/DESIGNAINSTALLATION/IMPLEMENTATION OF THAT
TECHNOLOGY, ASSESS NECESSITY FOR REDESIGNING HDRK SYSTEM3,
SVC-05 ESTABLISH PROPOSAL OF RESPONSIBILITIES FOR TREND IDENTIFICATION AND
ESTABLISH COMPLIANCE COURDINATING COMMITTEES EMPLOYEE INVOLVEMENT AT NATIONAL REGIONAL AND DISTRICT OFFICE LEVEL,
{}RGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Red Mar 27 1985
IMPACT FOR EACH ACTIVITY
D PERSONNEL DIVISION
ACTIVITY: 1. - DEVELOP AND COURDINATE FOLICIES AND PROCEDURES EMPHASIS; IND
THROUGH WHICH THE SERVICE ESTABLISHES ITS INTERNAL
LAEUR RELATIONS CLIMATE, INCLUDING EMFLOYEE
CONDUCT AND DISCIPLINARY PDLICIES,
IHFACT INITIATIVE
MAJOR ERR-04
TREATMENT OF ALL EMPLüYEES - RULES OF CONDUCT
#AJIR IMS-04
ESTABLISH AH INFORMATIOH SYSTEHS PLA}{NING FROCES5
MINUR ERR-03
TREATMENT OF ALL EHFLOYEES - CHILD CARE
HINQR ERR-09
- ANTICIPATION OF FúTURE CHANGES IN WORK - WORKFORCE
D TRENDS AND LEGISLATION
#INUR
I#5-11
ESTABLISH A TRACKING PROCESS FOR SYSTEMS PLANNING
AND BUDGETINE
NATURE OF IMPACT
IHFLEMENT REVISED RULES OF CONDUCT SPEARHEADING REEDUCTION OF
EMPLOYEES AND HANAGER'S IN ORDER TO CHANCE CULTURE OF THE ORGANIZA-
TION,
FUTURE - PUTENTIAL MAJOR IMPACT; OF PLANNING FROCESS AND ALSO OF
SCAHS AND ENVIRONMENT - E, G, J USER-0}{#ED AND DEVELOPEO SYSTEMS, WIDE-
SPREAD USE OF CUHFUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, FEHER SERVICE CENTERS AND BREAK-UP OR HEADQUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY PROCESSING SUCH AS PERSONNEL; CET, ETC,
£DNDUCT RULES AND EMPLOYEE EXPECTATIONS COULD NEED ADJUSTMENT IF
EMPLOYEE CHILDREN ARE PROXIMATE TO PARENTS DURING WORKING HOURS IN A
CHILD CARE SETTING,
N, O, INPUT SHOULD BE PROVIDED TO THE SCAN ERUUF, HF WILL USE THE
INFORMATION CATHERED,
DETERMINE WHETHER ANY ADDITIONAL HILESTONE'S SHOULD EE MſHITOFED, IF
S[]; ARRANCE TO CHANGE THE PROJECT TRACKING FURH PERIODICALLY CHECK IN
WITH THE SYSTEMS PLANNING AND BUDGETING (RGANIZATION 0}. HJMAN
RESTURCES IMPLICATIONS OF PLANNED AND FUTURE PROJECTS,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date – Hed Mar 27 1985
ACTIVITY: 1D – COORDINATE THE BILATERAL PROCESS THROUGH WHICH IRS
IHFACT
#A0R
MAJOR
#Aujūk
HAJſº
MAJOR
#Auſt]R
#AJOR
HINTF
#IHGF;
MI}{ſ}R
MINDF:
IMPACT FOR EACH ACTIVITY
PERSONNEL DIVISION
EMPHASIS; ORG
HANAGEMENT AND THE NTEU COMMUNICATE, NEGUTIATE,
AND RE50LVE DISFUTES,
INITIATIVE
ERR-10
ANTICIPATION OF FUTURE CHANGES IN WORK –
TECHNOLOGICAL DISPLACEHENT (AND OTHER CHANGES)
IMS-02
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
IMS-04
ESTABLISH AN INFORMATION SYSTEMS PLANWING PROCES5
IHS-05
SOFTWARE PRODUCTIVITY
I#S-07
FORHALIZE PROCESSES FOR DEALING WITH HUMAN
RESOURCES IMFACTS
IHS-08
USER GUIDANCE FOR SYSTEHS DEVELOPMENT
IHS-14
TAY PROCESSING SYSTEM REDESIGN (TFSR)
EEE-ſº
IHCFEASE ###EE}{E35
F}_##HING FROCESS
OF AND Cſºft ITHENT TO STRATEGIC
ERR-ſif
TREATMENT OF ALL EMPLOYEES – COUNSELING
ERR-02
TREATHENT OF ALL EMPLOYEES - PHYSICAL FITNESS
ERR-03
TREATHENT OF ALL EMPLOYEES – CHILD CARE
NATURE OF IHFACT
SIGNIFICANT UNION INTEREST ââû INVOLVEHENT CAN BE ANTICIFATED IN
HANAGEMENT INITIATED CHANGES WHICH IMPACT ON EMPLOYEES' JDE SECURITY,
TRAINING OFFORTUNITIES, AND RELATED HATTERS,
FOSSIBLE RESTRUCT]]RING OF []RGANIZATIONS IN AT LEAST COMPUTER SERVICES;
SUPPORT AND SERVICES, AND HUMAN RESOURCES, EMPHASIS UN FIELD
IDENTIFICATION AND DEVELOPHEHT OF APPLICATIONS #AY MODIFY FIELD
URGANIZATIONS AS HELL,
FUTURE - PUTENTIAL MAJOR IMPACT, []F FLANNING FRUCESS AND ALSU QF
SCANS AND ENVIRONMENT - E, G, USER-0WNED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COMPUTERS EY EHFLTYEES; EFFECTS [F ELECTRONIC FILING UF
RETURNS, FEWER SERVICE CENTERS AND BREAK-UP OR HEADGUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY PROCESSING SUCH AS PERSONNEL, CBT, ETC,
C[]}}{UNICATE/NECUTIATE REGARDING THOSE PROGRAMMERS WHO WILL NUH MUNITQR
C[]NTRACTORS AND CONCERNING THE IMPACT OF INCREASING EHPHASIS UN USER
DEVELOLFED APPLICATIONS,
C[]}{HUNICATE/NECUTIATE HITH NTEU CHANGES IN OUTIES, HETHODS OF
0PERATION RESULTING FROM USACE OF INFORMATION SYSTEMS, INCLUDING ANY
DISFLACEHENT OR REDEFLOYMENT OF WORKERS,
POSSIBLE REURGANIZATIONAL THFLICATIONS: DijF TU CUNSDLIDATION OF
CURRENT OF EXPANSION OF NEW SUPPORT ORGANIZATIONS, HUHEVER, OUE TO
PDSSIBLE ORGANIZATION CHANCES CAUSED BY OTHER INITAITIVES: THIS GROUP
WILL NUT HAKE SPECIFIC ORGANIZATION RECOMMENDATIONS, SHOULD CONSIDER
EFFECTS OF USER RESPONSIBILITY FOR ADF/OA INITIATIVES, IN ANY CASE,
F#RTICIPATE WITH FRſ, ECT #EHEERS IN DETERMINING IMFACT GF TFSF (TSR)
ON CHANCES IN DETIES/RELEFLOYMENT ISSUES AND IN REDESIGNINſ. WDRK
SYSTEMS,
WJFK WITH NTEU TO KEEP THEM IHFüßEſ AS TO EFFORTS #ATE TO KEEF THE
STRATEGIC Flåå CHRRENT,
NECT]]|IATE ANY NECESSARY FRUCEDIRES FOR IMPLEHENTINE COUNSELING
PROGRAMS,
CUDROINATE/NECUTIATE HITH NTEU EFFECT ON BARCAINING UNIT EHFLOYEE5,
NEGUTIATIONS WITH THE UNION. ON THE IMPACT ON BARCAINING UNIT EMPLOY-
EES,
MINUR
MINOR
MINUR
MINUR
MINUR
MINDR
MINUR
MINUR
MINUR
URGANIZATIONAL EFFECTIVEHESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Hed Mar 27 1985
IMPACT FOR EACH ACTIVITY
ERR-04
TREATHENT OF ALL EMPLOYEES - RULES OF CONDUCT
ERR-05
TREATHENT OF ALL EMPLOYEES - EMPLOYEE PRIDEs
INVOLVEMENT AND PRODUCTIVITY
ERR-07
EMPLOYEE PROTECTION
ERR-08
OFFICE ENVIRONMENT
ERR-14
DECENTRALIZATION AND CONTRACTING OF TRAINING
IMS-01
ESTABLISH DATA MANAGEMENT ENVIRONMENT TO SUPPORT
HANAGEMENT INFORMATION SYSTEMS (HIS)
IHS-11
ESTABLISH A TRACKING FROCESS FDR SYSTEMS PLANNING
AND BUDGETING
IMS-12
NON-PAPER DOCUHENT STURAGE AND RETRIEVAL
IHS-13
TELECOMMUNICATIONS
NEGUTIATE WITH NTEU, AS NECESSARY | []VER IMPACT ON BARGAINING UNIT
EMPLOYEES,
NEGUTIATION AND CONSULTATION WITH NTEU WOULD BE REQUIRED FOR OUALITY
CIRCLES AND OTHER MANAGEMENT DIRECTED ACTIVITIES WHERE EMPLOYEES
PROVIDE THEIR INPUT TO THE MANAGEMENT PROCESS,
EMPLOYEE PROTECTION IS A TOPIC OF MAJOR INTEREST ON THE PART OF THE
UNI[N, 5||É5TANTIAL NEEDTIATIONS MAY BE REQUIRED TO ASSURE THAT THE
UNION'S INTERESTS AND CUNCERNS ARE FULLY DEALT WITH,
UNITA DESIGNS AND/OR DESCRIPTION3 HIGHT BE NEEDED TO REFLECT A HIGHER
DEGREE OF DFFICE DESIGN SKILLS FDR FACILITIES MANAGEMENT FERSONNEL,
IMPACT ON BARGAINING UNIT FOSITIONS WILL HAVE TO BE DETERMINED AND
INFORMATION SHARED AND/OR NEEDTIATED WITH THE UNION, AS AFFRDPRIATE,
CUDRDINATE/NEGOTIATE POTENTIAL MODIFICATION OF BARGAINING UNIT/NON-
BARGAINING UNIT STATUS OF PERSONS INVOLVED IN THE ORGANIZATIONAL
CHANGE
DETERMINE WHETHER ANY ADDITIONAL HILESTONE'S SHOULD BE MUNITURED, IF
50, ARRANGE TO CHANGE THE PROJECT TRACKING FORM, FERI[]DICALLY CHECK IN (
WITH THE SYSTEMS PLANNING AND RUDEETING (RGANIZATION ON HUMAN
RESOURCES IMPLICATIONS OF FLANNED AND FUTURE PROJECTS,
CUDRDINATE/NEGOTIATE THE CHANGE IN WAYS OF ODING WORK/REDEPLOYMENT
CAUSED BY THE CHANGE TO NON-PAPER DOCUMENT STORACE AND RETRIEWAL:
(FOR EXAMPLE, ELECTRONIC FILING'S IHPACT ON THE PAPER FIFE-LINE
PROCESSING IN THE SERVICE CENTERS),
CUUROINATE/NEGITIATE REGARDING CHANGES TO DUTIES REQUIRED BY USAGE OF
TELECOMMUNICATIONS,
GRGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Wed Mar 27 1985
ACTIVITY; 1E – EVALUATE THE QUALITY OF PROGRAM ALCOMPLISHMENT
#CHIEVED BY FIELD OFFICES IN THESE PERSONNEL
IHFACT
MINDR
MINUR
MINUR
MINUR
HINQR
MINUR
MINDR
MINUR
MINUR
MINUR
MINUR
MINUR
IHPACT FOR EACH ACTIVITY
PERSONNEL DIVISION
PROGRAM AREAS,
INITIATIVE
ERR-01
TREATMENT OF ALL EMFi []YEES - CDUNSELING
ERR-02
TREATHENT OF ALL EMPLOYEES – PHYSICAL FITNESS
ERR-03
TREATHENT OF ALL EMPLOYEES - CHILD CARE
ERR-04
TREATMENT OF ALL EMPLOYEES - RULES OF CONDUCT
ERR-05
TREATHENT OF ALL EMPLOYEES - EMPLOYEE PRIDE,
INVOLVEMENT AND PRODUCTIVITY
ERR-05
TREATHENT OF MANAGERS AND EXECUTIVES
ERR-07
EMPLOYEE PROTECTION
ERR-1)
ANTICIPATION OF FUTURE CHANGES IN WORK -
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANCES)
ERR-11
RECRUITMENT PLANNING
ERR-12
CULLEGE RELATIONS
ERR-13
RECRUITHENT PROCEDURES
ERR-14
DECENTRALIZATION AND CONTRACTING OF TRAINING
E}{PHASIS; ORG
NATURE OF IMPACT
EVALUATE FIELD IMPLEMENTATION OF COUNSELING PROGRAM5,
NDRF. ÉVALUATION IN EMPLOYEE PROGRAHS AREA OF FITNESS FRUCRAHS
DEVELOPED AND/OR IMPLEMENTED BY REGIONAL OFFICES,
EVALUATE FIELD OFFICE SUCCESS IN IMPLEHENTING THIS "PERK",
EVALUATE FIELD HANAGEMENT OF POLICY CHANGES,
EVALUATION OF FIELD PROGRAHS AND POLICIES HQULD BE A N,0, RESPONSI-
BILITY,
FIEDL UFFICE PRIDERAHS AFFECTING MANACERS WILL BE REWIEHED AND
EVALUATED MURE INTENSELY,
EVALUATION OF FIELD PROGRAHS AND INITIATIVES ON EMPLOYEE PROTECTION
PULICIES WILL BE NECESSARY,
EVALUATION OF FIELD IMPLEMENTATION UF N,0, DEFINED INITIATIVES WILL
EE NEEDEI),
FIELD RECRUITMENT ACTIVITIES WILL BE SUBJECT TO A MAJOR SHIFT IN
FOCUS, WITH A CONCOMHITANT NEED FOR N, D, EVALUATION AND MONITORING IN
THE INITIAL PHASES OF IMPLEMENTATION,
N,0, WILL NEED TO ASSESS THE QUALITY OF FIELD ACTIONS IMPLEHENTING AN
ENHANCED COLLEGE RELATIONS PROGRA}},
N,0, WILL BE RESFONSIBLE FOR EVALUATING FIELD OFFICE IMPLEMENTATION OF
}{E}| RECRUITMENT PROCEDURES,
N, [], WILL BE MONITORING AND EVALUATING FIELD ACTIONS IN SETTING UP
EXPANDED FIELD COURSE DEVELOPMENT PROGRAMS,
MINUR
MINUR
HINUR
HIHUR
HINUR
#INUR
#INUR
HINUR
#INDR
HINUR
MINUR
MINUR
URGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Wed Hår 27 1985
IHPACT FOR EACH ACTIVITY
ERR-15
CONTINUING FRGFESSIONAL EDUCATION FUR #ANAGERS
Iłł3–01
ESTAE, ISH DATA HANAGEHENT ENVIRONMENT TO SUPPORT
#ANAGEMENT INFURHåTION SYSTEMS (HIS)
I#S-02
ESTABLISH AN INFORMATION RESOURCES ##NACEHENT
FUNCTION
I#5-04
ESTABLISH #}| ſº FDRHATION SYSTEHS FLANNING PROCESS
I}{3–05
SOFTWARE PRODUCTIVITY
IHS-07
FURHALIZE PROCESSES FUR DEALING WITH HÚHAN
RESOURCES IHFACTS
IHS-Ö8
USER CUID#}{CE FOR SYSTEMS OFHELOPMENT
IHS-10
ESTABLISH EXPEDTATIONS ENVIRONMENT FUR Ali [[]}}...TION
IMS-11 -
ESTABLISH A TRACKING PROCESS FOR SYSTEMS PLANNING
AND BUD/SETING
IHS-12
NDN-PAPER DOCUMENT STORACE AND RETRIEWAL
IMS-13
TELECOMMUNICATIONS
IHS-14
TAY FROCESSING SYSTEH REDESIGN (TFSR)
N, G, WILL NEED TO EVALUATE FIELD ACTION5 IHFLEMENTING BROADER TRAIHING
AND CPE OFPURTUNITIES FOR MANAGER5,
#0NITOR #DDIFICATIONS TO CULLATERAL OUTIES IN USER FO'S,
#EED TO HÚNITOR FIELD ACTIONS REQUIRE) 8) PUTENTIAL REURGANIZATION
Fljſ!!RE – Fū’īENTIAL MAJOR IMPACT * 0F FLANNING FRUCESS AND ALSO OF
SCAHS AND ENVIRONMENT - E, G, ; USER-ſ}}|NED AND DEVELOPED SYSTEMS, HIDE-
SPREAD USE OF COMPUTERS BY EMPL(XEES, EFFECTS OF ELECTRONIC FILING OF
RETUR}{S, FEHER SERVICE CENTERS AND BREAK-UP UR HEADQUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY FRUCESSING SUCH AS PERSONNEL; CET | ETC,
#DNITUR }{}RK REQUIRED BY FIELſ) [IFFICES REGARDING CHANCE OF SG#E
PROGRAHHERS TO CONTRACT MUNITERS AND ON THE INCREASING EHFHASIS [H
USER DEVELOPMENT OF ADF AND DA APPLICATIONS,
}{0}{ITOR FIELD OFFICE PROGRAH ACCUMPLISHMENTS,
HONITOR Flelſ) 5 JPPORT,
#BNITOR FIELD OFFICE ACCOMPLISHMENT IN ESTABLISHINE EXPECTATIONS FOR
AUTOMATION,
DETERHINE WHETHER #WY ADDITIONAL MILESTOHES SHOULD BE #[NITUREI), IF
30, ARRAMCE TO CHANGE THF Fſ ECT TRACKING FURM, PERIUDICALLY CHECK IN
WITH THE SYSTEMS PLANNING ANſ, Bij}EETING URGANIZATION }. Hij}#}
RESBURCES IMFLICATIONS Üſ FLAf.NET AND FUTURE PROJECTS,
CODROIRATE/HONITOR FIELD Err (RT IN RECRUITING/REDEPLDYING, POSITION
#ANAGEMENT: AND LARGI, RELATIONH IMPACTS OF WIN-FAFER STURAGE ANſ)
RETRIEWAL,
£008{}]}{ATE/#[]NITOR FIELD EFFURTS,
CößDINATE RESEARCH WITH FIELD,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Red Mar 27 1985
ACTIVITY; 2A - EMPLOYEE DEVELOPMENT - DEVELOP POLICIES AND
IHFACT
MAJOR
#Auſf.
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOE
MINDR
MINUR
IMPACT FOR EACH ACTIVITY
TRAINING AND DEVELOPHENT DIVISION
EMPHASIS; IND
PROCEDURES TO DETERMINE WHAT KINDS OF TRAINING AND
OTHER OPFORTUNITIES WILL BE AVAILABLE OR REQUIREſ)
FDR EHFLOYEES IN THEIR CARRER DEVELOPMENT,
INCLUDING MANAGER/EXECUTIVE DEVELOPMENT,
INITIATIVE
ERR-08
TREATMENT OF HANAGERS AND EXECUTIVES
ERR-10
ANTICIPATION OF FUTURE CHANCES IN WORK –
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGES)
ERR-15
CUNTINUING PROFESSIONAL EDUCATION FOR MANAGERS
IMS-04
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCESS
IMS-07
FORMALIZE PRGCESSES FDR DEALING WITH HUMAN
RESOURCES IMPACTS
IMS-14
THX PROCESSING SYSTEM REDESIGN (TPSR)
SVC-07
IMPROVE THE EFFECTIVENESS OF IRS EXAMINATIONS
SVC-1()
STRENGTHEN TRAINING FOR IRS EXAMINERS
EEE-02
INCREASE AWARENESS OF AND COMMITHENT TO STRATEGIC
PLANNING FROCESS
ERR-0%
NATURE OF IHFACT
EHFlſ.YEE DEVELOPMENT AND CAREER COUNSELLING PRACTICES FOR MANAGERS
COULD BE CHANGED BY THIS INITIATIVE, A SIGNIFICANT OPFORTUNITY HOULD
EXIST FOR HR TO PROVIDE EXPANDED SERVICES IN THIS AREA,
SIGNIFICANT INDIVIDUALITED COURSELING EFFORTS, INCLUDING SKILLS
A55ESSMENT AND RETRAINING, ARE REQUIRED IN ORDER TO MINIMIZE ADVERSE
EFFECTS RESULTING FROM TECHNOLOGICAL AND OTHER DISPLACEMENTS,
A SIGNIFICANT INCREASE IN CFE AND OTHER TRAINING UPPORTUNITIES FOR
MANAGER5 MEANS A GREATER EMFHASIS/GPFORTUNITY FOR EMPLOYEE DEVELOPHENT
NATIGNAL PULICIES AND PRUCEDURES MAY BE NEEDED FOR SEVERAL ASPECTS OF
THIS PROGRAH,
FUTURE - FOTENTIAL MAJOR IMPACT, []F PLANNING PROCESS AND ALSO OF
SCANS AND ENVIRONMENT - E, G, USER-0}{NED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COHFUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, CENTRALIZATION OF TREASURY PROCESSING SUCH AS PERSONNEL, CBT 9
ETC, NEED TO TRAIN MANAGERS DN THE NEW SYSTEH AND ITS USE,
ASSIST EMPLOYEES AND HANACERS IN THE IDENTIFICATION OF IMPLICATIONS OF
USING INFORMATION SYSTEMS ON THEIR CAREERS AND PROVIDE INFORMATION UN
TRAINING UPPORTUNITIES, INCLUDING TRAINING FOR PROJECT HANAGERS,
PARTICIPATE WITH PROJECT HEMBERS IN DETERHINING IHPACT OF TRSR (TSR)
ÜN EMPLOYEE CAREER PATHS AND TRAINING REGUIREMENTS,
THIS INITIATIVE IN COMBINATION WITH SVC-10 (STRENGTHEN TRAINING FOR
IRS EXAMINERS) AND THE AUTUHATED EXAMINATION SYSTEM (AES) SHOULD
TOTALLY CHANGE THE EXAMINATION JOBS IN THE SERVICE, HR SHOULD BE
INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITIES,
THIS INITIATIVE IN COMBINATION WITH SVC-07 (IMPROVE THE EFFECTIVENESS
[[F IRS EXAMINATIONS) AND THE AUTUHATED EXAMINATION SYSTEM (AES) SHOULD
TOTALLY CHANGE THE EXAMINATION JUES IN THE SERVICE, HR SHOULD BE
INTEGRAL TO THE REDEFINITION OF EXAH ACTIVITIES,
PREFARE A CPE MODULE FOR ALL IRS HANACERS AND FIELD HANACEHENT OFFI-
ICALS GN THE STRATEGIC MANAGEMENT SYSTEH AND IRS STRATEGIC PLAN,
N,0, INPUT NEEDS TO BE PROVIDED TO THE SCAN GROUP, ALSO; HR HILL USE
ANTICIPATION OF FUTURE CHANGES IN WORK - WORKFORCE THE INFORMATION CATHERED,
TREND5 AW) LEGISLATION
MINDR
HINUR
MINUR
HINDR
MINUR
MINUR
HINUR
MINUR
MINUR
HINUR
HINQR
MINUR
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
IHFACT FOR EACH ACTIVITY
IMS-Öi
ESTABLISH DATA HANAGEMENT ENVIRONMENT TO SUPPORT
MANAGEMENT INFORMATION SYSTEMS (MIS)
IMS-02 -
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
IHS-03
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESFONSIBILITIES
IMS-05
SOFTWARE FRODUCTIVITY
IHS-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IMS-09
PROCUREMENT DELEGATION
IMS-10
ESTABLISH EXPECTATIONS ENVIRONMENT FUR §UTOMATION
IHS-11
ESTABLISH A TRACKING PROCESS FOR SYSTEMS PLANNING
AND BUDGETING
IMS-12
NON-PAFER DOCUMENT STURAGE AND RETRIEWAl
I}{S-13
TELECOMMUNICATIONS
SVC-11
EXPAND TAX EDUCATION OF SELF-E}{PLOYED TAXPAYERS
SVC-15
USING INFORMATION FROM FEDERAL AGENCIES TO ENHANCE
TAX ADMINISTRATION
Report Date - Wed Mar 27 1985
IDENTIFY WITH MEMBERS OF THE NEW ORGAHIZATION POTENTIAL CAREER PATHS
ANſ) TRAINING OFPURTUNITIES,
PROVIDE CAREER COUNSELING AND IDENTIFICATION OF TRAINING OFFURTÜNIITE5
FOR PERSONS AFFECTED BY THE CREATION OF THE "IRM" JRGANIZATION,
FROVIDE CAREER COUNSELING AND ADVICE (JN TRAINING OFFORTUNITIES FOR
PERSONS SELECTED FOR OTING RESEARCH IN INFORMATION PROCESSING
TECHNOLOGY,
PROVIDE CAREER DEVELOPMENT SUPPORT FR TH}}E PROGRAMMERS WHO WILL BE
REQUIRED TO MONITOR, CUNTRACT, []VERSEE, AND ACT AS LIAISON INSTEAD OF
PROGRAM, PROVIDE ADVICE ON TRAINING UPPORTUNITIES FOR PROGRAMMERS WHO
WILL USE NEW TOULS, PROVIDE CAREER AH) TRAINING ADVICE TO N, (), AHD
FIELD PEOPLE DEVELOPING THEIR 0}}. AFFLICATIONS,
PROVIDE CAREER DEVELOPMENT A35TSTANCE AND INFORMATION ON TRAINING
UPPORTUNITIES FOR INDIVIDUALS IN USER AS HELL AS COMPUTER ORGANIZATION
FDR DEVELOPMENT OF AUTOMATION SYSTEHS,
PROVIDE CAREER DEVELOPMENT SUPPORT âh! SHARE INFORMATION UN
UPPORTUNITIES FOR TRAINING PEOPLE IN NEX PROCUREMENT FRUCEDURES AND
IN THE ADF AREA,
PROVIDE CAREER DEVELOPMENT AND INFIRMATION GN TRAINING UPFORTUNITIES
T[] MANAGERS! EXECUTIVES, HND THEIR SUPPORT STAFFS,
OETERMINE WHETHER ANY ADDITIONAL HILESTONES SHOULD BE MUNITUREI),
S[]; ARRANGE TO CHANGE THE PROJECT TRACKING FORM, PERIODICALLY CHECK IN
WITH THE SYSTEMS PLANNING AND BUDGETING ORGANIZATION ON HUMAN
RESUURCES IMFLICATIONS OF PLANNED AND FUTURE PROJECTS,
ASSIST PERSONNEL WHOSE OUTIES CHANGE {}R WHU MUST BE REDEFLUYEſ) BECAUSE
UF THE CHANCE TO NON-DGCUMENT STURACE AND RETRIEVAL BY PROVIDING
[AREER COUNSELING AND INFORMATION UN TRAINING UPFURTUNITIES,
PROVIDE CAREER COUNSELING AND ASSISTANCE IN IDENTIFYING TRAINING
DPPORTUNITIES FOR PEOPLE WHO WILL PROVIDE THE TECHNICAL EXPERTISE
TD CUDROINATE/DESIGN/INSTALL/IMPLEMENT TELECOH}{U}{ICATIONS SYSTEMS,
AND TO USERS,
IF
ESTABLISH A #|LTI-FUNCTIONAL TASK FORCE TO REVIEW CURRENT STATUS (JF
IRS EDUCATIONAL EFFORTS DIRECTED AT SELF-EMPLOYED TAXPAYERS,
ASSESS TRAINING IMPLICATIONS TO IMPLEMENT PROCEDURES RELATING TO
INFORMATION AWAILABLE IN DATA BASE,
ORGAMIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REFORT Report Date - Wed Mar 27 1985
IMPACT FOR EACH ACTIVITY
TRAINING AND DEVELOPMENT DIVISION
ACTIVITY; 2B – COURSE DEVELOPMENT - IDENTIFY ORE, TRAINING/
RETRAINING NEEDS #}{ſ} 08.JECTIVES; PLAN; PERFORM (JR
ARRANCE FOR FIELſ) []R CUNTRACTUR DESIGN AND DEVEL-
OPMENT: COURDINATE; AND EVALUATE TRAINING PROGRAHS
INCLUDING MANAGER/EXEC. DEVEL & 5UTCESSION PLANNING
EMFHASIS; DRG
IMPACT INITIATIVE NATURE OF IMPACT
MAJOR ERR-07 THIS INITIATIVE ENVISIONS A ##JūR EFFURT IN DEVELOPINE TRAINING
EšPLOYEE PROTECTION PROGRAMS, TO SENSITIZE EMPLOYEES TO BEHAVIOUR WHICH COULD PROVOKE
§SSAULT5 [R THREATS FROM TAXPAYERS,
MAJOR ERR-10 CUSTUHIZED AND GENERALIZED APPROACHE5 TD RETRAINING EFFURTS #33T BE
§§TICIPATION OF FITURE CHANGES IN WüRK - DEVELDPE), AS RETRAINING IS THE CORNERSTUNE OF THIS INITIATIVE (ALONG
TECHNOLOGICAL DISFLACEMENT (ANI) DTHER CHANGES) WITH DUTPLACEMENT AND RIF PROCEDURES),
#AUDR ERR-15 A SIGNIFICANT EXPANSIUN UF MANAGEMENT TRAINING WHICH COULD BE PROVIDED
CONTINUING FROFESSIONAL EDUCATION FOR MANAGERS FROH IN–SERVICE UR FROM CUNTRACTORS IS ENVISITNET), THIS PROBAELY
WILL REQUIRE SUBSTANTIAL RESOURCES TO PLAN FOR AWI) IMPLEMENT,
#Auſ|R IHS-ſ)4 FUTURE - FOTENTIAL MAJOR IMFACT, []F FLANNING FRGCESS AND ALSO OF
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCESS SCANS AND ENVIRONMENT - E, G, USER-0}|NED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COMFUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FTLING OF
RETURNS, CENTRALIZATION OF TREASURY PROCESSING StjDH AS PERSONHEL, CST
ETC, TEACH HOW TO USE NEW SYSTEM, BIG (HANGE IN GRG, AND CULTURE,
MAJOR IMS-07 REVIEW AND REVISE, AS NECESSARY, TRAINING AND DEVELOPMENT EFFURTS Sijſh
FURMALIZE PROCESSES FOR DEALING WITH HUMAN AS THE CURRENT HOF-2, XD TRAINING PROGRAMS, CFE #[][]ljLES, ANALYST
RESOURCES IMPACTS TRAINING! AllT0}{ATION FOR EXECUTIVES, TU INCLUDE HATERIAL 0N PLANNING
FDR HUMAN RESOURCES IMPACTS OF A NEW TECHNOLOGICAL ENVIRONMENT, AL5ſ.
INCLUDE IN TRAINING FUR WORKERS AS WELL AS MANAGER5,
MAJOR IMS-08 PROVIDE [R ARRANGE FOR TRAINING OF PEOPLE RESFUNSIBLE FOR PRUVIDING
USER GUIDANCE FUR SYSTEMS DEVELüPMENT SUPPORT TO USERS, WHATEVER THEIR EVENTUAL DREANIZATIONAL ASSICHHENT,
ALSD PROVIDE TRAINING FOR N,0, AND FIELD USERS RESFUNSIBLE FOR ADP/UA
DEVELOPMENT AND FOR PROJECT MANAGER5,
MAJOR IM3–1() PREFARE A CPE MUDULE FOR IRS MANAGERS IN SYSTEMS AHALYSIS AHD DESIGN
ESTABLISH EXPECTATIONS ENVIRONMENT FOR AUTOMATION TECHNIQUES, MODIFY EXISTING MANAGERIAL TRAINING TO INCREASE EMPHASIS
ÜN PRIDUCTIVITY OFFORTUNITIES AND FLANNING REQUIRED FOR AUTOMATION,
PROFOUND "TRICKLE DOWN" EFFECT ON TRAINING DIVISION, NEED TO COMMUNI-
CATE WHAT IS AND IS NU'ſ "AFPROPRIATE TRAININE,"
HAJJR IMS-14 PARTICIPATE WITH PROJECT MEMBERS IN DETERMINING IMPACT OF TRSR (TSR)
TAX PROCESSING SYSTEM REDESIGN (TPSR) 0N TRAINING REQUIREHENTS FOR THE FUTURE,
MAJOR SVC-07 THIS INITIATIVE IN COMBINATION WITH SVC-1 () (STRENGTHEN TRAINING FOR
IHPROVE THE EFFECTIVENESS OF IRS EXAMINATIONS IRS EXAMINERS) AND THE AUTUHATED EXAHINATION SYSTEM (AES) SHOUL)
TOTALLY CHANGE THE EXAMINATION JOBS IN THE SERVICE, HR SHOULſ. BE
INTEGRAL TO THE REDEFINITION OF EXAH ACTIVITIES,
MAJOR SVC-10 DEVELOP A TWU-WEEK Alſ)ITING COURSE FOR EXAMINATION PERSONNEL UTILIZING
HINDR
#INUR
#INUR
HINUR
HINQR
#INGR
#INDR
#INUR
#INQR
HINQR
HINTF
MINUR
}{INDR
DRGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date – Hed Har 27 1985
IMPACT FUR EACH ACTIVITY
STRENGTHEN TRAINING FUR IRS EXAMINERS
EEE-02
INCREASE A*ARENESS OF AMD CDHHITHENT TO STRATEGIC
FLANNING PROCESS
BEE-10
#UNITOR PUBLIC UPINION
£RR-01
TREATHENT (F ALL EMPLOYEES - CDUNSELING
ERR-02
TREATHENT OF ALL EHPLOYEEE – PHYSICAL FITNESS
ERR-();
TREATHENT OF ALL EHPLUXEES - RULES OF CUNYUCT
ERR-();
TREATHENT OF ALL EMPLOYEES - EMPLOYEE PRIDE;
INVULVEHENT AND PRODUCTIVITY
ERR-0%
ANTICIPATION OF FUTURE CHAMGES IN HORK – HÚRKFORCE
TRENDS AND LEGISLATION
£RR-1}
RECRUITMENT PLANNING
ERR-12
£[]_i EßE RELATION:
£RR-13
RECRUITHENT PRUCEDURES
IMS-01
ESTABLISH DATA HANAGEMENT ENVIRONMENT TO SUFFDR'ſ
#ANACEHENT INFORMATION SYSTEMS (MIS)
IH5-(?
ESTABLISH AN INFURHATION RESOURCES HANAGEMENT
FUNCTION
I}{5-03
ELARIFY RESEARCH AND DEVELOPHENT ORGANIZATIONAL
RESPſºi EILITIES
A CONTRACT VENDDR, THIS INITIATIVE IN COMINATION WITH SVC-07 (IMPROVE
THE EFFECTIVEHESS [F IRS EXAMINATIONS) AWD THE AUTUHATED EXAMINATION
SYSTEß (AES) SHÚlſ () {}}ALLY CHANGE THE EXAMINATION JGES IN THE
SERVICE, HR SHOULD RE INTEGRAL TO THE REDEFINITION OF EXAH ACTIVITIES
PLAN A 2-4 HÚlf CPE iſ DiLE FOR NATIONAL OFFICE ANALYSTS DESCRIEING THE
STRATEGIC §§NAGEMENT SYSTEM AMD THEIR RESPONSIBILITIES TO KEEF THE
STRATEGIC PLAN CURRENT,
EVELOP NECESSARY TRAINING P
DETERMI}{E AND RÚ
AMALYZING TAXPAYER tſ|{RESPONDENſ.
() £RA}| FUR INDIVIDUALS
A55IGNED Tú ANA f
&
§
DEVELOP TRAININE FUR #ANAGERS (M THEIR R[i.
R §§N E RESPONSIBILITY TD
RECOGNIZE THE HEED FOR AND/OR REFER EßPLOYEE
{\}{ſ}
S FOR COUNSELING,
DEVELOF TRAINING TO EDUCATE EMPLOYEES AND SUPERWISERS TO THE POSITIVE
RENEFITS OF FITNESS PROſ. RAHS AND THE SERVICE '9 ENCOURAGEMENT OF THEIR
USE,
REEDUCATE EHFLOYEES AND ###AºERS ÜN ### EXPECTATIONS: WHICH HAY WARY
DEPENDING UN }{HAT POSITION THEY ARE {}\; AND Al SD ON CULTURE CHANGE,
TRAINING FR0ſ: RAHS FUR ####EERS WILL #EED TO BE DEVELOPED WHICH FUSTER
IN THEM AN INCREASED SENSITIVITY TO EHPLOYEE PRIDE, INVG VEHENT W AND
PRODUCTIVITY,
HR HILL BE [NE OF THE PRIHE USERS tyr THE INFURMATION GATHEREI),
#PPROFRIATE TRAINING FOR RECRiji TER5 HILL NEED TO BE DESIGNE) Ailſ)
DEVELOPED INCLUDING SUTH PERSI]NNEL SPECIALIST5 AH) FUNCTIONAL
R£CRijīTER,
REVISE) AMD ENHANCE) TRAINING FRUGRAMS WILL BE HEEDED FOR RECRUITERS
AND PERSUNNEL SPECIALISTS; REFLECTING UljR NEW APPROACH TO COLLEGE
RELATION5,
TRAININE PROGRAMS FOR PERSONNEl. SPECIALISTS AND HANAGERS NEED TO BE
DEVELOPEI), Tj REFLECT THE NEW AHD MURE SUFHISTICATED PROCEDURES WHICH
ARE TO BE IMPLEHENTED UNDER THIS INITIATIVE,
PREFARE FOR REQUIREHENT OF KNOWLEDGE IN DATA MANAGEMENT, DATA BASE
#NAGEMENT, FOURTH-CENERATIGR LANGUAGES AND HANAGEMENT INFORMATIGN
SYSTEMS, FDR HSERS AS HELL AS HEMBERS ÜF THE HE}} {}RGANIZATION,
PROVISION OF TRAINING REQUIRED EY CREATION OF THE "IRA" (RGANIZATION,
PRūUIDE OR ARRANCE FOR TRAINING FOR THOSE SELECTED TO RESEARCH (JN
INFORMATION PROCESSING TECH}{ſ}_DEY, (
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date – Red Har 27 1985
D MINOR
MINDR
MINOR
MINUR
MINUR
D MINUR
MINUR
MINUR
MINUR
MINUR
IMPACT FOR EACH ACTIVITY
IMS-C.
SOFTWARE PRODUCTIVITY
IMS-06
SEPARATE APPLICATIONS DEVELOPMENT AND PROCESSOR
PROCUREMENT
IMS-0%
PROCUREMENT DELEGATION
IMS-11
ESTABLISH A TRACKING FROCESS FOR SYSTEMS PLANNING
AND BUDGETING
IMS-12
MDN-PAPER DOCUMENT STORACE AND RETRIEWAL
IHS-13
TELECOMMUNICATIONS
SVC-08
PURSUE COOPERATIVE EFFURTS WITH STATES TD ENHANCE
TAX ADHINISTRATION
SVC-11
EXPAND TAX EDUCATION OF SELF-EMPLOYED TAXPAYERS
SVC-13
DEVELOP GUIDELINES ON CHECK TRUNCATION AND
ELECTRONIC BANKING STANDARDS
SVC-14
ENCOURAGE 5TATE LEGISLATION TO ENHANCE FEDERAL TAX
ADMINISTRATION
PROVIDE OR ARRANGE FOR TRAINING FOR THOSE PROGRAMMERS WHU HILL BE
REQUIRED TO HUNITOR, CONTRACT, []VERSEE, AND ACT AS LIAISON INSTEAD OF
PROGRAM; FOR THOSE N,0, PROGRAMMERS WHO WILL BE USING NEH PRODUCTIVITY
ENHANCEMENT TOOLS; AND FOR USERS WITH ACCESS TO DATAEASE AND FOURTH
GENERATION LANGUAGE TUUL5,
ARRANGE FUR FROVIDING PEOPLE WITH THE TECHNICAL SKILLS REQUIRED FOR
CAPACITY PLANNING AND THE ACQUISITION PROCESS OF LARGE-SCALE
PROCESSORS, ALSD ACCESS IHPACT UN USERS UNDER DELEGATION ORDER 106
WHD NEED SKILLS FDR CAPACITY PLANNING AND ACQUISITION OF SMALLER
MACHINES,
IMPLEMENT THE IRS CONTRACTING OFFICER WARRANT FROGRAM, UNDER WHICH
INDIVIDUALS "EARN" WARIOUS LEVELS OF CONTRACTING AUTHORITY AFTER
SUCCESSFUL COMPLETION OF TRAINING, ALSO ASSESS HÚW INCREASED DULLAR
AUTHORITY MIGHT INCREASE THE KNOWLEDGE REQUIRED TO BUY LAREER AND/OR
MORE COMPLEX SYSTEMS, AND THE FOSSIBILITY DIVERSITY TO BE TRAINED FOR,
DETERHINE WHETHER ANY ADDITIONAL HILESTONES SHOULD BE HÚNITURED, IF
S0, ARRANCE TO CHANGE THE PROJECT TRACKING FORM, PERIODICALLY CHECK IN
WITH THE SYSTEMS PLANNING AND BUDGETING ORGANIZATION UN HUMAN
RESOURCES IHFLICATIONS OF PLANNED AND FUTURE PROJECTS,
PARTICIPATE IN DEVELOPINE TRAINING UN NEW STURAGE AND RETRIEWAL
PROCEOURES,
PROVIDE/ARRANGE FOR TRAINING FUR USERS [F TELECOMMUNICATIONS AND ALSU
FOR THE TECHNICAL PEOPLE WHO WILL CUDRDINATE/DESIGN/INSTALL/IHFLEHENT
TELECOMMUNICATIONS,
DEVELOP A CFE MODULE FOR DISTRICT AND SERVICE CENTER DISCLUSURE
OFFICERS BASED ON THE ANNUAL REPORT OF FEDERAL/STATE ACTIVITIES,
PREPARE NECESSARY TRAINING MUDULES BASED ON TASK FORCE RECUMMEND-
ATIONS, IHPLEMENT NEW OR EXPANDED IRS PROGRAMS TO EDUCATE SELF-
EMPLOYED TAXPAYERS,
IDENTIFY, FLAN, DESIGN, DEVELOP, CDDRDINATE TRAINING FROGRAMS TD ADAPT
AUDITING AND INVESTIGATIVE TECHNIQUES ##|) HETHODS TO EFFICIENTLY AND
EFFECTIVELY CONDUCT EXAMINATIONS AND JUINT INVESTIGATIONS,
DEVELOF CRUSS-FUNCTIONAL TRAINING PROGRAMS IN CONJUNCTION WITH THE
STATES
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REP[RT
Report Date – Hed Hår 27 1985
IMPACT FUR EACH ACTIVITY
TRAINING AND DEVELOPMENT DIVISION
ACTIVITY; 2C - PLAN, DEVELOF, AND PROVIDE ORGANIZATIONAL
DEVELOPMENT, CDNSULTING SERVICES, AND PROGRAMS,
IMPACT
MAUDR
MAJOR
MAJOR
MAJOR
HAJUR
MAJIR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
INCLUDING ASSIHILATING EMPLOYEES INTO THE
ORGANIZATION AND OTHER Cl]LTURAL ISSUES,
INITIATIVE
ERR-01
TREATHENT OF ALL EMPLOYEES – COUNSELING
ERR-05
TREATHENT OF ALL EMPLOYEES - EMPLOYEE PRIDE;
INVOLVEMENT AND FRODUCTIVITY
ERR-08
TREATMENT OF MANAGERS AND EXECUTIVES
ERR-1)
ANTICIPATION OF FUTURE CHANCES IN WORK -
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGES)
ERR-14
DECENTRALIZATION AND CONTRACTING OF TRAINING
IMS-02
ESTABLISH AN INFORMATION RESUURCES MANAGEMENT
FUNCTION
IMS-04
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCESS
IMS-07
FORMALIZE PROCESSES FUR DEALING WITH HUMAN
RESOURCES IMPACTS
I}{3-14
TAX PROCESSING SYSTEM REDESIGN (TPSR)
SVC-07
IMPROVE THE EFFECTIVENESS OF IRS EXAMINATIONS
SVC-10
STRENGTHEN TRAINING FUR IRS EXAMINERS
EMPHASIS; URG
NATURE OF IHPACT
CHANGE ORGANIZATIONAL CULTURE TO REWARD HANAGERS WHſ; ARE SENSITIVE TO
EMPLOYEES NEEDING COUNSELING,
SIGNIFICANT CULTURE CHANGES ARE INHERENT IN THIS PROPOSAL, WITH IT5
ORGANIZATIONAL DEVELOPMENT ASPECT, THEREFORE, A HAJOR COHMITMENT OF
"00" RESOURCES (FROM WITHIN AND QUTSIDE THE SERVICE) MAY BE
ANTICIPATEſ),
PUSSIBLE UUTCUME OF INITIATIVE COULD BE A MUCH GREATER EHPHASIS UN
ORGANIZATIONAL DEVELOPMENT WITHIN THE HANAGEMENT STRUCTURE,
SUCCESSFUL MOVEMENT OF EMPLOYEES BETHEEN ORGANIZATIONS WILL REQUIRE
"[][)" SERVICES TD ENHANCE THE "UNE-SERVICE* CONCEPT UTILIZING TEAM
BUILDING APPROACHES AND TRANSITION MANAGEMENT,
DECENTRALIZATION OF THE TRAINING UPERATION WILL LIKELY CENERATE
SUESTANTIAL COMMUNICATION AND TEAM WDRK PRQRLEMS, A5 WELL AS MORALE
ISSUES, WHICH A FROACTIVE "DD" PROGRAH CAN HELF MINIMIZE,
PROVIDE ORGANIZATIONAL DEVELOPMENT SUPPORT FOR THE IMPROVEMENT OF
CUMMUNICATIONS! PROCEDURES AND TEAH WURK, AS WELL AS HELP IN ADAPTING
TO THE DRAHATIC CHANGES IMPLIED BY A CONSOLIDATED "IRA" ORGANIZATION,
FUTURE - PUTENTIAL MAJOR IMPACT, UF PLANNIHE PROCES5 AHD ALSD 0.F
SCANS AND ENVIRONMENT - E, G, USER-0}{}{ED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COMPUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, FEHER SERVICE CENTERS AND BREAK-UP OR HEADQUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY FRUCESSING SUCH AS PERSONNEL, CBT, ETC,
PROVIDE URGANIZATIONAL DEVELOPMENT ASSISTANCE IN HANDLING THE CHANGES
AND HUMAN RESOURCES IMPLICATIONS OF USING INFORMATION SYSTEMS,
PARTICIPATE WITH PROJECT HEMBERS IN DETERMINING IMPACT OF TPSR (TSR)
{}N GREA}{IZATINAL DEVELOPMENT PROGRAMS FOR THE FUTURE, -
THIS INITIATIVE IN COMBINATION WITH SVC-10 (STRENGTHEN TRAINING FOR
IRS EXAMINERS) AND THE AUTOMATED EXAMINATIOH SYSTEM (AES) SHÚULO
TOTALLY CHANGE THE EXAMINATION JOES IN THE SERVICE, HR SHOULD BE
INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITIES,
THIS INITIATIVE IN COMINATION WITH SVC-07 (IMPROVE THE EFFECTIVEN55 OF
IRS EXAMINATIONS) AND THE AUTOMATED EXAMINATION SYSTEH (AES) SHGULD
HINGR
#INDR
#INUR
HINQR
HINUR
#INDR
MINUR
HINQR
#INDR
MINUR
{}RGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Red Mar 27 1985
IMPACT FOR EACH ACTIVITY
ERR-0%
#NTICIFATION OF FUTURE CHANGES IN HÚRK - WORKFORCE
TRENTS AND LEEISLATION
ERR-13
RECRUITMENT PROCEDURES
ERR-15
[[]}{TINUING FRIFESSIONAL EDUCATION FOR ANACERS
IHS-01
ESTABLISH DATA HANAGEMENT ENVIRUNHENT TO SUPPORT
#ANAGEMENT INFORMATION SYSTEMS (HIS) -
H}{5–03
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESFONSIBILITIES
IMS-05
SOFTWARE PRODUCTIVITY
IMS-08
USER GUIDANCE FOR SYSTEMS ſy:WELOFHENT
I}{3-1()
ESTABLISH EXPECTATIONS ENVIRONMENT FUR AUTOMATION
H}#5-11
ESTABLISH A TRACKING FRUCESS FUR §YSTEHS FLANNING
#}{ſ} Eij}EETING
I#9-12
NDN-PAFER DOCUMENT STERACE AND RETRIEWAL
IMS-13
TELECUHäljñICATIONS
TÜTALLY CHANGE THE EXAMINATION JOBS IN THE SERVICE,
INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITES,
HR 5HGULD BE
N, [], INFUT NEEDS TO BE PROVIDED TO THE SCAN ERUUF,
THE INFORMATION CATHEREI),
HR HILL Al 50 USE
AGGRESSIVE RECRUITHENT OF FAST TRACK INDIVIDUALS, PARTICULARLY
INCLUDING THOSE WHD DD NOT PLAN ON HAKING A LONG TERH CAREER WITH IRS,
HILL REQUIRE A #0RE CREATIVE AND DIVERSIFIED APPROACH TO CAREER
OEVELOPMENT AND CUUNSELLING FROGRAMS,
"[])” PROGRAMS COULD BE A SIGNIFICANT PART OF THE ENHACEO TRAINING
UPFORTUNITIES MADE AVAILABLE TO HANACERS UNDER THIS INITIATIVE,
ADVICE, GUIDANCE, AND REFERRAL5 MAY HE REQUIRED FRUM DJR EXISTING DD
CAFABILITY,
HELF NEW ORGANIZATION WITH C[]}{#UNICATION AND TEAM WDRK Bl][LDING, AND
WITH HANAGING CHANGE,
PROVIDE REANIZATIONAL DEVELOPMENT SHPPORT TO IñPROVE TEAM WDRK AND TO
HELP C[]}{{UNICATE INFORMATION LEARNED AND ITS SIGNIFICANCE TO THE
SERVICE,
PROVIDE ORGANIZATIONAL DEVELOPMENT SUPPORT FOR PROGRAMMERS WHU HILL BE
[[MTRACT #|NITORS AND FOR USER JRGANIZATIONS ODING ADF/UA DEVELOPMENT,
PROVIDE URGANIZATIONAL DEVELOPMENT ASSISTANCE TO BETH EXISTING AND
}{E}{LY CREATED BUFFURT 0RGANIZATIONS, BUTH IN THE FIELD AND THE N, [],
ALSG ASSIST USERS RESPENSIBLE FOR ADP/UA DEVELOPHENT,
PROVIDE ASSISTANCE TO HANACERS IN HELPING THEIR JRGANIZATIONS ADAPT TO
CHANGES CAtjSED BY AUTOMATION,
DETERHINE WHETHER ANY ADDITIONAL HILESTUNES SHOULD BE HINITUREI), IF
S[]; ARRANGE TO CHANGE THE PROJECT TRACKING FORM, PERI[][]][[ALLY CHECK IN
WITH THE SYSTEMS PLANNING AND BUDEETING URGANIZATION UN HUMAN
RESQURCES IMPLICATIONS OF FLANNED AND FITURE PROJECTS,
{{R}{ }{ITH (RGANIZATIONSF SUCH AS SERVICE CENTER FUNCTIONS OR EXAM
WHUSE WAYS OF OUING BUSINESS CHANGE DUE TO THE NIJN-PAPER STURAGE AND
RETRIEVAL OF TH][t]}{ENTS,
{IVE ORGANIZATIONAL DEVELOPMENT A55ISTANCE TO USERS OF AND PROVIDERS
{}F TELECUHMUNICATIONS SERVICES, DEFINE THE URGANIZATIONAL IMPACT5?
DEAL HITH AND HANAGE CHANGE PRODUCED BY THE NEW SYSTEMS,
ORGANIZATIONAL EFFECTIVEHESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date – Hed Hår 27 1985
ACTIVITY: 2D - EVALUATE THE QUALITY OF PROGRAM ACCOMPLISHMENT
I#FACT
#A0R
#AJOR
HAJJR
MAJOR
#Alſº
HA][]R
HINUR
MINQR
#IHDR
HINQR
#INQR
IHFACT FOR EACH ACTIVITY
TRAINING AND DEVELOPMENT DIVISION
E}{PHASIS; ORG
ACHIEVE) EY FIELD OFFICES IN THESE PROGRAM AREAS,
INITIATIVE
ERR-1()
ANTICIPATION OF FUTURE CHAHGES IN WORK -
TECHNOLOGICAL DISPLACEHENT (AWD OTHER CHANCES)
ERR-14
DECENTRALIZATION AND CONTRACTING OF TRAINING
ERR-15
CONTINUING PROFESSIONAL EDUCATION FOR HANAGERS
IMS-04
ESTABLISH AN INFORMATION SYSTEMS Pi_AHNING FROCESS
I}{S-08
USER GUIDANCE FOR SYSTEMS DEVELOPHENT
IMS-14
TAX PROCESSING SYSTEH REDESIGN (TPSR)
ERR-04
TREATHENT OF ALL EßPLOYEES - RULES OF CONDUCT
ERR-08
TREATHENT OF MANAGERS AND EXECUTIVES
ERR-07
EMPLOYEE PROTECTION
ERR-12
COLLEGE RELATIQ#5
ERR-13
RECRUITMENT PROCEDURES
NATURE OF IMPACT
THESE SYSTEMS AND RESPONSES TO CHANCE HUST BE FINE TUNED AND PROACTIVE
IN APPRUACH, N, G, []VERSIGHT WILL BE IMPORTANT AT ITS INCEPTION,
N, O, WILL HAVE A SijB.STANTIAL RULE IN HONITORING AND EVALUATIHG FIELD
IHFLEMENTATION OF A DECENTRALIZED TRAINING OPERATION, ASSESSING THE
GUALITY OF PROGRAM DELIVERY, AND ASSURING THAT THE PROGRAM 00ES NOT
DETERIORATE FROM CURRENT STANDARDS AS HELL AS ACHIEVING THE BENEFITS
OF THE DECENTRALIZED UPERATION,
N, (), WILL NEED TO ASSESS THE QUALITY OF NEW FIELD INITIATIVES WHICH
PR[[WIDE ENHANCED CFE AND OTHER TRAINING FOR MANAGERS,
FUTURE - POTENTIAL MAJOR IMPACT, OF PLANNING FRUCESS AND ALSO OF
SCANS AND ENVIRONMENT - E, G, ; USER-OHNED AND DEVELOPED SYSTEHS, WIDE-
SPREA) USE OF COMPUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, CENTRALIZATION OF TREASURY FROCESSING SUCH AS PERSONNEL, CBT,
ETC, TRAIN ALL LEWELS OF PEUPLE WHU MUST PARTICIPATE IN THE PROCESS,
MONITOR FIELD PROGRAH ACCOMPLISHMENTS, DUE TO POSSIBLE
DECENTRALIZATION OF TECHNICAL TRAINING: C[ULD 8E SIGNIFCANT EFFORT,
SHARE RESEARCH HITH THE FIELſ),
§§5E55 ſtiáLITY OF FIELD ACTIONS,
N,0, WILL NEED TD EVALUATE FIELD ACTIVITIES WHICH IMPLEMENT THIS
INITIATIVE,
NEH TRAINING INITIATIVES CARRIED OUT BY FIELD OFFICES HOULD HEED TO BE
EVALUATEſ),
N, [], WILL EVALUATE FIELD IHFLEMENTATION OF NEW RECRUITER TRAINING
PROGRAHS,
M, Q, WILL EVALUATE FIELD PROGRAMS TO TRAIN EFFLÜYEES IN NEH
RECRUITMENT PROCEDURES AND ATTITUDES,
HINOR
MINOR
HINDR
MINDR
#INQR
}{INDR
HINOR
#INUR
MINUR
#INDE
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REFORT Report Date - Wed Mar 27 1985
IMPACT FOR EACH ACTIVITY
IMS-01
ESTABLISH DATA HANACEHENT ENVIRONMENT TO SUPPORT
#ANAGEMENT INFORMATIGH SYSTEMS (MIS)
IMS-02
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
IMS-05
SOFTWARE PRODUCTIVITY
IMS-07
FORMALIEE FROCESSES FOR TEALING WITH HUMAN
RESOURCES IMPACTS
IMS-0%
PRſt:UREMENT DELEGATION
IHS-j ()
ESTABLISH EXPECTATIONS ENVIRONMENT FUR AUTOMATION
I#5-11
ESTABLISH A TRACKING FROCESS FOR SYSTEHS PLANNING
AND Eij}QETING
IHS-12
NGN-PAFER DOCUMENT SHORACE AND RETRIEWAL
I}{S-13
TELECſ)##!!NICATIſ)}{S
SVC-13
DEVELOP CUIDELINES ÜN CHECK TRUWCATION AND
ELECTRONIC EANKING STANDARDS
HÚNITOR FIELD AND/OR CONTRACTOR PROVISION OF TRAINING IN DATA
MANAGEMENT, DATA BASE MANAGEMENT, FOURTH-GENERATION LANAGUAGES,
AN) #IS'S,
MUNITOR FIELD CUNTRIBUTIONS TO THE WORKL0AD REGUIRED BY THE
CONSOLIDATION OF THE "IRM" (IRGANIZATION, -
MUNTITR FIELD OFFICE SUPPORT OF TRAINING REQUIREMENTS FOR PROGRAMMERS
REQUIRED TO BE CONTRACT MONITORS, AND FOR FIELD USER3 NOW DEVELOFING
ADF [R 0A AFFLICATIONS,
MUNITOR FIELD SUPPORT OF TRAINING AND DEVELOPMENT IN THE HUMAN
RESOURSES IHFLICATIONS OF INFORMATION SYSTEMS,
HONITOR FIELD PROGRAM ACC0MPLISHMENTS,
HONITOR FIELD OFFICE DEVELOPMENT/PROVISION ON NEH/REVISED TRAINING
TD HANACERS/STAFFS/TECHNICAL PEOPLE,
DETERHINE WHETHER ANY ADDITIONAL HILESTONES SHOULD BE MONITOREſ), IF
50; HRRANCE TO CHANGE THE PROJECT TRACKING FURM, PERIODICALLY CHECK IN
WITH THE SYSTEMS PLANNING AND BUDGETING (RGANIZATION ON HUMAN
RESOURCES IHPLICATIONS OF PLANNED AND FijſijRE FRDJECTS,
CGURDINATE, MONITOR FIELD EFFURTS IN CAREER DEVELOPMENT, COURSE
DEVELOPMENT, CDUNSELING AND ORGANIZATIONAL DEVELOPMENT FUR THISE
FEOPLE AFFECTED BY THE CHANCE [[] NIJN-FAFER OUCUMENT STORAGE AND
RETRIEWAL,
[[][]ROINATE/MUNITOR FIELD,
EVALUATE THE QUALITY OF TRAINING FROGRAHS DEVELOPED AND PRESENTED TO
ADAPT AUDIT AND INVESTIGATIVE TECHNIQUES TO EFFECTIVELY AND EFFICIENTL
CONDUCT EXAMINATIONS AND JOINT INVESTIGATIONS ÜNDER THE ELECTRONIC
BANKING STANDARDS,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Weſ; Mar 27 1985
ACTIVITY; 3A - ADVISE MANAGERS ÜN "HUMAN" FACTURS RELATING TO THE
INTRODUCTION AND UTILIZATION OF AUTOMATION,
IMPACT
#AJOR
HAJOR
HAJOR
#AſſR
HAJOR
}{Au}||R
MAJOR
MAJOR
MAJOR
HINQR
HINUR
IMPACT FUR EACH ACTIVITY
HUMAN RESOURCES TECHNOLOGY STAFF
INITIATIVE
ERR-1()
ANTICIPATION OF FUTURE CHANCES IN WORK -
TECHNOLOGICAL DISPLACEHENT (AND OTHER CHANGE5)
I}{5–02
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
IHS-03
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESPONSIBILITIES
IMS-04
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCESS
IMS-07
FORMALIZE PROCESSES FOR DEALING WITH HUMAN
RESOURCES IMPACTS
IHS-08
USER GUIDANCE FUR SYSTEMS DEVELOPMENT
HMS-14
TAX PROCESSING SYSTEM REDESIGN (TPSR)
SVC-07
IMPROVE THE EFFECTIVENESS OF IRS EXAMINATIONS
SVC-1()
STRENGTHEN TRAINING FOR IRS EXAMINERS
ERR-)é,
TREATMENT OF MANACERS AND EXECUTIVES
ERR-08
EMPHASIS; URG
NATURE OF IMPACT
HUMAN FACTDR5 HILL ÉE IMPORTANT IN PREPARING EMPLOYEES FOR CHANCES DUE
T0 TECHNOLOGICAL OR OTHER REASONS,
THE HUHAN RESOURCE5 TECHNOLOGY GRUUP C01jLD POTENTIALLY BE INCLUDED IN
THE "IRM" [RGANIZATION, IN ADDITION, HRT SHOULD HELF PREFARE NATIONAL
UFFICE *USERS" AND FIELD FEUPLE FOR THE CONTINUING DISTRIBUTION OF
AUTOMATION AFPLICATION DEVELOPMENT,
PARTICIPATE IN RESEARCH OF INFURHATION PROCESSING TECHNOLOGY T0
DETERMINE ERGUNOMIC IMPLICATIONS:
FUTURE - PUTENTIAL HAJOR IMPACT, []F PLANNING FROCESS AND ALSO OF
SCANS AND ENVIRONMENT - E, G, USER-0WNED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COMPUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, FEWER SERVICE CENTERS AND BREAK-UP UR HEADQUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY PROCESSING SUCH AS PERSONNEL, CBT ETC,
THE HRT DRGANIZATION IS RESPENSIBLE FOR DEVELURING THE PROCEDURAL
FRAMEWORK, INCLUDING REVISING Cl]RRENT HANDEQUKS AND THE IRH, AND
DRAFTINE GUIDELINES FOR MANAGERS; FUR DEVELURING A# DRGANIZATIONAL
FRAMEWORK; AND FOR CONDUCTING OCCUPATIONAL STUDIES WITH AUTD COLLECT
(ACS); AUTſ) EXAM (AES) 1 AND THE SERVICE CENTERS,
WHATEVER THE FINAL ORGANIZATIONAL STRUCTURE, ASSURE THAT USER3 GET THE
ASSISTANCE THEY NEED TO CONSIDER THE HUMAN FACTURS IN DEVELURING THEIR
AUTOMATION SYSTEMS,
PARTICIPATE WITH PROJECT MEMBERS IN DETERMINING IMPACT OF TRSR (TSR)
TO ASSURE HUMAN FACTORS ARE CONSIDERED IN THEIR RESEARCH AND
RECOMMENDATION5,
THIS INITIATIVE IN COMBINATION WITH SVC-1 () (STRENGTHEN TRAINING FOR
IRS EXAMINERS) AND THE AUTOMATED EXAMINATION SYSTEM (AES) SHOULD
TOTALLY CHANGE THE EXAMINATION JOES IN THE SERVICE, HR SHOULD BE
INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITIES,
THIS INITIATIVE IN COMINATIUH HITH SVC-07 (IMPROVE THE EFFECTIVEN55 OF
IRS EXAMINATIONS) AND THE AUTOMATED EXAMINATION SYSTEM (AES) 5HÚULſ)
T[]T ALLY CHANGE THE EXAMINATION JOBS IN THE SERVICE, HR SHÚl]_0 EE
INTEGRAL TO THE REDEFINITION OF EXAM ACTIVITES,
PUSSIBLE IMPACT ON HANAGERS OF AUTOMATION AND PAPERLESS OFFICES COULD
GENERATE NEED FOR ADVICE/INPUT ON HUMAN FACTORS AFFECTING MANAGER5,
AN INTEGRAL PART OF THIS INITIATIVE IS THE FACTORING IN OF ERCONCHIC
HINGR
#INUR
HINDR
HINUR
HIHOR
#INUR
HINſ|F.
MINUR
#INDR
[RGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Red Hat 27 1985
IMPACT FOR EACH ACTIVITY
[FFICE ENVIRONMENT
ERR-13
RECRUITHENT PROCEOURES
IMS-01
ESTABLISH DATA HANAGEMENT ENVIRONMENT TO SUPPORT
HANAGEMENT INFORHATION SYSTEMS (MIS)
IHS-Ö5
SOFTWARE PRODUCTIVITY
IMS-05
SEPARATE APPLICATIONS DEVELOPHENT AND PROCESSOR
PROCUREMENT
IHS-0%
PROCUREMENT DELEGATION
IHS-1()
ESTABLISH EXPECTATIONS ENVIRONMENT FOR AUTOMATION
I}{5-11
ESTABLISH A TRACKING PROCESS FOR SYSTEMS PLANNING
AN) &lſ)GETING
IHS-12
NDN-PAPER DOCUMENT STORACE AND RETRIEWAL
I#5–13
TELECOMMUNICATIONS
CONSIDERATIONS INTO OFFICE ENVIRONMENT DESIGNS, THEREFORE, ERCONOMIC
CONSULTING WILL BE ACTIVELY SOUGHT GUT BY THIS GROUP, ALSD, INDUS-
TRIAL ENGINEERING AND F5YCHOLOGICAL FACTOR5 HILL BE CONSIDERED,
TD ACHIEVE AN IHPROVED RECRUITMENT PROCEDURE, THE SERVICE WILL HAVE Tſ;
Al]TUHATE PARTS OF ITS PERSONNEL ACTIVITY; SINCE ADDITIONAL RESOURCES
ARE NUT LIKELY TO BE AVAILABLE, HUMAN FACTORS WILL NEED TO BE
CUNSIDERED IN THIS FROCESS,
ADVISE ESPECIALLY HANAGERS IN USER AREAS ÜN CHANGES DUE TO USACE OF
DATA HANAGEMENT TOQL5 SljLH AS DATA DICTIONARIES AND ALSD DATA BASE
HAMAGEMENT SYSTEMS, AND FOURTH-GENERATION LANGUAGES, ALSD DISCUSS
IHFLICATIONS OF MI5'5 READILY AWAILABLE TO DIFFERENT LAYERS OF
#ANAGEMENT AND ACROSS FUNCTIONS,
PROVIDE Sijff'ſ]RT IH THE CONTINUING EMPHASIS UN USER DEVELOPMENT OF ADF
{\}\} [A #PPLICATIUMS,
A35||RE THAT PLANNERS OF LARGE-SCALE CIMPUTERS TAKE HUMAN FACTURS INTU
CONSIDERATION OljRING THE CAPACITY PLANNING FROCESS,
PROVIDE SUPPORT TO FIELD OFFICIALS IN CONSIDERING THE HUHAN FACTORS
HHEN FREPARING FOR THE PURCHASE OF LAREER AND/OR HDRE COMPLEX SYSTEMS
HITH THEIR CREATER PROCUREMENT AUTHORITY,
ADVISE HANACERS ON THE HUMAN IMPACTS THAT SHÚljLD RE CONSIDERED IN
THEIR IDENTIFICATION OF POTENTIAL AUTOMATION PROJECTS, ESPECIALLY
FIELD EFFICE #}{ſ} N, [], *USERS",
(); TERHINE WHETHER ANY ADDITIONAL HILESTIGHES SHOULD HE HI}}{ITURE), IF
80, fl?FANGE TO CHANGE THE PROJECT TRACKING FUFä, PERIODICALLY CHECK IN
#ITH THE SYSTEMS FLANNING AND BUDGETING GRGANIZATION ON HUMAN
RESOURCES IMPLICATIONS OF FLANNED AND Fiji URE PROJECTS,
ASSIST ####EERS AND EHFLOYEES PREFARE FOR CHANGING THE WAY THEY DO
BUSINESS BECAUSE DOCUMENTS ARE STORED AND RETRIEVED DIFFERENTLY,
ASSIST HANAGERS IN #5SESSING THE IMFACT OF TELECDHHUNICATIONS EFFURTS
ÜN THE WAY THEY OU BUSINESS,
URGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date – Hed Mar 27 1985
ACTIVITY; 3B - PROVIDE HANAGEMENT CONSULTING SERVICES T0
IMPACT
HAJOR
MAUDR
MAJOR
HAJJR
D MAJOR
MINDR
MINDR
IMPACT FUR EACH ACTIVITY
HUMAN RESOURCES TECHNOLOGY 5TAFF
MANAGER5,
INITIATIVE
BEE-11
REQUIRE USE OF CRIS5-FUNCTIONAL IHPLEMENTATION
TEAHS
IMS-07
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
IHS-07
FURHALIZE PROCESSES FUR DEALING WITH HUMAN
RESOURCES IMPACTS
SVC-07
IMPROVE THE EFFECTIVENESS OF IRS EXAMINATIONS
SVC-10
STRENGTHEN TRAINING FOR IRS EXAMINERS
ERR-04
TREATHENT OF ALL EMPLOYEES - RULES OF CONDUCT
ERR-05
TREATMENT OF ALL EMPLOYEES - EMPLOYEE PRIDE;
INVOLVEMENT AND PRODUCTIVITY
EMPHASIS; URG
NATURE OF IMPACT
ESTABLISH CRITERIA FUR CONSIDERINE HUMAN FACTORS WHEN IMPLEMENTING
MULTI-FUNCTIONAL SERVICE FROGRAHS, REPRESENT HR, (THIS INITIATIVE
PROVIDES A FURMAL WAY TO HAVE LARGE AND EARLY IHFACT, )
PROVISION MUST BE MADE THAT WHEREVER THE CURRENT HUMAN RESOURCES
TECHNOLOGY FEUFLE END UP IN THE URGANIZATION THAT THE NEED FOR THEIR
SERVICES RECEIVES THE NECESSARY EMPHASIS AND WISIBILITY,
THE HRT URGANIZATION IS RESPONSIBLE FOR DEVELOFING A PROPOSAL FOR THE
STUDY OF FIJTURE AND LONG RANGE IMPACTS OF SEVERAL []THER INITIATIVES:
Silſ H AS BEE-5, 6, 7, 8; 11; SVC-61 ALL OF ERR INITIATIVES, AND IHS-1 :
2, 3, 4, 8, 10, AND 14,
THIS INITIATIVE IN COMBINATION WITH SVC-10 (STRENGTHEN TRAINING FUR
IRS EXAMINERS) AND THE AUTOMATED EXAMINATION SYSTEM (AES) SHIll LD
TOTALLY CHANGE THE EXAMINATION JOBS IN THE SERVICE; HR SHOULD BE
INTEGRAL TO THE REDEFINITION OF EX}} {{CTIVITIES,
THIS INITIATIVE IN COMINATION WITH SVC-07 (IMPROVE THE EFFECTIVEN55 OF
IRS EXAMINATIONS) AND THE AUTUHATED EXAMINATION SYSTEM (AES) SHOULD
TÜTALLY CHANGE THE EXAMINATION JES IN THE SERVICE; HR SHOULD BE
INTEGRAL TO THE REDEFINITION OF EXAH ACTIVITES,
RULES OF CONDUCT CHANGES REPRESENT A SIGNIFICANT CORPORATE CULTURE
CHANGE WHICH SHOULD BE MONITORED AND EVALUATED FOR RESEARCH FURFUSES,
POTENTIAL RESEARCH ISSUES UN CHANGING THE CULTURE TO FACILITATE
EMPLOYEE PRIDE, INVOLVEMENT AND PRODUCTIVITY SHOULD BE STUDIED, IN
DRDER T0 IDENTIFY FOSSIBLE [THER AREAS FDR HANAGEMENT CHANCE IN THE
SERVICE,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Red Mar 27 1985
IMPACT FUR EACH ACTIVITY
HUMAN RESOURCES TECHNOLOGY STAFF
ACTIVITY; 3C – CONDUCT RESEARCH EFFORTS ON HUHAN FACTORS
IMPACT
MAJOR
#A0R
HAJUR
HAJOR
MAJOR
#AJOR
MINUR
MINUR
MINUR
MINDR
CONSIDERATIONS,
INITIATIVE
ERR-10
ANTICIPATION OF FUTURE CHANCES IN WORK -
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGES)
IMS-02
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
IMS-03 -
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESPONSIBILITIES
IMS-04
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCESS
IMS-07
F[RHALIZE PROCESSES FUR DEALING WITH Hlj}{AN
RESOURCES IMPACTS
IMS-14
TAY PROCESSING SYSTEH REDESIGN (TFSR)
ERR-02
TREATMENT OF ALL EMPLOYEES - PHYSICAL FITNESS
ERR-07
ANTICIPATION OF FUTURE CHANCES IN WORK - WORKFORCE
TRENDS AND LEGISLATION
IMS-12
NUN-PAFER DOCUMENT STURAGE #ND RETRIEWAL
IMS-13
TELECOMMUNICATIONS
EMPHASIS; ORG
NATURE OF IHFACT
MAJOR TECHNOLOGICAL CHANGES REPRESENT A UNIQUE OPPORTUNMITY TO PERFORM
[RIGINAL RESERACH WHICH WUULD BE USEFUL TO SERVICE MANAGERS AS WELL
AS TO THE PUBLIC,
WHERE DOES THE STUDY OF HUMAN FACTOR'S CONSIDERATION FIT INTO ÚTHER
AGENCIES, ROTH IN CUVERNMENT AND IN PRIVATE INDUSTRY? RESEARCH HAY BE
REQUIRED ºf THIS ORGANIZATIONAL ISSUE,
PARTICIPATE IN RESEARCH EFFORTS UN INFORMATION PROCESSING TECHNOLOGY
TÜ DETERMINE ERCUNOMIC FACTDRS,
FUTURE - PUTENTIAL MAJOR IMPACT, []F PLANNING FRUCESS AND ALSD UF
SCANS AND ENVIRONMENT - E, G, USER-0WNED AND DEVELOPEO SYSTEMS, WIDE-
SPREAD USE OF COMPUTERS BY EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, FEWER SERVICE CENTERS AND BREAK-UP DR HEADIUARTERBADISTRICTS!
CENTRALIZATION OF TREASURY FROCESSING SUCH AS PERSONNEL CET , ETC,
CURRENTLY HUMAN RESOURCES TECHNOLOGY IS THE CENTER FOR THE STUDY OF
HUMAN FACTURS CONSIDERATIONS OF INFORMATION SYSTEH5,
PARTICIPATE WITH PROJECT HEMBERS IN DETERMINING IMPACT OF TPSR (TSR)
TD ASSURE HUMAN FACTORS ARE CONSIDERED IN THEIR RESEARCH AND
RECOMMENDATIONS,
DETERMINE EFFECT OF PHYSICAL FITNESS ACTIVITIES IN CLUNTERINE ADVERSE
EFFECTS OF AUTOMATION,
N,0, INPUT NEEDS TO BE PROVIDED TO THE SCAN ERUUF, HR WILL ALSU USE
THE INFURHATION EATHEREſ),
FARTICIPATE WITH THOSE DUING THE TECHNICAL RESEARCH 0N 00DUMENT
STURACE AND RETRIEVAL TO ASSURE THEY CONSIDER HUMAN RESOURCES
I}{PLICATIONS,
PARTICIPATE WITH TECHNICAL PEOPLE ODING RESEARCH []N FUTURE
TELECOMMUNICATIONS FLANS TO ASSURE THEY CONSIDER HUMAN FACTORS,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date – Hed Hær 27 1985
IMPACT FOR EACH ACTIVITY
HUMAN RESOURCES TECHNOLOGY 5TAFF
ACTIVITY: 30 - CUDROINATE WITH (UTSIDE ORGANIZATIONS UN HUMAN EMPHASIS; DRG
FACTORS ISSUES,
IHPACT INITIATIVE MATURE OF IMPACT
MAJOR IMS-07 5TUDY PRIVATE AND PUBLIC-5ECTOR M0DELS USED TO COMMUNICATE INFORMATION
FORMALIZE PROCESSE5 FUR DEALING WITH Hij}{AN ÜN THE HUMAN RESUljRCES IMPACTS OF NEW TECHNOLOGIES,
RESOURCES IMPACTS
[RGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REFORT
Report Date – Hed Mar 27 1985
ACTIVITY: 4A - PROVIDE PROGRAH MANAGEMENT OF HIS SYSTEMS FOR
IMFACT
#A0R
#Ajſ R.
##|UF
#AJDF
#AußR
HAJOR
MAJOR
#AJOR
HINUR
HINQR
MINUR
IMPACT FUR EACH ACTIVITY
MANAGEHENT INFORMATIUH SYSTEMS STAFF
EHPHASIS; ORG
CR035 FUNCTIONAL EXECUTIVES (E, G, DEMIS, IRPHIS,
AND PRIME) ,
INITIATIVE
BEE-05
IDENTIFY AND HEASURE EFFECTIVEHESS GOALS
EEE-()?
DEVELOF COMPUTER-SUPPORTED TREHD EVALUATION
I}{S-01
ESTABLISH DATA M&##EEMENT ENVIRONMENT TO SUFFGFſ
MANAGEMENT INFORMATIGA SYSTEMS (MIS)
IMS-02
ESTABLISH AN INFORMATION RESOURCES MANAGEMENT
FUNCTION
I#S-04
ESTABLISH AN INFOR}##TION SYSTEMS PLANNING FROCESS
I}{5–07
FORMALIZE FROCESSES FOR DEALING WITH HUMAN
RESOURCES IMPACTS
IHS-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IHS-14
TAX PROCESSING SYSTEM REDESIGN (TFSR)
BEE-()4
EXPAND FIELD LATITUTE IN USINE RESOURCES
EEE-()é,
INCREASE THE USE OF UN-LINE REVIEWS
IMS-03
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
#ATURE OF IMFACT
PROVIDE ASSISTANCE TO DEFINE HIS SYSTEM FOR MENITURING PROGRAM RESULT5
RELATING TD IDENTIFYING AND MEASURING EFFECTIVENESS GOALS,
EVALHATE THE POTENTIAL OF DEHIS AS THE HIST SYSTEM FOR CDHFHTERIZED
TFEHD DAT; ;
C[]{}LD COMBINE HIS FUNCTION WITH THOSE WHſ AFE RESFO}{SIBLE FOR THE
CENTRAL DATA DICITIONARY, WHſ) SET DATA ####EEMENT FOLICIES AHD
STANDARDS AND WHſ! SlRPORT DATA MANAGEMENT AND OATA BASE MANAGEMENT
TÜſ]_5, HILL BE DEEIDED IN IM5–02,
THE HR HIS STAFF #Y EVENTUALLY END UP AS PART OF THE *IRM"
[RGANIZATION, FRUVISIOHS HUST BE HADE THAT HANAGEMENT INFORMATION
SYSTEMS AND DECISION SUPPORT SYSTEMS ARE GIVEN STRONG EHPHASIS AND
VISIBILITY, WHEREVER THEY END UP; EITHER AS A RESULT OF THIS
INITIATIVE OR ALSU IHS-01,
FUTURE - POTENTIAL MAJOR IMPACT, QF FLAN}{I}{E PROCESS AND ALSD 0F
SCANS AND ENVIRONMENT - E, G, USER-[]WNED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COHPUTERS EY EMPLOYEES, EFFECTS GF ELECTRONIC FILING OF
RETURNS, FEHER SERVICE CENTERS AND BREAK-UP UR HEADQUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY FRUCESSING SUCH AS PERSINHEL, CBT ETC,
CDDRDINATE THE CONSIDERATION OF HUMAN RESOURCE IMPACTS IN THE DESIGN
AMD DEVELOPMENT OF CROSS-FUNCTINAL MI5'S AND DESCISION SUFFURT SYSTEH5
FUR EXECUTIVES,
[RGANIZATIONAL STRUCTURE COULD EVENTUALLY HE AFFECTED BY THIS
INITIATIVE, HHATEVER THE OUTCOME, EMPHASIS #5T BE PLACED ON
PROVIDING MIS'S TO CROSS-FUNCTIONAL EXECUTIVES,
PARTICIPATE WITH PROJECT MEMBERS IN DETERMINING IMPACT OF TFSR (TSR)
DN NECESSITY/AVAILABILITY OF INFORMATION FOR CROSS FUNCTIONAL HIS'5,
ASSIST IN THE DEVELOPMENT OF HIS SYSTEMS TO PROVIDE FOR THE IMPLEMENT—
ATION OF PROGRAMS TO DETERMINE THE FEASIEILITY OF SHIFTING OF
RESOURCES IN VARIOUS PROGRAH AREAS,
ESTABLISH A TRACKING SYSTEM TO MONITOR IMPLEHENTATION OF NEW UN–LINE
REVIEW PROGRAMS,
PARTICIPATE IN RESEARCH UN INFORMATION PROCESSING TECHNOLOGIES FROM
THE HIS AND DESCISION SUPPORT SYSTEM STANDPOINT,
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ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Red Hat 27 1985
IMPACT FOR EACH ACTIVITY
MANAGEMENT INFORMATION SYSTEMS STAFF
ACTIVITY; AB - PROVIDE ADVICE, Glj[DANCE, A55ISTANCE, AND
I#F#CT
HAJOR
#Auſ]R
}{AUDR
#A.JDR
D #AJUR
MAJOR
HAJOR
MAJOR
MINUR
MINUR
CUDRDINATION FOR DESIGNERS AND DEVELOPERS OF
SERVICE MI5 SYSTEMS,
INITIATIVE
BEE-05
IDENTIFY \MD MEASURE EFFECTIVENESS GOALS
ERR-07
EMPLOYEE PROTECTION
IMS-01
ESTABLISH DATA MANAGEMENT ENVIRONMENT TO SUFPURT
MANAGEMENT INFORMATION SYSTEMS (HIS)
IMS-07
ESTABLISH AN INFURMATION RESOURCES MANAGEMENT
FUNCTION
IMS-04 -
ESTABLISH AN INFORMATION SYSTEMS PLANNING FRUCESS
IMS-07
FORMALIZE PROCESSES FDR DEALING WITH HUMAN
RESOURCES IMFACT5
I}{5-08
USER Cl].TDANCE FUR SYSTEMS DEVELOPMENT
IHS-14
TAX FRUCESSING SYSTEM REDESIGN (TPSR)
BEE-()?
INCREASE AWARENESS OF AND CUMMITHENT TO STRATEGIC
PLANNING PROCESS
EEE-04
EXPAN) FIELD LATITUDE IN USING RE50URCES
BEE-06
INCREASE THE USE OF ON-LINE REVIEWS
EMPHASIS; ORG
RATURE OF IMFACT
PROVIDE ASSISTANCE TO DEFINE MI5 SYSTEM FOR HÚNITORING PROGRAM RESULTS
RELATING TD IDENTIFYING AND MEASURING EFFECTIVENESS GOALS,
INITIATIVE ENVISIONS DEVELOPMENT OF AN AUTOMATED SYSTEH TO TRACK
POTENTIALLY DANGEROUS TAXPAYERS AND TO ALERT EMPLOYEES WHU HIGHT NEED
CONTACT THESE TAXPAYERS,
COULD CUMEINE MI5 FüNCTION WITH THOSE WHO ARE RESPONSIBLE FOR THE
CENTRAL DATA DICTIONARY, WHO SET DATA MANAGEMENT STANDARDS, AND WHO
SUPPORT DATA MANAGEMENT AND DATA BASE MANAGEMENT TOULS, HILL BE
DECIDED IN IMS-02,
THE HR HIS STAFF MAY EVENTUALLY END UF AS PART OF THE "IRM"
[RGANIZATION, PROVISIONS HUST BE MADE THAT MANAGEMENT INFORMATION
SYSTEMS AND DECISION SUPPORT SYSTEMS ARE GIVEN STRONG EMFHASIS AND
VISIBILITY, WHEREVER THEY ENI) UP, EITHER AS A RESULT OF THIS
INITIATIVE OR ALSU IMS-01,
FUTURE - FOTENTIAL MAJOR IMPACT, []F PLANNING FROCESS AND AL50 UF
SCANS AND ENVIRONMENT - E, G, F USER-0WNED AND DEVELOPED SYSTEMS, WIDE-
SPREAD USE OF COMPUTERS 8). EMPLOYEES, EFFECTS OF ELECTRONIC FILING OF
RETURNS, FEHER SERVICE CENTERS AND BREAK-UF UR HEADQUARTERS/DISTRICTS,
CENTRALIZATION OF TREASURY PROCESSING SUCH AS PERSONNEL; CBT, ETC,
[[][]RDINATE THE CONSIDERATION OF HUMAN RESOURCE IHFACTS IN THE DESIGN
AND DEVELOPMENT OF HIS'S AND DESCISION SUPPORT SYSTEMS,
URGANIZATIONAL STRUCTURE CUULO EVENTUALLY EE AFFECTED BY THIS
INITIATIVE, HHATEVER THE QUTCUME, EMFHASIS HUST BE PLACE) {}
PROVIDING ADVICE AND GUIDANCE TO DESIGNERS AND DEVELOPERS OF MIS'S,
PARTICIPATE WITH PROJECT HEHRERS IN DETERMINING IMPACT OF TFSR (TSR)
ÜN MI5'S CURRENTLY AVAILABLE \}{0 PLANNED FOR THE FUTURE,
ESTABLISH A TRACKING SYSTEM FOR STRATEGIC INITIATIVES, THE SYSTEM
WILL PROVIDE KEY (FFICIALS WITH THE CURRENT STATUS OF AN INITIATIVE,
USE THE INFORMATION TO ESTABLISH A PERIODIC STRATEGIC PLANNING CYCLE,
ASSIST IN THE DEVELOPMENT OF HIS SYSTEM TO PROVIDE FOR THE IMPLEMENTA-
TION OF PROGRAMS TO DETERMINE THE FEASIBILITY OF SHIFTING OF
RESOURCES IN VARIOUS PROGRAH AREAS,
ESTABLISH A TRACKING SYSTEM ID MUNITOR IMPL}{ENTATION OF NEW UN–LINE
REVIEW PROGRAMS,
MINDR
MINUR
#INDR
MINUR
#INQR
HINQR
HINUR
MINUR
HINUR
HIHOR
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date – Hed Mar 27 1985
IMPACT FOR EACH ACTIVITY
BEE-07
DECENTRALIZE TREND ANALYSIS
I}{3-(3
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESFONSIBILITIES
I}{S-05
SOFTWARE PRODUCTIVITY
IMS-05
SEPARATE APPLICATIONS DEVELOPMENT AND PROCESSOR
PROCUREHENT
I}{3-1()
ESTABLISH EXPECTATIONS ENVIRONMENT FOR AUTOMATION
IHS-11
ESTABLISH A TRACKING FROCESS FUR SYSTEMS PLANNING
àND BUDGETING
IMS-12
NUH-PAPER \{}[lj#ENT STURAGE AND RETRIEWAL
IHS-13
TELECOMMUNICATIONS
SVC-08
PURSUE COUPERATIVE EFFORTS WITH STATES TD ENHANCE
TAX ADMINISTRATION
SVC-15
{{SING INFORMATION FROM FEDERAL AGENCIES TO ENHANCE
TAY ADHTHISTRATION
FROVIDE A53ISTANCE ON HHAT INFORMATION THE UN-SITE PEOPLE SHOULD BE
COLLECTING FUR HUMAN RESQURCES,
PARTICIPATE IN RESEARCH IN INFORMATION PROCESSING TECHNUCLOGY FROM THE
STANDPUINT OF HIS AND DESCISION SUFPORT SYSTEMS,
PROVIDE USERS ADVICE ON TOULS SUCH AS OATA HAWAGEMENT, DATA EASE
}{A}{AGEMENT W AND FOURTH GENERATION LANGUAGES IN THE CONTINUING
EHFHASIS ON USER DEVELOPED AFFLICATIONS,
ASSURE THAT REQUIREMENTS FOR FUTURE MANAGEMENT INFURMATION SYSTEMS AND
DECISION SUPPORT SYSTEMS AS HELL AS QFERATIONAL SYSTEMS GET INCLUDED
IN THE CAPACITY PLAN,
FROMIDE ASSISTANCE TO MANAGERS IN THE IDENTIFICATION OF POTENTIAL
HIS AND DECISION SUPPORT SYSTEM AFFLICATIONS, AND TO THEIR STAFFS UN
DESIGNING, DEVELOPINE AND IHFLEMENTING SUCH SYSTEMS, DD NOW -
VOLUME HOULD INCREASE DUE TO EMPHASIS OF THIS INITIATIVE,
DETERMINE WHETHER ANY ADDITIONAL HILESTONES SHOULD BE MONITORED, IF
50s ARRANGE TO CHANGE THE FRG, ECT TRACKING FORM, PERIODICALLY CHECK IN
HITH THE SYSTEMS PLANNING AND Eijſ)GETING GRGANIZATION ON HÚ#AN
RESOURCES IMPLICATIONS OF FLANNED AHD Flſ|{RE PROJECTS, ASSIST USERS
IN CUST/BENEFIT JUSTIFICATION OF HIS'S/OECISION SUFFORT SYSTEMS, (
RESEARCH WHAT ADDITIONAL DATA WILL BE {\VAILABLE IN ELECTRONIC FDRM FOR
##NAGEMENT INFORMATIUH SYSTEMS,
CONTINUE TO HUNITUR/CUURDIHATE TELECOMMUNICATIONS EFFURTS FOR USE
IN ACCESSING/SHARING MANAGEMENT INFORMATION SYSTEMS,
DEVELOF A TRACKING SYSTEM FOR THE EFFURTS OF THE DISTRICTS IN THE USE
[]F THE INFORMATION DEVELOPEI), THE INFORMATION TO BE TRACKED WIll I) RE
CONTENTS OF FEDERAL/STATE AGREEMENT, AUTOMATION LINK-UPS TD EXTRACT
INFORMATION, COMBINES COMPLIANCE EFFURTS AND ESTABLISHHEHT OF JOINT
80ARDS IN DISTRICTS AND SERVICE CENTERS,
DEVELOP A HORKING INDEX OF INVESTIGATURY ACTIVITY BY OTHER FEDERAL
AGENCIES, ASSESS THE WALUE AND AVAILABILITY OF REPORTS AND QUEljäENT5
IDENTIFIED, DEVELOF THE INDEX DATA BASE AND IDENTIFIED FROBLEHS TO BE
Aſ)0RESSEſ),
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPURT
Report Date – Hed Mar 27 1985
ACTIVITY; AC – ASSIST SERVICE EXECUTIVES IN THE SELECTION,
PROCUREMENT, INSTALLATION, AND UTILIZATION OF
IHFACT
HAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MINUR
HINQR
MINUR
MINDF
#INQR
MINUR
IMPACT FOR EACH ACTIVITY
MAHACEHENT INFORMATION SYSTEMS STAFF
PERSONAL CUHFUTERS,
INITIATIVE
IHS-01
ESTABLISH DATA HAWACEHENT ENVIRONMENT TO SUPPORT
MANAGEHENT INFORMATION SYSTEMS (MI5)
IHS-02
ESTABLISH AN INFURMATION RESUURCES MANAGEMENT
FUNCTION
IMS-07 ...”
FDRHALIZE FROCESSES FOR DEALING WITH HUMAN
RESOURCES IMPACTS
IHS-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IHS-14
TAX PROCESSING SYSTEM REDESIGN (TPSR)
IMS-03
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESFONSIBILITIES
IHS-05
SOFTWARE PRODUCTIVITY
IH5–1()
ESTABLISH EXPECTATIONS ENVIRONMENT FOR AUTOMATION
IMS-11
ESTABLISH A TRACKING FRUCESS FOR SYSTEMS PLANNING
AND BUDGETING
IHS-12
NDN-PAFER DOCUMENT STORACE AND RETRIEVAL
IMS-13
EMFHASIS; IND
HATURE OF IMPACT
THE EHFHASIS ON THE EXECUTIVES AS A UNIQUE GROUP OF USERS, PLUS THE
REQUIREMENT FUR SKILLS AMD KNOWLEDGE TO SUPPORT THEM, SHOULD BE
PRESERVED, WHATEVER THE EVENTUAL ORGANIZATIONAL STRUCTURE,
THE HR HIS STAFF MAY EVENTUALLY END UF AS PART OF THE "IRH”
URGANIZATION, THE EMPHASIS UN THE EXECUTIVES AS A UNIQUE GROUP OF
CLIENTS AND THE PROVISION OF SKILLS AND KNOWLEDGES TO SUFFORT THEIR
REQUIREMENTS SHOULD BE PRESERVED, WHATEVER THE EVENTUAL ORGANIZATIONAL
STRUCTl|RE,
CDURDINATE THE CONSIDERATION OF HUMAN RESOURCE IMPACTS IN THE DESIGN
AND DEVELOPMENT OF SYSTEMS AND AFFLICATIONS FOR USE EY EXECUTIVES,
URGANIZATIONAL STRUCTURE COULD EVENTUALLY EE AFFECTED EY THIS
INITIATIVE, HHATEVER THE QUTCUME, EMPHASIS HUST BE PLACED UN
PROVIDING ASSISTANCE TO EXECUTIVES TU 9tPPORT THEIR UNIQUE
REQUIREMENTS,
PARTICIPATE WITH PROJECT MEMBERS IN DETERMINING IHPACT OF TFSR (TSR)
DN EQUIF#ENT/SOFTWARE/INFORMATION TO EXECUTIVES IN THE FUTURE,
PARTICIFATE IN THE RESEARCH (JN INFORMATION PRICESSING TECHNOLOGY FROM
THE STANDPUINT OF SUPPORTINE EXECUTIVES,
ENCOURAGE THE USE OF SOFTWARE PACKAGES IN THE DEVELOPMENT OF
APPLICATIONS FOR USE BY EXECTUIVES,
ASSIST EXECUTIVES IN IDENTIFYING PUTENTIAL APPLICATIONS USING THEIR
PERSONAL COMPUTERS EITHER STAND-ALONE OR AS TERMINALS 0N DTHER
SYSTEMS, DEVELOF GENERAL-USE APFLICATIONS, AND ALERT THE AFFRDFRIATE
SUPPORT PEDFLE TO DEVELOP APPLICATIONS UNIQUE TO UNE EXECUTIVE, Dū
NOW - WOLUME WILL EXPAND DUE TO EHFHASIS OF THIS INITIATIVE,
DETERHINE WHETHER ANY ADDITIONAL MILESTONES SHOULD BE MONITOREI), IF
50; ARRANGE TO CHANGE THE PROJECT TRACKING FORM, PERIODICALLY CHECK IN
WITH THE SYSTEMS PLANNING AND BUDGETING ORGANIZATION ON HUMAN
RESQURCES IMPLICATIONS OF FLANNED AND FUTURE PROJECTS,
C[][]RDINATE WITH 5||PPORT URGANIZATIONS ON HHAT ADDITIONAL DATA HAY BE
AVAILABLE IN ELECTRONIC FORM FOR EXECUTIVES,
CONTINUE TO MONITOR/CDDRDINATE TELECOMMUNICATIONS EFFORTS FOR USE
ORGANIZATIONAL EFFECTIVENES5 ſººk FORCE STRATEGIC INITIATIVE REPORT Report Date - Red Mar 27 1985
IHFACT FUR EACH ACTIVITY
TELECT]}|{l}NICATIU#S BY EXECtHTIVES IN ACCESSING HIS'5/DECISION SUPPORT SYSTEMS/FUNCTIONAL (
SYSTEMS IN AND DUTSIDE THE SERVICE,
ORGANIZATIONAL EFFECTIVENESS TASK FURCE STRATEGIC INITIATIVE REPORT
Report Date - Red Mar 27 1985
ACTIVITY; 4) - DEVELOP AND COURDINATE THE AUTOMATION OF HUMAN
IHPACT
MAJOR
MAJOR
MAJOR
#AJOR
HAJJR
MAJOR
MAJOR
HAJOR
MAJOR
MAJOR
#AJUR
IMPACT FOR EACH ACTIVITY
MANAGEMENT INFORMATION SYSTEMS STAFF
RESOURCES FUNCTIONS AND ACTIVITIES,
INITIATIVE
£EE-08
IMPROVE TREND REPORTING
ERR-1)
ANTICIPATION OF FUTURE CHANGES IN WORK —
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGES)
ERR-11
RECRUITHENT PLANMING
ERR-12
CULLEGE RELATIONS
ERR-13
RECRUITHENT PROCEOURES
ERR-15
DECENTRALIZATION AND CUNTRACTINE OF TRAINING
IMS-01
ESTABLISH DATA HANAGEMENT ENVIRONMENT TO SUPPORT
#ANAGEMENT INFORMATION SYSTEMS (MIS)
IMS-02
ESTABLISH AN INFORMATION RESUURCES MANAGEMENT
FUNCTION
IMS-07
FORMALIZE PROCESSES FDR DEALING WITH HUMAN
RESOURCES IMPACTS
IMS-08
USER GUIDANCE FOR SYSTEMS DEVELOPHENT
IMS-14
TAX PROCESSING SYSTEH REDESIGN (TPSR)
EMPHASIS; URE
NATURE OF IMPACT
DEVELOF THE AUTUHATION OF TREND ANALYSIS FDR HUMAN RESOURCES,
PROPER EXECUTION OF NEW APPROACHES TO TRAINING AND FLACING EMPLOYEES
AFFECTED BY TECHNOLOGICAL AND OTHER CHANGES WILL REQUIRE AUTOMATED
SYSTEMS TO BE EFFICIENTLY AND EFFECTIVELY CARRIED OUT,
AN AUTOMATED SYSTEM (POSSIBLY ZILDſ. APPLICATION) IS NEEDED TO TRACK
THE NUMERICAL RESULTS OF RECRUITING AS HELL AS RECRUITING TIHE,
CUSTS; AND TRAINING AND EARLY PERFURHANCE DATA 0F NEW HIRES,
IT IS LIKELY THAT AN AUTUHATED TRACKING SYSTEM HÚljLD FACILITATE THE
MUNITORING OF VISITS TO COLLEGES AND THE RECRUITMENT PROCESS, THIS
COULD ALSU INCLUDE SUME STATISTICAL REFURTS UN THE NUMBERS OF STUDENTS
APPLYING FOR POSITIONS AS A RESULT UF RECRUITHENT EFFORTS AND THEIR
PERFORMANCE []}{CE HIREſ); ETC,
AS DESCRIBED IN INITIATIVES ERR 11 AND 12, A WARIETY OF AUTOMATION
ACTIVITIES WILL BE NEEDED IN ORDER TO SUCCESSFULLY CHANGE THE SERVICES
RECRUITHENT STRATEGY AND PRUCEDURES, THESE MAY INCLUDE ESTABLISHMENT
OF DATA BASES, STATISTICAL REFORTING! TRACKING OF PROGRESS OF THOSE
HIREſ); TICKLEß SYSTEMS, ETC,
EFFECTIVE PROGRAM HANAGEMENT OF THE NEWLY DECENTRALIZET) TRAINING AREAS
WILL REQUIRE A VARIETY OF INNOVATIVE TRACKING SYSTEMS IN DRDER TI
#SSURE N, [], HANAGERS OF TIMELY AND QUALITY DATA UN THE STATE [F THEIR
FIELD PRUGRAMS, SUCH SYSTEMS WILL OF NECESSITY BE COMPUTER BASE),
WHATEVER THE EVENTUAL 0RGANIZATIONAL STRUCTURE, SPECIAL PROVISIONS
SHOULD RE MADE TO SUPPORT HUMAN RESUURCES AUTUHATION REQUIREMENTS,
WHATEVER THE EVENTUAL GRGANIZATION STRUCTURE PROVISION MUST BE HADE TU
SUPPORT THE AUTUHATION REQUIREMENTS OF HUMAN RESOURCES,
C[][]RDINATE THE CONSIDERATION OF HUMAN RESOURCE IMPACTS IN THE DESIGN
A}{D DEVELOPMENT OF SYSTEMS ##0 APPLICATIONS FOR USE BY HR USER5,
URGANIZATIONAL STRUCTURE COULD EVENTUALLY BE AFFECTED BY THIS
INITIATIVE, WHATEVER THE QUTCUME, PROVISION MUST BE HADE FOR
SUPPORTING THE AUTOMATION REQUIREMENTS OF HR USERS,
PARTICIPATE WITH PROJECT MEMBERS IN DETERMINING IMPACT OF TFSR (TSR)
DN EGUIPMENT/SOFTWARE/INFORMATION AVAILABLE FOR USE BY HUMAN RESOURCES
FUNCTIONS AND ACTIVITIES,
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ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Hed Har 27 1985
IMPACT FOR EACH ACTIVITY
IM3–04
ESTABLISH AN INFORMATION SYSTEMS PLANNING FROCESS
IMS-05
SOFTWARE PRODUCTIVITY
IMS-07
F[RHALIZE PROCESSE5 FUR DEALING WITH HIMAN
RESOURCES IñFACT 5
IHS-10
ESTAği ISH EXPECTATIENS ENVIRONHENT FOR AUTOMATION
HHS-12
N{}}-PAPER OUT!!}{ENT STURAGE AND RETRIEWAL
IHS-13
TELECDHMUNICATIONS
IHS-14
TAX PROCESSING SYSTEM REDESIGN (TPSR)
SHARE IRS EXPERIENCE WITH PLANHINE PROCESS WITH OTHERS
SHARE IRS EXPERIENCE WITH 50FTWARE PRODUCTIVITY TUUL5 HITH OTHER5,
SHARE IRS EXPERIENCE WITH [THERS
SHARE IRS EXPERIENCES WITH OTHERS,
SHARE IRS EXPERIENCES WITH OTHER5,
SHARE IRS EXPERIENCE WITH []THERS,
SHARE IRS EXPERIENCE WITH [THER5,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date – Hed Mar 27 1985
ACTIVITY; 5C - CDDRDINATE CONTACTS WITH OTHER US COVERNMENT
IMPACT
MINUR
MINQR
MINUR
HINQR
#INQR
MI}{ſ}K
MINUR
MINDR
HINUR
#INDR
MINDF:
HINUR
IMPACT FOR EACH ACTIVITY
iAX ADMINISTRATION ADVISORY SERVICES DIVISION
AGENCIES AND FOREIGN OFFICIALS,
INITIATIVE
ERR-()?
ANTICIPATION OF FUTURE CHANGES IN WORK - WORKFORCE
TRENDS AND LEGISLATION
IMS-03
CLARIFY RESEARCH AND DEVELOPMENT ORGANIZATIONAL
RESPONSIBILITIES
IMS-04
ESTABLISH AN INFORMATION SYSTEMS FLANNING FRUCESS
IMS-05
SOFTWARE PRODUCTIVITY
IHS-07
FORMALIZE PROCESSES FUR DEALING WITH HUMAN
RESOURCES IMPACTS
IMS-10
ESTABLISH EXFECTATIONS ENVIRONMENT FOR AUTOMATION
IñS-12
NON-PAPER DOCUMENT STURACE AND RETRIEWAL
IMS-13
TELECOMMUNICATIONS
I}{3-14
TAX PROCESSING SYSTEM REDESIGN (TPSR)
SVſ.-08
PljRSUE CDUFERATIVE EFFORTS WITH STATES TU ENHANCE
TAX ADMINISTRATION
SVC-14
ENC[]||RAGE STATE LEGISLATION TO ENHANCE FEDERAL TAX
HDMINISTRATION
SVC-15
USING INFORMATION FROM FEDERAL AGENCIES TD ENHANCE
THX ADMINISTRATIOH
EMPHASIS; [RG
NATURE OF IMPACT
N,0, INFUT TO THE SCAN WILL BE NEEDEI),
SHARE INFORMATION PROCESSING TECHNOLOGY RESEARCH WITH UTHERS,
SHARE IRS EXPERIENCE WITH FLANNING PROCESS WITH OTHERS,
SHARE IRS EXPERIENCE WITH SOFTWARE PRODUCTIVITY TUULS WITH OTHERS,
SHARE IRS EXPERIENCE WITH OTHERS,
SHARE IRS EXPERIENCES WITH [THERS,
COURDINATE SPECIFICATIONS FOR TRANSFER OF ELECTRONIC MEDIA,
SHARE EXPERIENCE WITH [THER5,
SHARE IRS EXPERIENCE WITH JTHERS,
CONDUCT A SURVEY OF ALL DISTRICTS AND SERVICE CENTERS, REQUESTING IN-
F[]RMATIGN UN WHICH STATES AND/OR MUNICIFALITIES HAVE LAWS REQUIRING
TAX COMPLIANCE BEFORE ISSUANCE OR RENEHAL OF LICENSES,
DEVELOP CUNTACTS WITH STATE []RGANIZATIONS TU IMFLEMENT,
IDENTIFY FEDERAL AGENCIES AND ORGANIZATIONAL UNITS THAT CONDUCT FIN-
ANCIAL INVESTIGATIONS OR GATHER FINANCIAL OATA WHICH HAY BE TAX
INFORMATION OF A SIGNIFICANT NATURE,
URGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date – Hed Mar 27 1985
IHFACT FUR EACH ACTIVITY
TAX ADMINISTRATION ADVISORY SERVICES DIVISION
ACTIVITY; 5) - CUDRDINATE TEMPURARY ASSIGNMENTS WITH STATE AND EMPHASIS; IND
Łſ!CAL CUVERNMENTS,
I#FACT INITIATIVE ##TURE OF IMFACT
#A0R ERR-15 A PUTENTIALLY HAJOR SOURCE [ F ADVANCEO TRAINING AND EXPOSURE TU NEW
CUNTINUING PROFESSIONAL EDUCATION FDR HANAGERS IDEAS COULD CGHE FRUM A DRAHATIC INCREASE IN THE TEHPURARY ASSICNHENT
[F IRS MANAGERS TO STATE AND LOCAL CUVERNMENT AGENCIES ON A SHORT AND
LÜNG TERM BASIS,
HINUR ERR-12 THE SERVICE HIGHT BENEFIT FRUM AM INTERCHANCE WITH (THER GOVERNMENT
CULLEGE RELATIONS LEVELS IN TERMS QF LEARNING THEIR APFRUACHES AND TECHNIQUES FOR
RECRUITING FROM COLLEGES AND UNIVERSITIES,
MINUR SVC-08 RECONVENE THE FEDERAL/STATE EXECUTIVE COMMITTEE, DRAFT A STATEMENT
PURSUE COUPERATIVE EFFURTS WITH STATES TO ENHANCE OF GOALS AND ACHIEVEMENTS [F IRS DISTRICTS AND SERVICE CENTERS WI5-A-
TAX ADMINISTRATION WI5 UTHER INSTITUTID#5; IN AND []]T GF GūVERNMENT,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT
Report Date - Red Hat 27 1985
ACTIVITY; 6A - DEVELOP AND ADMINISTER AN EXAMINATION THROUGH
WHICH INDIVIDUALS (UALIFY FOR ENROLLMENT TO
I#FACT
HAJOR
MINUR
MINUR
MINQR
MINOR
HIHDR
MINUR
MINUR
MINUR
IMPACT FOR EACH ACTIVITY
OFFICE OF THE DIRECTOR OF PRACTICE
FRACTICE BEFORE THE IR5,
INITIATIVE
ERR-10
ANTICIPATION OF FUTURE CHANGES IN WORK -
TECHNOLOGICAL DISPLACEMENT (AND OTHER CHANGE5)
ERR-04
TREATHENT OF ALL EHFLOYEES - RULES OF CONDUCT
IHS-01
ESTABLISH DATA HANAGEMENT ENVIRONMENT TO 5UPF0RT
MANAGEMENT INFORMATION SYSTEMS (MIS)
I}{3–04
ESTABLISH AN INFORMATION SYSTEMS PLANNING PROCES5
I#3–05
SOFTWARE FRODUCTIVITY
IMS-07
FORMALIZE PROCESSES FOR DEALING WITH HUMAN
RESOURCES IMPACTS
I}{5-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IHS-12
NDN-PAPER OUDUMENT STURAGE AND RETRIEWAL
IMS-14
TAX PROCESSING SYSTEH REDESIGH (TPSR)
EMFHASIS; ORG
NATURE OF IMPACT
THE ENROLLHENT PROCESS MIGHT WELL BE THE SUBJECT OF HAJOR TECHNOLOG-
ICAL ADVANCES SUCH AS ENVISIONED EY THIS INITIATIVE, THEREFORE, THE
PROGRAM HANACERS IN THIS AREA NEED TO BE CONSIDERING THIS AND PLANNING
FOR II AS APPROPRIATE,
DEVELOP PROCEDURES THROUGH WHICH IRS EMPLOYEES COULD QUALIFY FOR
ENRULLMENT TO PRACTICE BEFORE THE SERVICE,
|ASSURE THAT AllTUHATED DATA BASES FOLLOW DATA HANAGEMENT AND HANAGEMENT
INFORMATION STANDARDS,
IHFACT GF FLANNINE PROCESS ITSELF AND ALSD [F ENVIRONMENTAL 5DAN
INFORMATIGN, TAKE INTO CONSIDERATION THE EFFECTS [F ELECTRONIC
FILINE OF RETURNS WHEN QUALIFYINE PEOPLE TO PRACTICE BEFORE THE IRS,
USE SOFTWARE PRODUCITIVITY TUULS IN DEVELOFHENT AND USAGE OF
DATA BASE5,
USE ASSISTANCE OF HUMAN RESOURCES TECHNOLOGY GROUP AND AL50
TRAINING DIVISION IN PREPARATION AND ADMINISTRATION OF EXAM,
DEPENDING ON EVENTUAL ORGANIZATIONAL CHANGES, MAY HAVE TO LOOK OUTSIDE
OF HUMAN RESOURCES ORGANIZATION FOR MINI-CDMPUTER SUPPORT,
EXPLORE LEGAL AND TECHNICAL IHFLICATIONS OF STURING ENROLLHENT
HISTORICAL INFORMATION IN NON-DOCUMENT FURä,
ASSESS IMPACT OF TFSR (TSR) GN FUTURE QUALIFICATIONS REQUIRED FOR
PEOPLE WHD PRACTICE RERFORE THE IRS,
DRGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date – Hed Mar 27 1985
IMPACT FOR EACH ACTIVITY
OFFICE OF THE DIRECTOR OF PRACTICE
ACTIVITY; 68 - ADMINISTER THE ENROLLMENT APPLICATION PROCESS AND EMPHASIS; ORG
IHFACT
MAJOR
MINUR
HINUR
HINUR
HINQR
HINOR
DETERMINE SUITABILITY FOR ENROLLMENT,
INITIATIVE
ERR-11
RECRUITMENT PLANNING
ERR-04
TREATMENT OF ALL EMPLOYEES - RijLES OF CONDUCT
ERR-12
COLLEGE RELATIONS
IHS-01
ESTABLISH DATA MANAGEMENT ENVIRONMENT TO SUPPORT
MANAGEMENT INFORMATION SYSTEMS (HIS)
IMS-08
USER GUIDANCE FOR SYSTEMS DEVELOPMENT
IMS-12
NDN-PAPER DOCUMENT STORACE AND RETRIEWAL
NATURE OF IMPACT
AN DUTREACH PROGRAM CUULD BE INITIATED TO COLLEGE5; AS FART OF THE
RECRUITHENT PROCESS, WHICH ALERT STUDENTS ABOUT THE EXISTENCE OF THE
ENROLLED AGENT PROGRAM AND ITS POSSIBLE INTEREST TO THEM,
DEVELOF PRUCEDURES THROUGH WHICH IRS EMPLOYEES COULD QUALIFY FOR
ENROLLMENT TO FRACTICE BEFORE THE SERVICE,
THE SERVICE COULD PURSUE A MORE AGGRESSIVE POSTURE IN ALERTING COLLEGE
STUDENTS WHO HAY HAVE A FUTURE INTEREST IN TAX HORK OF THE ENROLLED
ACENT PROGRAM AS A PART OF ITS CUNTACT HORK WITH STUDENTS WHD ARE
BEING RECRUITED,
ASSURE THAT AllT0}{ATED DATA BASES FOLLOW DATA MANAGEMENT AND HANAGEMENT
INFORMATION STANDARDS,
DEPENDING ON EVENTUAL DRGANIZATIONAL CHANGES, MAY HAVE TO LOOK []UTSIDE
DF HUMAN RE50URCES ORGANIZATION FOR MINI-COMPUTER SUPPORT,
EXPLORE LEGAL AND TECHNICAL IMFLICATIONS OF STORINE ENROLLHENT
HISTORICAL INFORMATION IN NDN-000UMENT FURM,
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date - Wed Mar 27 1985
IMPACT FOR EACH ACTIVITY
OFFICE OF THE DIRECTOR OF PRACTICE
ACTIVITY: 60 — TAKE DISCIPLINARY ACTIONS AGAINST THOSE WHO ARUSE EHPHASIS; IND
THE RIGHT TO FRACTICE BEFORE THE IRS,
IMPACT INITIATIVE NATURE OF IMPACT
MINUR IMS-01 ASSURE THAT AllT0}{ATED DATA BASES FOLLOW DATA MANAGEMENT AND HANAGEMENT
ESTABLISH DATA HANAGEMENT ENVIRONMENT TO SUPPORT INFORMATION STANDARDS,
MANAGEMENT INFORMATION SYSTEMS (MIS)
ORGANIZATIONAL EFFECTIVENESS TASK FORCE STRATEGIC INITIATIVE REPORT Report Date – Hed Mar 27 1985
IMPACT FOR EACH ACTIVITY
OFFICE OF THE DIRECTOR OF PRACTICE
ACTIVITY; 5) - CUDROINATE THE ENROLLED ACTUARY PROGRAM, EMPHASIS; IND
IMPACT INITIATIVE NATURE OF IMPACT
HINUR IHS-01 ASSURE THAT AUTOMATED DATA BASES FULLOW DATA MANAGEMENT AND MANAGEHENT
ESTABLISH DATA ####CEMENT ENVIRONMENT TO SUFPORT INFORMATION STANDARDS,
MANAGEMENT INFORMATION SYSTEMS (MIS)
ORGANIZATIONAL EFFECTIVENESS STUDY
SUB-GROUP IV
CORPORATE AND PUBLIC ORGANIZATIONS REVIEW
Sub-Group IV Report
Corporate and Public Organizations Review
After developing a list of questions to serve as a "point of departure"
for interviews, the sub-group assigned this task of reviewing outside
organizations approached the project in two ways:
1. Visited New York metropolitan area and conducted interviews with
corporate Human Resources officials at Exxon, J. C. Penney, Bristol Myers,
and General Electric.
2. Conducted interviews with IRS officials who had recently visited
two public sector organizations. Organizations covered in this
way were GAO and FAA.
General Findings
Based on the different missions and cultures of each of these organizations
varying structures existed but there were some general trends in most
organizations that are worth noting:
1. Increasing integration of Human Resources services.
2. More linkages between operating officials and Human Resources
function.
3. Movement in some organizations toward decentralization of Human
Resources support.
4. More pro-active role on the part of Human Resources in serving
more advocacy role.
5. Use of Matrix (line/staff) to solve Human Resources problems and
design new programs .
Exxon Specifics
(See organization charts, Attachment 1) - interviewed Woody Malone, Manager,
Planning and Development.
1. Two decentralized Product Divisions assigned responsibility for
developing "upstream" and "downstream" technical training programs.
2. Most other Human Resources Program decisions reached through
Matrix committees comprised of representatives of subordinate product divisions.
3. Human Resources at corporate headquarters lean.
4. Recruits for best college graduates but expects to lose 50% in first year.
5. Uses force ranking system for manager and executive evaluations.
6. Bonus, evaluations and objective setting separate processes and
occur at different times.
J. C. Penney Specifics
(See organization charts, Attachment 2) - Interviewed Gary Davis,
Assistant Personnel Director.
1. Very centralized policy development for Human Resources function.
2. Every manager and employee called "Associate" to denote collegial
relationship needed to accomplish mission.
3. Headquarters develops programs - Richly staffed with numbers and
talent.
4. Has regional design structure similar to IRS organization.
Bristol-Myers Specifics
(See organization chart, Attachment 3) - Interviewed Richard Praz,
Corporate Director of Personnel.
1. Human Resources largely decentralized.
2. Twelve divisions - all different product lines -- self contained
organizations •
3. Small headquarters staff - set policy and organize programs.
4. Decentralize technical training and development function.
5. Annual field evaluations conducted by headquarters.
6. Marketing highly centralized.
7. In tegrated Human Resources function - C1 ient centered.
8. Executive training centralized.
General Electric Specifics
(No organization chart available) - Interviewed Robert C. Mark,
Manager Personnel Relations.
8.
Union relations centralized - apart from Human Resources.
Management and Executive Training centralized.
Other Human Resources Training decentralized.
Technical Training decentralized.
Belief - Good leadership equals increase in profit and productivity.
Use participative management, e.g., quality circles, etc.
Corporate coordination of verbal and written communications.
Promote high "Espirit de Corp" with annual employee meeting,
task forces, etc.
9.
Use "peers" to handle employee grievances – idea developed by
field organization.
10.
11.
Good horizontal communications systems.
Select managers through assessment center process.
Public Sector Review
See Attachments 4 and 5 for details concerning Human Resources functions
at GAO and FAA respectively.
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Hosponsible for
Worldwide chemical
usinesses. Organized by
uch product lines as
gricúltural chomicals,
lastics, solvonts, oſolins,
lastomers, and
poclaſtlos, Oporatos
wrough regional aiſlliates
headquartered in
louston, Brussols and
ong Kong. Has its own
echnology department.
|leadquarters: Darien,
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International wholesaler of
crudo oil and potroloum
products. Coordinatos
international crude and
product Supply and
marine transportation
arrangomonts. Provides
technical assistance to
aſſiſſates on airport and
maring Installations.
Coordinatos tanker
design, construction,
operation and
mainlenance. Employees
are located in New York
City and Fiorham Park,
N.J.
Headquarters: New York
Responsible for non-
hydrocarbon minerals
Interests throughout the
world (oxcept in Canada).
Coordinates some coal
and synthotic ſuols -
resource projects that are
boing developed by other
Exxon aſſillales.
EXXON CORPORATION
OPERATING COMPANIES & REGIONS
Devolops and
coordinates certaln non-
petroloum energy
businesses and new
business ventures outside
the fossil fuel, chemicals
and minorals industries,
Major units include Exxon
Nuclear, Exxon Office
Systems, and Gilbert and
Barker. Headquarters: .
, New York City.
Looks ſor oil and gas in
areas of the world not
covered by existing
producing affiliate&,
principally in Africa and
Southeast Asia,
Hoadquarters: Houston,
Exxon Chemical
Exxon International
Exxon Minerals
Exxon Enterprises
Company Company Company
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Esso Eastern Inc.
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Porforms research,
development, and
engineering studios
relating to the discovery
and production of
potroloum, oil shale and
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worldwide in geology,
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production, pipelining,
offshore operations,
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and synthetic fuels in the
U.S. Includes exploration,
production, rolining,
transportation, marketing
and Supporting services.
Compariſes affiliated with
Exxon USA handle coal,
pipelinos, insurance and
real estate dovelopment.
Headquarters: Houston.
(70 porcont ownership).
Rosponsible for the
ſollowing operations in
Canada: potroleum;
natural gas; minerals;
chemicals and fabricated
products; research and
engineering services.
Headquarters: Toronto.
Coordinatos cortalnoll
and gas interests in Saudi
Arabia, Egypt, Qatar, and
Abu Dhabi. Employees
are mostly local nationals
In other countries.
Headquarters: New York.
Coordinatos oll, gas, and
Coal interests in Australia,
Malaysia, Indonesia,
Pakistan, Thailand,
Singaporo, Hong Kong
and Japan. Employees
are mostly nationals of the
countries in which they
work. Headquarters:
Houston.
Coordinates oil, gas, and
coal interest8 in Austria,
the Benelux countries,
France, Greece, Italy,
Portugal, Finland,
Scandinavla, Spain,
Switzerland, the United
Kingdom, and West
Germany. Also
responsible for Aſrica and
the eastern Mediterranean
area. Headquarters:
London.
Coordinatos oll, gas, and
coal interests in
Argenlina, Aruba, Brazil,
Chile, Colombia,
Venezuela as woll as in
the Carlbbean and -
Central America.
Headquarters: Coral
Gables, Fla.
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Performs oxploratory,
fundmental and applied
research and
development in
petroleum, coal, oll shalo
and other resource areas.
Oſſors complete
engineering services on
procossos, plants and
support equipmont.
Provides research and
technological applications
on processes and
products. Headquarters:
Florham Park, New
Jersey,
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and Engineering
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Dos!gns, Inanuſactures,
markols and sonvices a
broad lino of Industrinſ
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and systerns for
worldwide markets,
Includes eloctrical
motors, drivos, controls;
welghing and control
equipment; mechanical
powor transtnission
equipment;
telecommunication
components and
electrical power
distribution equipment.
Headquarters: Cleveland,
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Corporate Personnel Strategic Objectives
Effective management of human resources is line management's responsibility, and the role of Corporate Personnel is to
support that effort by providing policy, guidance, and direction, and by providing realistic and practical programs and other
\-y
tools.
This means that Corporate Personnel needs to:
Take a strong leadership position in defining the Company's human resources direction.
Encourage a high standard of professionalism in the quality of its associates and their commitment to Company
objectives.
Develop and train qualified associates for personnel responsibilities within operating units throughout the Company.
Understand practical business demands as well as the needs of the total person.
Design programs which are geared towards being administered at the client department level,
Three major strategy objectives for the Corporate Personnel Department are:
To improve the quality of our associates:
Our programs must recognize the needs and accomplish the objective of hiring the right associates for our changing
business needs. Furthermore, through training and development, being clear about the type of performance we expect
and by providing continuous feedback, we can improve the quality of our current associates. We must encourage the use
of developmental experiences and expose these associates to the right leadership qualities. This is especially important
in the management area where we must concentrate on developing highly qualified future executives.
• The nature and organization of work:
We must strive to organize and communicate work responsibilities in a manner which stimulates challenge, growth,
creativity and productivity. We will need to organize work across departments in ways which encourage teamwork and
information exchange. By increasing the compatibility between personal needs on the job and corporate goals of the
Company through career planning we can develop a better motivated work force.
Motivation and reward:
We must design and foster the use of reward systems that encourage innovation and high achievement in support of
profitable Company growth. These reward systems should also recognize managers who develop associates and who
attain business objectives. They should also recognize our different businesses and the changing attitudes and values of
Our associates.

\ 7
Organization Chart
Vice Chairman
R.B. Gill
Director of
Corporate
Personnel
Director of
Public Affairs
and Company
Communications
R.T. Erickson
W.R. Johnson
Vice Chairman
Director of Chief
Government Financial
Relations Officer
G.M. Stone R.E. Northam
Director of
Treasurer Controller Corporate
Taxes
P.F. Hubbard R.O. Amick J.P. Bryant
V-7
Personnel
~ T - - - - - - -
Organization Chart Corporate
Director of
Corporate
Personnel
R.T. Erickson
Manager of Manager of
Personnel Personnel
Z Relations Research
(#) (o)
D. Rose G.G. Kaufman
ASSiStant Manager of ASSiStant
Director of JCPenney Stores Director of
Corporate Personnel Corporate
(go) Personne; Coordination (go Personnel
J.F. Hundley G. L. Shores Grººkerrisºns
G © T}}} tº ſ 5

w TUTT-Assistant Luºyctor or -
Organization Chart
Assistant
Director of
Corporate
Personnel
J.F. Hundley
Corporate Personnel

Manager of
Compensation
D.M. Finn
Manager of
Benefits
J. Messinger
Manager of
Personnel
Services and
Selection
M. Beatty
Manager of
Personnel
Systems
G.A. Stack
*
Compensation
-9-

Organization Chart
Manager of
Compensation
D.M. Finn
Retail
Compensation
Manager
J. Brainerd
General Management
Compensation
Manager
D. i-enz
Compensation
Planning
Manager
Senior
Project
Manager
T. Cierkin
V 7 \ 7 V 7
Organization Chart Benefits
Manager
Of
Benefits
R. T. Messinger
Benefits Benefits Benefits
Development Administration Operations
Manager Manager Manager
J. Martingale R. Zaletsky A. Dennigan
-1 1-

~w - w w
—l
Organization Chart Personnel Services
and Selection
Manager of
Personnel
Services and
Selection
M.C. Beatty
Selection and Personnel
Placement Services º: º:
_* Manager Manager pecialis pe
P.S. Small S. Bryant K.G. Firstenberg T.J. Straw
-i 3-

Personnel Systems
- 15-

Organization Chart
Manager of
Personnel
Systems
G. A. Stack
Project
Manager
A. E. Saggese
Project
Manager
K. N. Swenson
Assistant tº ſector of
Corporate Personnel
Organization Chart
ASSiStant
Direct Or Of
Corporate
Person ſhel
G__:
Corporate - Performance
Medical Management
Systems Manager
Manager of
Training and Manager of
Organization
Development e * -
Programs Planning and Studies Director
W.N. Yeomans J. L. Stahler D. Gluck M. LeVitt
—t 7-

V 7 W 7 - V 7
Training and Development
Organization Chart Programs
(25)
Manager of
Training and
Development Programs
W.N. Yeomans
Retail Training Training Programs General Management
and Development Marketing Manager Training and
Manager Development Manager
J. Healey A. Wallace B.A. Catanzaro
-19-

Organization Planning

Organization Chart and Studies
Manager of
Organization Planning
and Studies
J.L. Stahler
Retai - * * General Management Management Human Resource
etail organization Organization Planning Studies Planning
Planning Manager Manager Manager Manager
D.G. Patchin H. Kimpel R. MacClay R. Palombo
–21–
Medical Director
–23–

Organization Chart
Corporate
Medical
Director
|D. Gluck
Medical
Director
NYO Facility
A. C. Mattern
Special
Health
Services
Manager
W. T. Husbands, Jr.
- 25 -
Mission on Statement
Performance
Management
Systems
Manager
M. G. Levitt
Personnel
Specialist
G. C. Pitts
Personnel
Analyst
R. Neufeld
Systems

V 7
–27-
Personnel Relations

Organization Chart
Manager Of
Personnel
Relations
D. M. Rose
Equal
Opportunity
Relations
Manager
W. R. Woliett
Associate
Relations
Manager
Personnel Research
- 29 -
Personnel
Research
Consultant
M. J. Kurman

\ 7
Organization Chart
Manager of
Personnel
Research
G. G. Kaufman
Personnel
Research
Consultant
J. W. Daum
Personne;
Research
Consultant
Personnel
Research
Consultant
M. A. Cayer
Attachment 3
; 3) B C)
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fºr Pºzo.
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Sioſity-dºlºſºp JYM RADZEWICZ
Manager Manager
Compensation & Benefits Pers. Admin.
D. Kuhn
Spvr. Comp Services
J. Fischer
~ Spvr. Employee Health
D. Miller. e ©
- Comp. & Benefits Admin.
J. Thebado
T Spvr. Group Insurance
L. Y. Pan
Spvr. Personnel Systems
CLIENTS
• Finance
• College
Recruiting
Compensation
Benefits
Records
Medical
Admin. Activities
• Systems
Coordinate "345" salary ranges
Job evaluation
HMB/Svc. Award/Monarch Crown Bonus
Salary Admin. , Perf. Appraisal
Nonthly reports, Verification of
employment
Reference checks, Right-to-Privacy,
B-M Benefits, Workers Comp. , State
Disability, OSHA Reporting (Staff),
Unemployment Claims,
Reporting: CEIS, HRPS, SAVING FUND
SYSTEM, PERSONNEL/PAYROLL
SYSTEM, EMPLOYEE PROFILES
Blood Drive, Pre-employment physicals,
Periodic Medical Exams, Health
Education & Counseling, Cardio-
Fitness Programs, Monitoring of
Payroll Check Printing, Check
Stuffing & Distribution
Service Recognition Letters (Corp.),
Wage & Salary Surveys
:
DIANA WINSTON
Pers. Admine
RICHARD P. PRAZ
Corp. Dir. of Pers.
|
AL, JOHNSON
Manager
Pers. Admine
Manager
CLIENTS CLIENTS
• Distribution • Legal
• Mktg. Svos. 6- . T. E. D.
• Plng./Develop. --> . Washington
• Aviation • Corp. Affairs
• Monarch Crown
: ...”., am. tº sessºrses
• Special Prijts.
• Safety Committee
e EEO
SANDRA HOLLERAN
—l
a ſlº C. G. K. low. &nd. 2.0erek
...ºf PnP Y. ww. Mar, Tºº
| J. Aquino,Sr. T=3 M6
Empiryas-REFätröTERSEEEFäffst
Devel.
S. Crowley
i Spvr. Pers. Sves.

L ? Chri sº tar,
CLIENTS
Non-exempt Employ. Svos. (345)
Recruiting (345)
Internal Posting & Bidding
Non-exempt Counseling (345)
Green Book
Temporary Help
Employee Referral
Orientation
Contingency Plans - Strike
Science & Tech. & R&D
Receptionists (345)
Employ. Recreation (345)
Tuition Aid
Matching Gift (Corp.)
Nat" l. Merit Scholar. (Corp.)
Savings Bond Drive
Pre-Retirement Seminars
Quarter Century Club
Service Recognition
Lighthouse Sale
tº S
Chtº a (ure
Attachment #
General Accounting Office
Organization Visited : Office of Organization and Human Development
Director, Tom Franklin
Larry Hillman, Consultant to the Director
GAO has 5,000 employees. Approximately 2,700 are located in
Washington with the remaining number located in 15 regional offices and
3 offices out side of the U.S.
At the Compt roller General level, there is a director and deputy
director for Human Resources Management. Under the director are two
offices: Office of Organization and Human Development and the Office of
Personnel. This structure has been in operation approximately 4 years.
The Office of Organization and Human Development contains 70
employees (60 professional, 1 0 support), and consists of four branches
(see attached organization chart).
- The Training Branch develops and conducts technical train -
ing. Their training is centralized for the most part. A training
center is located at headquarters. Regions do a limited amount of
training. This office numbers approximately 28. It includes education
specialists, evaluators and support personnel. Evaluators are line
people responsible for content of programs.
- The Management Development and Assistance Branch handles
managerial training. Technical and managerial training were separated
to allow emphasis on both a reas. It was felt that when combining the
two areas, one gets overlooked (technical training) and they did
not want that to occur. In addition, they had just formed an Executive
Resources Board and that group was displeased with the calibur of Grade
15 s coming into the executive ranks and they wanted emphasis placed
in this area.
The Management Assistance portion includes a small OED group
who provides assistance to all managers in personal relations, personal
dynamics, communications, etc.
- The Counseling and Career Development Branch offers
assistance to all employees re: financial planning, health and wellness
programs, etc. This Branch consists of 10 people, including licensed
psychologists. When first established, the Branch had to overcome the
stigma that they were there to help those with alcohol problems, etc.
- The Organizational Analysis and Planning Branch collects
data, analyzes it and feed s the in formation into other a reas. One of
the problems they are currently dealing with is the glut of Grade 12" s
they are experiencing.
When new managers come into the organization, a transition
meeting occurs with the former manager and the new manager. The Organiz-
at ion Analysis and Planning Branch takes a snapshot of the organization
the new manager will be managing and its condition. This in formation is
fed to the managers in the organization, top level management and the new
manager. They feel that management transition is a big issue. Management
transition meetings allow top level management the opportunity to make
decisions as to the direction of the organization and to set-up a con -
tract with the new manager who at that time has no wested interest in the
organization •
- The Out placement Staff consists of 1 person who out places
people in positions Grade 14 and below. The recruiting program is very
strict and the people who end up being out placed are ususally those not
satisfied with the type of work GAO does. The Out placement Staff
performs this function for all of GAO including field offices. The
Out placement Staff reports to the director, but is not included in his
00HD staffing.
The Director, 00HD was a former auditor who moved into the
field of organizational development/HR development approximately 11
years ago. The Director is responsible for business external to the
organization and the Deputy Director for internal business.
All Branches are headed by Grade 15 s with PHD’s in their
specialty area. The Deputy Director has a PHD also. The people hired
for all Branches of OOHD were hired from out side the GAO
organization. They have an active intern program and recruit from
universities and colleges.
Positions within the Office of Personnel were filled with employees
within the organization .
OOHD feels strongly that the OD activities, planning
activities, etc. should be separate from the traditional personnel
organization. The types of skills needed for the organizations are
different and they maintain that operational people cannot think like
OD/planning types. It is extremely rare that people move from one
office to another. They did not appear to encourage it .
OOHD communicates through an in formation system that integrates all
functions. They did not offer much detail in this area but stated that
data gathered and analyzed by the Organiation and Planning Branch is fed
through the in formation system to the other organizations. Within their
own office, they hold program review meetings twice weekly with published
agenda .
The 00HD Office does not have regional counterparts. They
have a training coordinator who monitors development of the staff in
regional offices. The coordinator is an evaluator and not an HR
person. 00HD is currently looking at developing a skilled HR person in
each region .
With the establishment of 00HD, there was open hostility to
overcome with other functions due to the thought that the functions
should be combined . Some of this still exists.
00HD uses the Assessment Center technique not for selection
of personnel (too threatening) but to identify a reas of competency in
which the person is not particularly strong. Originally this technique
was used for selection of SES candidates. It now includes grade 13
and 14 s.
November 16, 1981 Ol 30. . 37
Appendix l
APPENDIX | . )2CANIZATION CHART
OFF l CE OF ORGAN! ZATION AND HUMAN DEVELOPMENT
D I RECTOR
OUTPUACEMENT
STAFF
SPECIAL
ASSISTANT
DEPUTY DIRECTOR
& F. ( … • 2. º.º. sº. º.º.º.
º º - º -- ºf º, º
§§§
AND
* Art Assistance BRANCH* * DEVELOPMENT BRANCH










Attachment 5
Federal Aviation Agency
Howard Richard son from FAA met with the task group and provided
in formation about a recent reorganization at that agency. FAA has 47, 000
employees, 9 regional offices, an R&D Center in Atlantic City, and a
support center in Oklahoma City which includes the FAA Academy for
technical training, and the management training center. There are many
posts of duty. The Air Traffic Control Center environment is similar to
our service centers, with shift work. The mission of FAA is both opera-
tional and regulatory. It is to maintain the safety of the airways and
promote aviation.
In 1969, the air traffic controllers staged a sick out which was
due to in human e working environment and lack of up to date technology.
The sick out showed that while the agency was very good at planning,
it nad no concern for people. In 1970, an Associate Administrator
for Man power was established and the agency became concerned with
integrating human resources planning with technical planning. With
an in creased concern for communication s, an employee communications
office was established and efforts were directed at improving personnel
administ ration.
In addition to Personnel, Training, and the communications
organization, the Associate Administrator was also responsible for a
Special Staff which was to integrate human resources processes into
the planning process. This was unsuccessful, due to a change in
administrators and a general un readiness of the organization.
Lessons that were learned from the reorganization included :
o Without a counterpart in the field activities, the employee
communications function could not work.
o The Special Staff was not permitted to intervene.
After the 1981 strike, the Administ rat or set up a group of indus-
trial and academic representatives to review the problems. This group
basically had the same findings as after the 1971 strike - a need for
increased concern about people, poor communications, and overemphasis
on production. Much political pressure to rehire the controllers ex-
isted .
At a large cost, a human relations program was established . The
Administrator’s management team conducted a retreat, and decided that
the organization needed a philosophy, which resulted in a brochure "One
FAA - A Vision of Excellence". Because there was no employee
participation in the development of the philosophy, it was not well
received .
Last July, the agency decided to reorient to a human resources
management concept. A regional director was brought in to lead the
effort . The organization consisted of a small labor relations office,
and a larger personnel and training office, which also included the
operating office for the headquarters function.
A group of employee volunteers was chartered to set up a Human
Resources Management organization in the headquarters office. Managers
had little in put . The resultant organization is attached.
- The Office of Human Resource Planning and Evaluation
includes the function of integrating human resources planning into the
technical planning process, and also has an Information Division which is
responsible for workforce modeling, the personnel-training management
in formation system, and responsibility for improving that data base.
– The Office of Personnel and Technical Training is re-
sponsible for the usual maintenance functions.
- The Office of Organizational Effectiveness is responsible
for management development, all appraisal functions, organization
development, overseeing the field OD specialists, follow-up on
attitude surveys, etc.
– The Office of Labor and Employee Relation s is trying to
project a more positive employee relations image, and assumed
responsibilities for safety and benefits from the employment function .
– The HR Management Division is the operating office for
the headquarters.
The Office Directors are SES individuals, Division Directors are
GS-15 s, and there are some non-supervisory GS-147 s (mainly to accomodate
former supervisors). The base grade is GS-13 for the staff
organization S.
The size of the Human Resources organization staff is 160 in
head quarters, 750 in Oklahoma City, and regions vary in size from
14 - 50. Most regions are trying to change their structure along
headquarters 1 in es. FAA hopes to have a standardized approach to the
work, while giving the field the flexibility in organization .
Standardization to FAA means achieving the same result, the methods
to achieve it do not have to be the same.
FAA has delegated classification authority to the field through
the grade 15 level. The agency philosophy permits differences among
regions and most regions have different merit promotion systems.
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AND ASSOCIATED ACTIVITIES
1 - INFORMATION
Operational For e casting &
Information —) Projection
| |
2. PLANNING & EVALUATION
| |
:
-> 5.
3. .*.*.*.
Market Product Line -kº Sales
Informa- Planning,
tion Design, &
Testing
St and ards HR Org. & IRS Org. & Long-Range /
Development Products Mgm t . Systems Strategic
* †† A A #*#
| | ||
- –– Tºrr. r--------- |
Gover NMENT LIAISON <!-
4. PRODUCTION
Product Product Delivery /
Design Development/ Product
Production/ Support &
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