The Partnership for Public Service and the IBM Center for The Business of Government released “From Data to Decisions II: Building an Analytics Culture.” A panel discusses using analytics to measure and improve performances and examines what it really takes to build analytics into an agency’s decision-making processes and culture.
What are the key challenges federal human capital leaders face today? Are budget constraints likely to prompt workforce reductions? How are chief human capital officers (CHCOs) responding to the changes impacting their organization? What grade would agency human capital leaders give their agencies on hiring reform? These are just a few of the topics covered in the latest survey of CHCOs by the Partnership for Public Service and Grant Thornton LLP.
The new report, “Bracing for Change: Chief Human Capital Officers Rethink Business as Usual” is the fourth in a series of similar reports and offers recommendations for how federal human capital leaders and their agencies can navigate challenges and changes in this crucial time of transition.
What are the key challenges federal human capital leaders face today? Are budget constraints likely to prompt workforce reductions? How are chief human capital officers (CHCOs) responding to the changes impacting their organization? What grade would agency human capital leaders give their agencies on hiring reform? These are just a few of the topics covered in the latest survey of CHCOs by the Partnership for Public Service and Grant Thornton LLP.
The new report, “Bracing for Change: Chief Human Capital Officers Rethink Business as Usual” is the fourth in a series of similar reports and offers recommendations for how federal human capital leaders and their agencies can navigate challenges and changes in this crucial time of transition.
The Partnership for Public Service, in collaboration with IBM’s Public Sector Business Analytics & Optimization practice, set out to study federal agencies’ use of analytics and how it helped them achieve better program results. We focused on identifying leading practices that illustrate how data informs decisions and drives meaningful and positive program changes. In particular, we were interested to know how employing good data led to changes in how agencies think about their programs and how it led to programmatic insights that influenced their decisions.
In addition, we learned that data is only the starting point. The data needed to be analyzed, turned into information and made accessible to staff and executives, and the data also needed to meet varying needs and be understandable to different audiences. The value of the data came from the stories it told. Agencies also had to develop meaningful performance measures to assess progress on how far they were in achieving their program goals. We found that those measures changed over time and it was important that they stay meaningful and reliable and are tied to results.
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