ATTACHMENT 0001 - Appendix A Requirements Checklist - Amd 2.xlsx
XLSX spreadsheet 57 KB Posted
- Attached to
- Federal Human Resources Information Technology (HRIT) Modernization Federal contract opportunity
- Solicitation number
- 24322626R0007
- Issued by
- Office of Personnel Management
About this file
This file is an Appendix A Requirements Checklist for the Federal Human Resources Information Technology (HRIT) Modernization project, detailing extensive functional requirements across multiple HR domains. The comprehensive document outlines 244 specific requirements spanning core HCM administration, position management, employee engagement, talent acquisition, talent development, performance management, compensation and benefits, human capital analytics, personnel action processing, and system integration capabilities. Key functional areas include implementing a FedRAMP Moderate certified platform with Single Sign-On, automated user provisioning, multi-tenancy support, role-based access controls, comprehensive learning management system features, performance evaluation integration, time and attendance management, payroll processing, and advanced reporting and analytics capabilities.
The requirements emphasize robust integration with federal systems like USA Staffing, USA Performance, eOPF, Employee Express, and myPay, with specific technical specifications for data exchange, user authentication, and compliance with federal regulations. Critical technical standards include Section 508 compliance, SCIM protocol support, secure multi-tenancy, comprehensive workflow management, mobile compatibility, advanced notification systems, and the ability to support various federal employment schedules and appointment types. The platform must provide sophisticated capabilities such as workforce planning, succession management, talent development tracking, automated personnel action processing, and comprehensive human capital data reporting aligned with OPM's Human Capital Information Model.
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Other files for this federal contract opportunity
| File | Type | Posted |
|---|---|---|
| Solicitation 24322626R0007 Amd 4 - Federal HRIT Modernization.pdf | ||
| Questions and Answers 2 - Solicitation No 24322626R0007.pdf | ||
| Solicitation 24322626R0007 Amd 3 - Federal HRIT Modernization.pdf | ||
| Solicitation 24322626R0007 Amd 2 - Federal HRIT Modernization.pdf | ||
| ATTACHMENT 0002 - Pricing Spreadsheet.xlsx | XLSX spreadsheet | |
| Questions and Answers - Solicitation No 24322626R0007.pdf | ||
| 24322626R0007 Amend 1.pdf | ||
| ATTACHMENT 0001 - Appendix A Requirements Checklist - Amd 1.xlsx | XLSX spreadsheet | |
| Solicitation 24322626R0007 - Federal HRIT Modernization.pdf | ||
| ATTACHMENT 0001 - Appendix A Requirements Checklist.xlsx | XLSX spreadsheet |
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Sheet1
| Federal Human Resources Information Technology (HRIT) Modernization Requirements Appendix A | Check Requirements Based on Capability | |||||
| Req # | HCBRM Functional Area | Functional Requirements | Out of the Box | Configuration | Customization | Notes/Context |
| 1 | Core HCM Administration | Deliver and sustain a Federal Risk and Authorization Management Program (FedRAMP) Moderate certified HCM platform. | ||||
| 2 | Core HCM Administration | Platform and platform output shall be Section 508 compliant in compliance with 29 U.S.C. 794d. | ||||
| 3 | Core HCM Administration | Provide a capability that minimizes user re-entry of data that already resides within the platform for all user roles and automatically extract data to support execution of processes and services. | ||||
| 4 | Core HCM Administration | Implement Single Sign-On (SSO) and data pre-fill features to minimize user re-entry of existing data and develop APIs for automated data extraction to support processes and services. | ||||
| 5 | Core HCM Administration | The Contractor shall implement automated user provisioning using the System for Cross-domain Identity Management (SCIM) protocol. This capability must support the secure and scalable onboarding, updating, and deprovisioning of user accounts from the Government’s identity provider (IdP) to the Contractor’s system. The SCIM integration shall: | ||||
| · Support SCIM 2.0 standards for interoperability. | ||||||
| · Automatically create, update, and deactivate user accounts based on identity attributes and group membership. | ||||||
| · Ensure synchronization occurs in near real-time or within a defined SLA (e.g., within 15 minutes of change). | ||||||
| · Include logging and audit capabilities for all provisioning events. | ||||||
| · Comply with applicable federal identity, privacy, and security requirements, including [insert applicable NIST/OMB references, e.g., OMB M-25-21]. | ||||||
| 6 | Core HCM Administration | Support centralized oversight, data sharing, and end-to-end visibility across federal HR processes, consistent with emerging federal shared services and enterprise data strategies. Create a centralized dashboard for the Office of Personnel Management (OPM) with master record capabilities and advanced analytics for comprehensive platform oversight. | ||||
| 7 | Core HCM Administration | Define clear administrative and end user roles with tenant/agency-specific access controls, ensuring users only access relevant data and functionalities. Provide granular access control to limit access based on user roles and responsibilities. | ||||
| 8 | Core HCM Administration | Support secure multi-tenancy to allow for isolated administrative spaces. Allow tenant/agency-specific branding, dashboards, permissions, and reporting. Deliver access to the Core HCM via a role-based landing page. | ||||
| 9 | Core HCM Administration | Ensure OPM has Administrator level access to all parts of the platform and can perform actions in and view and run reports across the tenant(s). | ||||
| 10 | Core HCM Administration | Provide a capability for Power Users to perform workflow management (creation, configuration, and removal) to seamlessly implement Core HCM capabilities across all functional areas. Includes abilities such as collecting user inputs/requests, performing functions, routing, approvals, tracking, auditing, notifications, record updates, setting user notifications, and delivering products/reports. Solution must be able to implement multiple processes to perform the same human capital management function based on defined criteria. The processes must be easily configured and reconfigured to remain consistent with evolving and changing requirements such as changes to guidelines, policies, organizational structure, and business rules. Agentic AI may be considered for this operation. | ||||
| 11 | Core HCM Administration | Provide roll-based access control via approved agency methods. Users can be granted access to any subset of data as defined by their role-based access. The capability will support configuring notifications, actions, alerts, data, analytics, views, and platform permissions for role management. This access should allow functions by roles (e.g. Time Administration, HR functional areas, Administrative Officers), as well as visibility for employee records driven by organization visibility permissions (e.g. granting access to view and report on only one division, several, or agency-wide). | ||||
| 12 | Core HCM Administration | Implement role-based access control (RBAC) that enforces least privilege principles. Users should only have access to data and functions necessary for their roles. Provide dynamic provisioning and deprovisioning of user roles based on employment status, organizational changes, or predefined business rules. | ||||
| 13 | Core HCM Administration | Provide notification capability in near real time to users, managers, organizations, programs, etc. Alerts and notifications can be scheduled based on configurable criteria and targeted users. | ||||
| 14 | Core HCM Administration | Route, review, approve, sign, and store documents (PDFs, forms, memorandums, etc.). | ||||
| 15 | Core HCM Administration | Incorporate mobile experience compatible across a variety of platforms (iOS, Android, etc.). | ||||
| 16 | Core HCM Administration | Enable workflow delegation, allowing users to assign approval authority to proxies for a defined time period. | ||||
| 17 | Core HCM Administration | Allow managers to view and manage their own workflow approval delegations from a centralized dashboard. | ||||
| 18 | Core HCM Administration | Provide mass transaction processing capabilities for actions such as pay increases, reorganizations, and awards. | ||||
| 19 | Core HCM Administration | Maintain audit logs of all access control changes, including who made the change, when, and what was changed. | ||||
| 20 | Core HCM Administration | Log success/failure of system interactions and provide error handling steps accessible to users. | ||||
| 21 | Core HCM Administration | Provide a user homepage with a summary of activities, including announcements, guided self-service, employee/supervisor journeys, and targeted notifications (e.g., relevant vacancies, data validation calls). It should be targetable by user role, affiliate type, and record information. | ||||
| 22 | Core HCM Administration | Provide custom label functionality that allows selected fields in the platform to be relabeled as terms change to be more relevant to end users. | ||||
| 23 | Core HCM Administration | Provide accessible front-end user interface components (navigation links and menus, content display, data entry/retrieval, carousels, tabs, etc.) to manage component logic for User Persona interactions with the system in accordance with agency front-end requirements specifications and Federal 508 compliance standards. | ||||
| 24 | Core HCM Administration | Provide ability to define alternate users to handle approvals during the absence of the primary approver and supervisor. Provide ability to delegate user roles to another user (proxy) and specify a time period for the delegation that allows the delegator and the proxy to perform specified system functions of the delegator during the specified time period. | ||||
| 25 | Core HCM Administration | The contractor shall develop, implement, and maintain all interfaces required to meet the functional requirements of the PWS. | ||||
| 26 | Core HCM Administration | The platform shall include Data Exchange Support: Support APIs, SFTP, and all data exchanges, including integration with tools that support: Identity and Access Management (IAM) systems, Phishing Resistant Multi-Factor Authentication, Single Sign-On, Integration with third-party content providers, Integration with a Learning Record Store, and Integration with course survey tools. | ||||
| 27 | Core HCM Administration | The platform shall include Administrative Features: Bulk user upload, provisioning, and role assignment. Customizable notification and learner communications. Delegated administration for agencies and program offices. Content assignment rules based on organization, job series, location, position, etc. | ||||
| 28 | Core HCM Administration | Configure and maintain functional role-based security profiles to control who (role assigned to a user) can do what (function the role can perform) on which data (set of data users with the role can access when performing the function) and provide account access and privilege consistent with the principle of least privilege, wherein agency-specified users (personae) only receive the minimum levels of access required to perform their job functions. | ||||
| 29 | A1.3 – Position Management | Support workforce planning and staffing activities and tie plans to budget. | ||||
| Ensure the position approval workflow is seamlessly connected with the position fill workflow. | ||||||
| Provide data analysis and reporting capability that enables planners to look at positions and vacancies across the organization. | ||||||
| Identify the funding and approval status of all positions and vacancies. | ||||||
| Unapproved and/or unfunded positions will not be allowed to move into the recruitment phase. | ||||||
| 30 | A1.3 – Position Management | Conduct workforce planning and position management at the individual position level including position attributes for single or range of positions using unique position, and employee, identifiers over multiple years (current year, budget year, and future years). Provide the ability to conduct workforce planning adjusted by role (supervisor, staff director, etc.) and position type. | ||||
| 31 | A1.3 – Position Management | Reflect the current workforce composition and define potential future workforce compositions including knowledge and skills required to accomplish future missions; identify workforce skill gaps; develop plans to address the gaps; and track implementation through completion. | ||||
| 32 | A1.3 – Position Management | Provide the capability to differentiate employee records across multiple functional areas and staffing by a variety of factors (e.g., funding source, position type, funding year). Provide the ability to realign the factors and characteristics based on changes to a single, multiple, or all records. | ||||
| 33 | A1.3 – Position Management | Perform near-term and long-term succession planning. Includes defining position requirements such as training, skill sets, education, and work experience and the ability to track candidates’ current capabilities, development plans and interest areas versus the position requirements to ensure staff will be qualified, capable and willing when needed to fill positions at all levels. | ||||
| 34 | A1.3 – Position Management | Track and process employees that are in billets with information that conflicts with their personnel record, such as a GS-12 employee encumbering a GS-13 billet, or an employee in a job that is not aligned with their career field. The records should be tracked in accordance with configurable terms with alerts and workflows. | ||||
| 35 | A1.3 – Position Management | Provide data analysis and reporting capability that enables planners to look at the funding and approval status of positions and vacancies across the organization, as well as provide historical workforce trends (demographics, turnover ratio and average tenure, supervisory ratios, grade distribution) down to the branch or team level. | ||||
| 36 | A1.3 – Position Management | Provide mass updates to positions during reorganizations. | ||||
| 37 | A1.3 – Position Management | Allow for multiple employees to occupy a position (for example, an employee goes on leave and another employee is assigned to the position temporarily). | ||||
| 38 | A1.3 – Position Management | Interconnect with OPM's USA Staffing to pull in the information from the Position Description from the USA Staffing PD library (e.g., title, series, grade, background clearance, Bargaining Unit Code, FLSA status, etc. | ||||
| 39 | A1.3 – Position Management | Allow more than one position to be associated with a unique Manpower ID (e.g., position may be double encumbered). | ||||
| 40 | A1.3 – Position Management | Allow authorized users to manage organization and position management approvals within authorized organizational and managerial reporting structures and in accordance with agency regulations and business processes. | ||||
| 41 | A1.3 – Position Management | The system shall provide ability to create and manage hierarchies of positions and represent the agency's organizational structure and reporting relationships. | ||||
| 42 | A1.3 – Position Management | Support concurrent employment (two different positions in separate and or same locations). | ||||
| 43 | A1.3 – Position Management | Ability to monitor and manage vacant positions and identify positions that should be inactivated or abolished. | ||||
| 44 | A1.3 – Position Management | The system shall maintain position history. | ||||
| 45 | A1.3 – Position Management | The system shall provide ability for authorized users to access and export position, employee, salary and personnel action data (that is not restricted by VA policy or government regulation) for direct and indirect reports. | ||||
| 46 | A1.3 – Position Management | The system shall provide the ability to identify specific occupations/positions that require drug testing. | ||||
| 47 | A1.4 – Employee Engagement | Link to, store, display, and provide a searchable knowledge base of documents such as policies, procedures, training materials and other HR documents to view. | ||||
| 48 | A1.4 – Employee Engagement | Provide a capability for all users to search and retrieve from a knowledge base for self-service calls within the platform. The knowledge base should be comprised of policies, tool tips, user aids, platform training artifacts, FAQs, how-to articles, and/or known issues. | ||||
| 49 | A1.4 – Employee Engagement | Provide self-service capabilities via chat bots, agentic AI, or similar service. Capability should be the entry point for user service requests, respond with information from the user's personnel record, and recommend knowledge base information based on the user query, and assist with HR functions and calls, such as generating leave requests. | ||||
| 50 | A1.4 – Employee Engagement | Provide self-service capabilities via chat bots, agentic AI, or similar service to search and retrieve answers to commonly asked questions (e.g., questions sent to a general email box related to HR functions). | ||||
| 51 | A1.4 – Employee Engagement | Allow applicable users to view personnel records and submit service requests. Includes capability to: | ||||
| Submit a service request to add, modify, or delete any of a user's human capital data. | ||||||
| Submit a service request to initiate any process within the Core HCM (including validation, approval, and notifications). | ||||||
| Enable a user to view and monitor the completion of their service request(s) from the initial request through completion. | ||||||
| Generate digital forms and digital signatures for the requestor as well as the approval authorities. | ||||||
| Access, view, print, and/or export personnel records for which the user has access. | ||||||
| Use role-based access for all records and service requests including abilities such as access, approvals, reporting, and analytics. | ||||||
| 52 | A1.4 – Employee Engagement | Allow applicable users to manage and complete HR service requests for users. Includes capabilities to: | ||||
| Submit a service request on behalf of a user. | ||||||
| View, edit, respond to, and manage the status of requests submitted by users. | ||||||
| Manually route and assign calls to responsible HR organizations and HR Users. | ||||||
| Record, track, execute and report on the status and completion metrics on all service requests. | ||||||
| 53 | A1.4 – Employee Engagement | Prompt users to keep required information updated in regular and targeted methods (e.g., verifying location/phone info prior to timesheet, addition/review of skills data prior to assessment/promotion/awards, etc.). | ||||
| 54 | A1.4 – Employee Engagement | Ensure all user interface components (navigation, forms, content display) are compliant with Section 508 and WCAG 2.1 AA standards. Provide screen reader compatibility and keyboard navigation for all user personas (e.g., HR, Admin, Employee). | ||||
| 55 | A1.4 – Employee Engagement | Provide configurable, automated notifications and alerts based on workflow events, deadlines, or data changes. | ||||
| 56 | A1.4 – Employee Engagement | Allow users to manage their own notification preferences via self-service. | ||||
| 57 | A1.4 – Employee Engagement | Support digital signature workflows for SF-50, SF-52, and other OPM-required forms. | ||||
| 58 | A1.4 – Employee Engagement | Provide real-time notifications. | ||||
| 59 | A1.4 – Employee Engagement | Using Agentic AI, or similar method, guide employees through self-service updates such as personnel actions and pay adjustments. | ||||
| 60 | A1.4 – Employee Engagement | Provide multiple employee experience capabilities that are easily configured by Power Users including: | ||||
| Use surveys, polls, metrics, or other evaluation methods to monitor and analyze summative human capital services such as programs, training, workflows, employee ideas, suggestions, and concerns. | ||||||
| Conduct surveys based on completion of predefined, configurable triggers (e.g., exit survey, new hire survey) as well as on demand. | ||||||
| Solicit from all, multiple, or single users based on configurable criteria such as an organization, roles, positions, or affiliate type. | ||||||
| Ensure capabilities keep responses tied to employee profiles for analytic queries, as well as for anonymized export of comments or results. | ||||||
| 61 | A1.4 – Employee Engagement | Dynamically display a user's pending workflow approval transaction with a link to each pending approval transaction. | ||||
| 62 | A1.4 – Employee Engagement | The system shall display a summary page allowing the user to preview the transaction information before it is processed as approved. | ||||
| 63 | A1.4 – Employee Engagement | Provide ability for employees to configure, view and manage their own notifications and alerts from a centralized user interface front-end component via Employee Self-Service (ESS). | ||||
| 64 | A1.4 – Employee Engagement | Provide ability for managers to configure, view and manage their own notifications and alerts from a centralized user interface front-end component via Manager Self-Service (MSS). | ||||
| 65 | A1.4 – Employee Engagement | Provide capability for authorized users to create and distribute a mass e-mail message to a subset of system users based on data criteria specified by the user. | ||||
| 66 | A2 – Talent Acquisition | Implement USA Staffing's Request Processing Interconnection (RPI). RPI is a bi-directional simply object access protocol (SOAP) interconnection between agency personnel processing systems and USA Staffing. This interconnection allows agencies to send data to USA Staffing to populate the Request, Vacancy, and Announcement. As the request is moved through the process, USA Staffing sends real-time statuses with associated task and new hire data back to the agency personnel processing system. RPI ensures that USA Staffing and the Core HCM platform are in sync throughout the hiring process. Detailed specifications for RPI are published on USA Staffing's data resource center. | ||||
| 67 | A2 – Talent Acquisition | Implement USA Staffing’s New Hire Interconnection (NHI) and the Task Update API (TUAPI). The NHI sends data about the new hire (selected applicant in the pre-employment or onboarding process) to the Core HCM platform to establish the new employee’s record and streamline post-entry-on-duty and orientation data collection and processing. Detailed specifications for NHI and TUAPI are published on USA Staffing’s data resource center. | ||||
| 68 | A2 – Talent Acquisition | Implement USA Staffing’s Data APIs to facilitate the transfer of any needed information about the hiring and onboarding process with the Core HCM platform. Detailed specifications for USA Staffing’s Data APIs are published on the data resource center. | ||||
| 69 | A2 – Talent Acquisition | Provide complete and accurate time-to-hire (T2H) reports on agency and applicant T2H intervals in accordance with measurement requirements and OPM guidance | ||||
| 70 | A3 – Talent Development /Learning | Provide a Learning Management System (LMS) module as part of the Core HCM platform that will become the future version of USA Learning supporting modernization and implementation across Government. Ensure the module can scale to accommodate a large number of users and high volumes of data with performance benchmarks and uptime guarantees. The system must support a broad range of training types, including government-wide, agency-specific, and program office training, and enable personalized learning paths based on employee roles, competencies, and career goals. | ||||
| 71 | A3 – Talent Development /Learning | The LMS module should enable easy search, identification, and evaluation of content for agency deployment. It must include adaptable controls and workflows for managing and adding agency-specific content to the government-wide curriculum. Periodic content reviews should ensure material currency and accuracy, with prescribed review intervals. The platform should facilitate sharing of talent development content, facilities, and opportunities, ensuring accessibility for all users. It should support resource sharing across agencies and external entities and provide content categorization using metadata. Stakeholders should have easy access to talent development programs and resources. Mechanisms should be established to aggregate and publish training evaluation results, and to track both formal and informal talent development activities as credit hours in student transcripts. Integration with other talent development services and separation of content into sharable objects, such as SCORM or cmi5, are also required. Deliver, manage, and track SCORM, xAPI (also known as Experience API, is a specification for tracking learning experiences), AICC, cmi5, and any video-based learning content. | ||||
| 72 | A3 – Talent Development /Learning | The LMS module shall include Course Registration and Delivery Design and Management. The platform should allow agencies to manage revenue and expenses, user profiles, registrations, and deliver agency-specific training. It must track mandatory training compliance, support various delivery options, and facilitate participant communication. The platform should manage both synchronous and asynchronous training, record and report activities, and provide adaptable workflows. It should track attendance, allow employees to view their training history, and store formal and informal activities as credit hours. Mechanisms should gather context data, allow course testing, collect training data for qualifications, and send automated notifications. It should also generate electronic course notifications and allow configurable class rosters. Allow automated and manual enrollment workflows, including users to self-enroll, manager approved enrollment, automation of registration (auto-assign based on role), administrator enrollment, waitlists, and capacity tracking. | ||||
| 73 | A3 – Talent Development /Learning | The LMS module shall include Tracking and Reporting: The platform should provide adaptable evaluation controls and workflows to ensure valid business cases for talent development. It must manage user profiles, collect and report various TD data, compare cost and effectiveness of offerings, and report activities to EHRI. The platform should track employee training histories, manage TD expenses, and deliver and track various TD programs. It must collect summative evaluation data, document informal learning, track certifications, and report TD data to federal agencies. The platform should aggregate and publish training evaluation results, store formal and informal activities as credit hours, and track comprehensive TD data. It should gather context data for learning events, analyze training delivery data, measure cost effectiveness, and generate various reports, including standard and ad-hoc reports. Provide adaptive learning paths, certifications, and recertification workflows. Ensure that competency models are consistent across the human capital management system and can be used for reporting and analytics. | ||||
| 74 | A3 – Talent Development /Learning | The LMS Module shall include Mobile-Responsive Learning: Offer mobile-responsive learning and offline capability (critical for agencies with employees in remote locations), including a responsive interface for mobile, tablet, and desktop. | ||||
| 75 | A3 – Talent Development /Learning | The LMS module shall include Security, Privacy, and Accessibility Compliance: Ensure compliance with federal security and privacy standards (e.g., FISMA, FedRAMP), data encryption at rest and in transit, regular security audits and vulnerability assessments, and offer Section 508 and WCAG 2.1 AA compliance. | ||||
| 76 | A3 – Talent Development /Learning | The LMS module shall include User Interfaces: Include user-friendly interfaces for learners, instructors, and admins, including personalized dashboards based on role. | ||||
| 77 | A3 – Talent Development /Learning | The LMS module shall include Digital Certificates and Credentials: Offer digital certificates, transcripts, and credentials, including the ability to generate and manage CEU tracking. | ||||
| 78 | A3 – Talent Development /Learning | The LMS module shall include Community Building Tools: Include tools for community building, such as discussion forums, user groups, and resource sharing. | ||||
| 79 | A3 – Talent Development /Learning | The LMS module shall include Multi-Tenancy: Support secure multi-tenancy to allow for isolated administrative spaces. Allow tenant/agency-specific branding, dashboards, permissions, and reporting, including the ability for addressing unique reporting requirements for training that the LMS should support. | ||||
| 80 | A3 – Talent Development /Learning | The Core HCM will integrate with the LMS module to set up basic profile information for employees (e.g., pay plan, series, grade, supervisory info, organization). | ||||
| 81 | A3 – Talent Development /Learning | The LMS module shall integrate with OPM's USA Performance to flow the Individual Development Plan into USA Performance for view by the employee and supervisor. | ||||
| 82 | A3 – Talent Development /Learning | The LMS module shall integrate with financial systems for purchasing, billing, and cost tracking. | ||||
| 83 | A3 – Talent Development /Learning | The LMS module shall include Records and Data Management: Capture and report on learning activity completions, time in training, CEUs, CPEs, and compliance status. Enable user profiles to persist throughout the federal employment lifecycle (transfers, promotions, etc.). Maintain collective learner records across agency transitions. The LMS should have the ability to share course completions and certifications governmentwide. Transmit all relevant employee training record data elements to OPM, per the Guide to Human Resources Reporting. (e.g. Training Title, Training Type Code, Date of Birth, SSN, etc.). | ||||
| 84 | A3 – Talent Development /Learning | The LMS module shall include Talent Profile and Skills Management: Provide a capability to establish and edit a talent profile, that automatically assigns skills based on position or user information; to survey, select, and validate skills; and to track progress and milestones against various skill, career, and enrichment opportunities. | ||||
| 85 | A3 – Talent Development /Learning | The LMS module shall include Assessment and Evaluation: Through the LMS, provide a mechanism to provide skills, competencies assessment and management that includes the ability to assess skills, proficiency levels and competencies needed to support workforce and succession planning as well as individual development. Provide a means to identify targets and gaps in skills and competencies and use that information to inform talent acquisition and talent development activities. Support pre- and post-tests, feedback surveys, and knowledge checks and allow for standard and ad hoc surveys. | ||||
| 86 | A3 – Talent Development /Learning | The LMS module shall include SF-182 Electronic Workflow: Support SF-182 Electronic Workflow, including: Pre-filled learner and supervisor information, routing to supervisory and financial approving officials, cost and funding source entry, status tracking, export and archival, attachment uploads (e.g., course brochures, completion certificates, justifications, other supporting documentation, etc.), and configurable to reflect agency-specific routing steps, delegation rules, and/or thresholds for automated approval. | ||||
| 87 | A3 – Talent Development /Learning | The LMS module shall include Individual Development Plan (IDP) Functionality: Provide Individual Development Plan (IDP) functionality, including IDP templates aligned with OPM and agency policy, goal-setting tools linked to mission-critical competencies, supervisor/employee collaboration and approval workflows, integration with course catalog to add recommended training directly to an IDP, progress tracking against IDP goals and learning objectives, and IDP export and archival features for personnel files. The module should automatically identify objectives for learning development plans and develop learning interventions to support desired competencies and proficiency levels. Development plans need to be automatically linked to the individual and/or organization aspirations, filling identified competency gaps or other personal or professional objectives. The individual development planning processes should be informed by supervisors and/or review boards as applicable. Additionally, the module should include the provisioning of those interventions, evaluating the extent to which those interventions supported performance and career development, and monitoring effectiveness. IDP should enable employees and supervisors to view, plan, and maintain required and aspirational credentials, certifications, and training activities. The solution should automate tracking of expiring credentials, align learning objectives with career pathways, and provide data interoperability with other systems. | ||||
| 88 | A3 – Talent Development /Learning | Enable tracking on the status of IDP completion across an organization through reports. | ||||
| 89 | A3 – Talent Development /Learning | The LMS module shall include Career Advising Design and Management: Provide a capability for career advising design and management that can accommodate different types of offerings to include certified coaches, trained career advisors and mentors as well as their services. Provide ability to advertise and schedule services, stay compliant with associated certifications and training (for coaches, advisors and mentors, as required), store sensitive client information, track service assignments and use of services. | ||||
| 90 | A3 – Talent Development /Learning | The LMS module shall include Leadership Development Program Design and Management: Provide a capability for Leadership Development Program Design and Management that will identify objectives for developing leaders at all levels and will enable the design and implementation of those interventions. The solution should provide a means to evaluate and monitor the effectiveness of offerings. | ||||
| 91 | A3 – Talent Development /Learning | The LMS module shall include Development Programs: Provide a capability for designing and administering agency sponsored Development Programs including activities such as designing the structure and requirements for completing the program; defining the qualifications for participation and selection; staffing (both internal and external); tracking progress and completion of the program requirements (such as completion of tours, training, classes, documents, Temporary Duty); application, selection and tracking of job rotations; reporting to multiple supervisors (development program supervisor and tour supervisor); and, performance assessments and tracking. Solutions must be sufficiently flexible to enable periodic modifications to development program requirements and plans. | ||||
| 92 | A3 – Talent Development /Learning | The LMS module shall include gamification capabilities to enhance learner engagement and motivation. This includes a points-based rewards system, achievement badges, and leaderboards for learners and supervisors. The system should allow configuration of achievement levels and track progress toward gamified milestones. Gamification elements must be reportable and support performance recognition across the enterprise. | ||||
| 93 | A3 – Talent Development /Learning | The LMS module shall support instructor profile management, including credential tracking, course assignments, and availability. It must enable instructors to manage their own sessions, track attendance, and communicate with learners. The system shall include tools for evaluating instructor performance through learner feedback, peer reviews, and administrative assessments. Instructor dashboards should provide insights into teaching effectiveness and learner outcomes. | ||||
| 94 | A3 – Talent Development /Learning | The LMS module shall provide advanced analytics and customizable dashboards for learners, supervisors, and administrators. These dashboards must support real-time tracking of learning progress, skill gaps, and training effectiveness. The system shall include predictive analytics to forecast learning needs, measure return on investment (ROI), and assess the impact of training on workforce readiness. Dashboards should be configurable by role and support drill-down capabilities. | ||||
| 95 | A3 – Talent Development /Learning | The LMS module shall include Talent Development Data Management: Through the LMS, provide a capability to maintain Talent Development data such as qualifications, skills, competencies, certifications, licensing, non-course testing, training events, and learning histories for all individuals that are part of the talent development activities regardless of affiliation. For certifications and licensing, this includes tracking data such as requirements for obtaining and maintaining certifications/licenses; expiration dates; test scores; and progress towards successful completion of requirements. Provide the ability to automatically notify individuals and responsible parties when talent actions are due, expiring or become expired. | ||||
| 96 | A4 – Employee Performance | Implement USA Performance’s data API to achieve several key objectives, including: | ||||
| 97 | Create or update employee information, including user details, positions, and reporting structures. | |||||
| 98 | Manage the agency's and organization's structural data effectively. | |||||
| 99 | Retrieve individual employee performance evaluations from USA Performance. | |||||
| 100 | Access and retrieve performance evaluation statistics at the agency level. | |||||
| 101 | Load SES certification data from USA Performance and interface with Payroll to send SES Certification data to it (allowing SES pay ceiling changes). | |||||
| 102 | Retrieve supervisory assignments to maintain accurate and up-to-date information. | |||||
| 103 | Support the expedited processing of partner agencies’ performance appraisal processes throughout the entire performance rating cycle via USA Performance interconnections. | |||||
| 97 | A5 – Compensation and Benefits (Time and Attendance) | Provide customizable home page views that align with an employee’s role in the platform. Ensure supervisors can see and manage their team members, organizational chart, and workflow approvals such as leave, time and attendance, and telework or remote work agreements. Allow HR liaisons such as Administrative Officers to view their divisions’ time and attendance or HR data as needed through self-service report templates, and view proxy or delegations (e.g. when one manager is acting for another on leave and time, or other approvals). | ||||
| 98 | A5 – Compensation and Benefits (Time and Attendance) | Perform processing of benefits-related annuitants (e.g. eligibility to make contributions salary offsets FEHB FEGLI and identify offsets vs. non-offsets). | ||||
| 99 | A5 – Compensation and Benefits (Time and Attendance) | Provide calculation of intermittent employee hours and days worked to determine within grade entitlement and FEHB entitlement under the new law. | ||||
| 100 | A5 – Compensation and Benefits (Time and Attendance) | Support tracking part time hours worked to determine FEHB coverage to certain temporary part time employee’s eligibility. | ||||
| 101 | A5 – Compensation and Benefits (Time and Attendance) | Accommodate performance awards calculated on a gross-up basis. | ||||
| 102 | A5 – Compensation and Benefits (Time and Attendance) | Capability to input pay rates, eligibilities, and allowances for employees permanently stationed in foreign areas. | ||||
| 103 | A5 – Compensation and Benefits (Time and Attendance) | Automatically choose higher pay when multiple pay rates come in conflict (e.g. special rates vs localities). | ||||
| 104 | A5 – Compensation and Benefits (Time and Attendance) | Provide Time and Attendance (T&A) management, integrate leave management, and facilitate labor distribution. Ensure compliance with regulations through processes that are fully auditable and adaptable to business rules and roles. | ||||
| 105 | A5 – Compensation and Benefits (Time and Attendance) | Provide comprehensive time tracking and variance analysis, including overtime management. Enable financial tracking with support for multiple accounting codes. | ||||
| 106 | A5 – Compensation and Benefits (Time and Attendance) | Provide reporting capabilities for leave and leave donation activities, detailed T&A reports and incorporate functionalities for premium pay and leave requests, and real-time reporting with options for ad hoc queries and graphical data analysis. | ||||
| 107 | A5 – Compensation and Benefits (Time and Attendance) | Ensure detailed leave tracking, including leave management (submission and review) of all types of leave in OPM’s policies. This would include donation leave, investigative admin leave, bone marrow and organ donation leave, family friend leave act specific leave, parental leave, etc. | ||||
| 108 | A5 – Compensation and Benefits (Time and Attendance) | Support the administration of telework and remote work agreements, continuation of pay cases, and requests for changes in work schedules. | ||||
| 109 | A5 – Compensation and Benefits (Time and Attendance) | Provide ability for authorized users to store multiple physical addresses of employee's duty locations to include approved alternate worksites for telework. | ||||
| 110 | A5 – Compensation and Benefits (Time and Attendance) | Automate the transactional approval processes associated with alternative workplace arrangements (telework and remote work) and incorporate automated notification services in accordance with agency-defined business rules for establishing a telework agreement and remote work. | ||||
| 111 | A5 – Compensation and Benefits (Time and Attendance) | The system provide ability for authorized users to input and maintain telework indicator codes. | ||||
| 112 | A5 – Compensation and Benefits (Time and Attendance) | Provide the capability for automated workflows for remote and telework processing and management. This shall include telework requests, remote work requests, tracking of teleworking term limits and extensions, and addressing different geographic locations and pay differences. | ||||
| 113 | A5 – Compensation and Benefits (Time and Attendance) | Track the workforce by aligning employee time with specific programs, projects, and calls. | ||||
| 114 | A5 – Compensation and Benefits (Time and Attendance) | Automate enrollment and administration of benefits and payments such as tax withholding information, electronic funds transfer information, and allotments, as well as insurance (such as life, health, LTC, disability), retirement contributions (such as TSP, pension, annuities), and other activities associated with administering employee benefits and payments. | ||||
| 115 | Automated processing, validation, and approvals as necessary prior to implementation in the platform for use in the automated payroll system seamlessly interfacing with government certified shared service payroll providers. | |||||
| 115 | A5 – Compensation and Benefits (Time and Attendance) | Capture and administer compensation and payroll related activities in accordance with applicable policies to include but not limited to pay scales (base, locality, specialty, hazardous, etc.), time reporting, leave (annual leave, sick leave, compensation time, credit hours, etc.), deductions (e.g., tax withholding information, electronic funds transfer information, and allotments, etc.), travel (per diem, expenses, etc.), training (tuition assistance, certification, etc.), relocation expenses, and incentive payments. | ||||
| 116 | A5 – Compensation and Benefits (Time and Attendance) | Automate pay setting based on applicant information, hiring, and staffing actions in alignment with OPM policy, applicable laws, and regulations. To include loading of Title 5 and OPM data standard items, such as special and GS/SL/SQ/SES/Title 38 pay tables, locality pay areas, geolocation data, and other data related to automated personnel actions respective to employee records such as Wage Grade Increase. | ||||
| 117 | A5 – Compensation and Benefits (Time and Attendance) | Capture time and attendance data for all designated users, including activities such as data entry, authorization, approval, certification and error correction. | ||||
| 118 | A5 – Compensation and Benefits (Time and Attendance) | Allow employees and HR Users to track credits or deductions from employees pay related to incentives, overpayments, etc. Include the ability for HR Users to identify and report on total and pro-rated deductions from current and past employees for repayment of uncompleted terms. | ||||
| 119 | A5 – Compensation and Benefits (Time and Attendance) | Provide capability to gross-up awards, such as Act of Service of On the Spot cash awards. This allows providing the full amount of the award to the employee as a net pay bonus by auto calculating the amount entered when processing the award to include the award plus taxes. For example, a gross-up award of $500 would be processed as ~800 to ensure the employee receives $500 after tax. | ||||
| 120 | A5 – Compensation and Benefits (Time and Attendance) | Ensure advanced leave policy is integrated, to ensure leave can be advanced even if the balance does not exist. | ||||
| 121 | A5 – Compensation and Benefits (Time and Attendance) | Provide payroll back-office services like FEHB debt notifications, TSP contributions for USERRA employees, military deposits, and leave buybacks. | ||||
| 122 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with The Federal Employee Health Benefits (FEHB’s) Data Hub. The Hub receives electronic program enrollment transactions from participating agencies and proves the data securely to FEHB Program carriers. Transactions include initial enrollments, changes to existing enrollments, cancellations, and terminations. Integration requirements: support processing of FEHB/FEGLI benefits using data exchange protocols. | ||||
| 123 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with Employee Express (EEX), a payroll and document self-service user interface hosted on Azure and managed by OPM. The integration shall ensure EEX receives all updates for active and separated employees' payroll and tax information. | ||||
| 124 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with myPay, a payroll and document self-service user interface owned by DFAS. It is hosted on the DoD NIPRNet and managed by OPM. The integration shall ensure myPay receives all updates for active and separated employees' payroll and tax information. | ||||
| 125 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with all government certified shared service payroll providers in compliance with Federal regulations to support real-time data exchange and updates to ensure payroll accuracy. | ||||
| 126 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with all government certified shared service payroll providers to process pay and leave, salary offsets, TSP calculations (including for USERRA employees), leave buybacks, annuitant benefits, and retroactive pay adjustments. | ||||
| 127 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with all government certified shared service payroll providers to create and distribute automatic notifications to the HR office (e.g. to initiate termination of FEHB). | ||||
| 128 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with all government certified shared service payroll providers to capture Leave Without Pay (LWOP) data and generate a notification to the HR office for FEHB/FEGLI termination of benefits after 365 days of LWOP. | ||||
| 129 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with all government certified shared service payroll providers to capture employee hours and days worked to calculate when an employee has met or not met the 130-day consecutive working hours to generate a notification of within-grade or FEHB entitlement to the HR office. | ||||
| 130 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with all government certified shared service payroll providers to trigger debt and/or generate a notification that an employee has met 130 hours within 3 consecutive months (e.g. FEHB Coverage eligibility). | ||||
| 131 | A5 – Compensation and Benefits (Time and Attendance) | Integrate with the Time & Attendance systems used by agencies until such time the agencies transition to the Time & Attendance module of the Core HCM platform. | ||||
| 132 | A5 – Compensation and Benefits (Time and Attendance) | Support processing rules and workflows specific to the Executive Branch (e.g., Title 5, Title 6, Title 38, Title 10, Title 42, NAF, and Fee Basis employees. | ||||
| 133 | A5 – Compensation and Benefits (Time and Attendance) | Automate the transactional approval processes associated with additional pay actions and incorporate automated notification services in accordance with agency-defined business rules for additional pay actions. | ||||
| 134 | A5 – Compensation and Benefits (Time and Attendance) | Process Federal Wage Systems pay schedules based on changes and automatically process the resulting pay adjustments. | ||||
| 135 | A5 – Compensation and Benefits (Time and Attendance) | Accommodate various pay systems (i.e. SES, non-SES, wage grade, physicians and dentists, nurses, residents etc.) in accordance with OPM and agency regulations and standard operating procedures. | ||||
| 136 | A5 – Compensation and Benefits (Time and Attendance) | Automatically change due date for within-grade pay increases in accordance with OPM and agency business rules and standard operating procedures. | ||||
| 137 | A5 – Compensation and Benefits (Time and Attendance) | Input and track severance pay, pay differential, market pay, and executive pay based on eligibility guidelines. | ||||
| 138 | A5 – Compensation and Benefits (Time and Attendance) | Provide ability to automatically process premium pay for eligible hybrid employees. | ||||
| 139 | A5 – Compensation and Benefits (Time and Attendance) | Model and calculate estimated benefits payments. | ||||
| 140 | A5 – Compensation and Benefits (Time and Attendance) | Store and maintain counters for employees on Leave Without Pay (LWOP) in accordance with OPM and agency regulation and standard operating procedures. | ||||
| 141 | A5 – Compensation and Benefits (Time and Attendance) | Store current and historic pay information including, but not limited to, pay plan, salary, hourly wage, pay scale, grade, level, and step. | ||||
| 142 | A5 – Compensation and Benefits (Time and Attendance) | Provide ability for authorized users to manage OPM and agency-specific pay plans and pay tables in accordance with OPM and agency-specific regulation and standard operating procedures. | ||||
| 143 | A5 – Compensation and Benefits (Time and Attendance) | Calculate allowances, premiums, and differentials as defined by law, regulation, pay plan, agency policies, and labor agreements (these may be set dollar amounts or computed by a percentage of pay, applying caps, or other limitations when applicable). | ||||
| 144 | A5 – Compensation and Benefits (Time and Attendance) | Allow employees to update personal payroll information in the current or future processing pay period (e.g., tax withholdings, electronic funds transfer information, allotments, etc.) | ||||
| 145 | A5 – Compensation and Benefits (Time and Attendance) | Establish appropriate controls to ensure that employees are provided with only the time and leave options allowed by their work schedules, wage classification, Title, or appointment. | ||||
| 146 | A5 – Compensation and Benefits (Time and Attendance) | Provide ability to initiate a military furlough start date, extend furloughs and return employees to duty from furloughs based on information from employee deployment papers. | ||||
| 147 | A5 – Compensation and Benefits (Time and Attendance) | Maintain data to determine leave categories/groups and automatically change the data based on agency leave eligibility rules. | ||||
| 148 | A5 – Compensation and Benefits (Time and Attendance) | Accommodate agency updates to benefits plans. | ||||
| 149 | A5 – Compensation and Benefits (Time and Attendance) | Enforce a 60-day eligibility window for every Qualifying Life Event. | ||||
| 150 | A5 – Compensation and Benefits (Time and Attendance) | Implement other agency-specific benefits programs as necessary or appropriate (e.g. Financial Institutions Reform, Recovery, and Enforcement Act (FIRREA)). | ||||
| 151 | A5 – Compensation and Benefits (Time and Attendance) | Provide ability for employees to elect Basic, Option A, Option B and/or Option C upon initial eligibility and make updates within 60 days following a FEGLI qualifying life event and not process the transaction until an authorized agency official confirms eligibility through an approval workflow. Provide ability for employees to waive FEGLI coverage, elect or reduce multiples of Option B or Option C FEGLI or cancel coverage upon approval of eligibility from an authorized agency official. |
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