Consolidated FRD.xlsx
XLSX spreadsheet 32 KB Posted
- Attached to
- Human Capital Management
- Solicitation number
- HHM402-24-Q-0001
- Issued by
-
Defense Intelligence Agency
About this file
This consolidated functional requirements document outlines 71 requirements for a human capital management system. The system must provide end-to-end support for the full lifecycle of federal personnel, from recruitment and onboarding to performance management, compensation, retirement, and analytics. Key capabilities include self-service access to personnel records, management of multi-component affiliations, workflow automation, integration with payroll systems, and continuous vetting. Analytics functions involve custom reporting, visualization of workforce data, and near real-time notifications. The requirements will support the Defense Intelligence Agency's upcoming solicitation for an integrated human capital management solution. The solicitation seeks to modernize existing systems and consolidate functionality into a single cloud-hosted platform.
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FRD_Clean
| Requirement Number | HCBRM Functional Area | Mission Requirement | Core / Complementary |
| 1 | A0-HCM Administration | Provide a Self-Service capability to access personnel records and/or submit a request using structured data entry/collection. Includes capability to: |
- Submit a service request to add, modify, or delete any of their human capital data and/or to initiate any process within the HCM system (including validation, approval, and notifications)
- Record, track, execute and report on the status and completion metrics on all service requests
- 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 they have access
- Use role based access for all records and service requests including abilities such as access, approvals, reporting, and analytics.
| - Create a personal digital profile | Core | ||
| 2 | A0-HCM Administration | Provide the capability to manage a variety of personnel types (all federal appointments) by keeping human capital data consolidated when possible and separate when required to ensure the integrity of the data to include, but not limited to: |
- Personnel: Affiliates and Non-Affiliates
- Multiple simultaneous affiliation types and roles (such as a person simultaneously employed as a civilian, contractor and active, reserve and National Guard military components)
- Each affiliation type must be viewable/accessible as its own record so that each distinct persona can be individually data tagged
- Part time and full time
- Multiple employment statuses (such as active, retired, separated, deceased, medical leave)
| - Cover status | Core | |||
| 3 | A0-HCM Administration | Provide a capability that records data in a single location to ensure data accuracy; not require the user to re-enter data that already resides within the system for an Affiliate and Non-Affiliate; and, automatically pull data to support execution of processes and services. | Core | |
| 4 | A0-HCM Administration | Provide a capability that maintains the correct effective date of data. For example, if an employee transfers from one organization to another, the effective date of the change will be recorded. However, if the organization for the transfer was entered incorrectly, the system needs to be updated to reflect the correct organization while maintaining the actual effective date of the transfer. The transactions will capture the changes of the data along with the dates of the changes. However, the system will correctly reflect the actual effective date of the transfer so the date can be used for reports, resumes, experience, etc. | Core | |
| 5 | A0-HCM Administration | Provide a capability to perform workflow management (instantiate, configure, reconfigure and delete processes) to seamlessly implement human capital management capabilities across all functional areas. Includes abilities such as collecting user inputs/requests, performing functions, routing, approvals, tracking, auditing, notifications, record updates, 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 in order to remain consistent with evolving and changing requirements such as changes to guidelines, policies, organizational structure, and business rules. The processes must be able to integrate with an enterprise level capability. | Core | |
| 6 | A0-HCM Administration | Provide a capability for the system to accommodate changes due to reorganizations, policies, regulations, evolving needs and other environmental factors, so that it can accommodate new integration points, new workflows and new data elements. Provide the means for the system to notify user of impacts to other components of the system are appropriately planned, tested (trialed), communicated, documented and trained. | Core | |
| 7 | A0-HCM Administration | Provide a point of use capability to aid the user to perform human capital management functions and provide knowledge management with the ability to capture, develop, share, and effectively use human capital knowledge that will identify, document and provide easy access to human capital knowledge at all levels (e.g., workforce, business unit, individual). Includes knowledge artifacts such as tool tips, user aides, how to guides instructions, and frequently asked questions. | Core | |
| 8 | A0-HCM Administration | Provide the capability to link to, store (when necessary) and display documents such as policies, procedures, training materials and other HCM documents to view. | Core | |
| 9 | A0-HCM Administration | Employee Experience: Provide a employee homepage; prompting to keep information updated (e.g., verifying location/phone info prior to timesheet, semi-annually; addition/review of skills data prior to assessment/promotion/awards); guided self service; journeys; targeted notifications (relevant vacancies). Adjusted by role (supervisor, staff director, etc.). | Core | |
| 10 | A0-HCM Administration | Provide a ticketing system for "help desk" functionality. | Core | |
| 11 | A0-HCM Administration | Provide a scheduling capability to support human capital management processes and business rules. Includes processes such as internal and external interviews; non-course testing; talent development program graduation events; employee resource group events; civilian welfare fund services; medical related appointments; polygraphs; background investigations; career guidance center; investigation interviews; training; sign language interpreter support; nursing mother room availability; hoteling; fingerprinting; and employee shift schedules. | Complimentary | |
| 12 | A0-HCM Administration | Provide a survey capability that can be easily configured and edited for point of use surveys and/or as an enterprise survey tool to solicit feedback. |
- Use surveys, 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 (editable) trigger(s), as well as, on demand;
| - Solicit from a single, multiple, or all users based on user defined criteria such as an organization, class participants, roles, positions, or Affiliate and Non-Affiliate grade/rank. | Complementary | |||
| 13 | A1-HC Strategy, Policies, and Operation Plan | Provide the capability to conduct workforce planning/forecasting over multiple years (current year, budget year, and future years defense program (FYDP)) to include documenting strategies; developing staffing plans; conducting what if scenarios and alternatives; processing the plan for approval; managing the approved plan; tracking changes and rationale; comparing workforce composition to plans and capture recommendations for manpower adjustments; storing plans (approved, what ifs and alternatives); and, providing roll up of personnel to full time equivalents. Solution should be able to propose alternatives/recommendations based on pre-defined business rules. | Core | |
| 14 | A1-HC Strategy, Policies, and Operation Plan | Provide the capability to conduct workforce planning and management at the individual position level including position attributes for single or range of positions using unique position identifiers over multiple years (current year, budget year, and future years defense program (FYDP)). | Core | |
| 15 | A1-HC Strategy, Policies, and Operation Plan | Provide the capability to capture the current workforce composition and define the required future workforce composition including knowledge and skills required to accomplish future missions; identify workforce skill gaps; develop plans to address the gaps; and, track implementation through completion. | Core | |
| 16 | A1-HC Strategy, Policies, and Operation Plan | Provide the capability to differentiate records across multiple functional areas of manpower and staffing by a variety of factors (e.g., funding source) or characteristics for both Calendar Year and Fiscal Year across Past, Current, and Future Years Defense Program (FYDP). Provide the ability to realign the factors and characteristics based on changes to a single, multiple or all records. | Core | |
| 17 | A1-HC Strategy, Policies, and Operation Plan | Provide a capability that enables the user to conduct what if scenarios for functions such as staffing plans, training plans, organization changes, and position management. Provide the ability to create, save, and modify what if scenarios; test/simulate implementation of a scenario; and, implement the selected scenario across the solution. | Complementary | |
| 18 | A1-HC Strategy, Policies, and Operation Plan | Provide the capability to capture enterprise and functional goals; align the implementation plans to those goals; monitor the execution against the plans; and, support analysis of the execution of those plans. | Complementary | |
| 19 | A2-Talent Acquisition | Provide a capability to facilitate and manage the global change of station process (permanent or temporary) for HR practitioners, supervisors, and civilian employees, as well as eligible spouses/dependents. Includes capabilities such as support for travel/move expense tracking and management; medical evaluation; training; and, the required tasks to complete the global permanent or temporary change of station experience. | Core | |
| 20 | A2-Talent Acquisition | Provide a capability to manage job and career enrichment opportunity announcements to include activities such as the ability to create; modify; validate position classification (sensitivity) against job description; job analysis and qualification standards; approve and post to external vacancy platforms; and, post vacancies across domains (internal and external vacancies). Enable advertisement to run for a specified period of time and/or a continuous posting. | Core | |
| 21 | A2-Talent Acquisition | Provide a capability to plan, identify, manage, administer, communicate (using a variety of mediums), coordinate and evaluate outreach and recruitment activities such as facilitating a outreach and recruitment planning strategy; identifying, prioritizing and advertising external outreach and recruitment activities; identifying, vetting, scheduling and notifying both travelers and management of upcoming outreach and recruitment events; executing recruitment events in-person, externally or virtually; partnering with external vendors; and, identifying sources of applicants who qualify for a position under special appointing authorities. Provide the ability to measure effectiveness of the marketing activities as well as pull reports of the data such as counts on how many people responded to and applied to which advertisements. | Core | |
| 22 | A2-Talent Acquisition | Provide a capability to enable hiring of both external and internal talent for job and other career enrichment opportunities to include activities such as application submittals, qualification/eligibility validation to include automated minimum qualification evaluation, remote interviews, artifact and notes storage, salary setting, selection, security clearance, medical evaluation, leave determinations, setting start date, employment offers, and terms of employment. The capability will also refer eligible candidates who have completed the hiring process, but did not receive a final job offer for whatever reason (such as the position was canceled, another candidate was selected), to recruiters/hiring managers for consideration for current opened and forecasted positions. | Core | |
| 23 | A2-Talent Acquisition | Provide a capability to allow external applicants to be tracked in an anticipatory talent pool, from application to onboarding. | Core | |
| 24 | A2-Talent Acquisition | Provide a capability to track, report and communicate (using a variety of mediums) hiring process statuses/updates to every applicant and candidate; track and report job and career enrichment opportunity announcements for both internal and external positions such as the status and plans for application, interviews, testing, supplemental documentation (License and Certifications), security, medical evaluations, offer letters (conditional, final). Configurable views will be provided for the applicable users based on their specific role based access. For example, an applicant and candidate view would provide a positive user experience site which includes the status of their engagement, any required actions, and points of contact while an HR practitioner view would also include information such as the bottlenecks and next steps. | Core | |
| 25 | A2-Talent Acquisition | Provide a capability (to include remote domains) to schedule, communicate (using a variety of mediums) and administer onboarding activities for civilians, military (as applicable) and affiliates (as applicable) entering Agency or new organization. Includes capabilities such as assigning support POCs (e.g. sponsors); providing guides, checklists, welcome packets; administering orientation activities; coordinating provision of ID cards, creating/updating/validating credentials and system access; and, notifying follow-on procedures or enrollments. | Core | |
| 26 | A2-Talent Acquisition | Provide a capability to facilitate and manage applicant processing activities for Affiliates and Non-Affiliates. Includes capabilities such as the ability to create, review, modify, and track job applications; view and share applicant processing status; support processing requirements, job placement matches, and automated delivery of processing notifications and alerts to Affiliates and Non-Affiliates; and other information that will enhance the user experience. | Core | |
| 27 | A2-Talent Acquisition | Provide a capability to manage and administer pre-employment activities (to include security processing and background investigation activities to support talent acquisition and retention to include activities such as track and report progress; receive and evaluate results; collaborate, track and provide notices, responses and requests for materials with offices and persons of concern during favorable or unfavorable determinations, adjudication, and other actions; conduct inquires; prepare and release materials; and, adjust or rescind offers and issue a notice of final determination to a subject to include notification of appeals procedures, as applicable. | Core | |
| 28 | A2-Talent Acquisition | Provide a capability to manage the overarching talent acquisition strategy and track the decomposition from the strategy down to the goals, actions plans, implementation and, finally, measurement of success. | Complementary | |
| 29 | A2-Talent Acquisition | Provide an integrated, multi-purpose survey and assessment capability to conduct job analysis surveys, validation assessments, pre-employment tests, and a myriad of other survey and assessment needs. Includes capabilities such as the ability to create, modify, review and administer pre-employment tests; automation of survey and assessment distribution and reminders; pre-population of participant demographic data; and, comprehensive reporting capabilities. | Complementary | |
| 30 | A3-Talent Development | Provide a capability to support multiple talent and career development services using corporate data and streamlined processes. Provide ability to establish and edit a talent profile to track progress and milestones against various career and enrichment opportunities (to include leveraging and managing digital badges). Provide ability to find development and job and career enrichment opportunities through personal exploration and automated recommendations based on interest and/or competencies, skills and/or experiences. | ||
| Provide insight into the requirements (ex: selection criteria, prerequisites) for the opportunities. Identify development needs/ gaps as well as available opportunities to fill those needs/gaps (ex: learning, experiences, external tours). Provide career paths based on historical data and future projections. | Core | |||
| 31 | A3-Talent Development | Provide a capability to administer talent development programs that include activities such as advertising, application, selection (combination of internal and external candidates), enrollment, criteria management, status tracking, and completions. Additionally, the talent development program administration will require the ability to provide demand signals for required development opportunities (ex: courses, jobs, experiences, travel), hiring and other human capital related functions. These talent development programs will need to use and contribute to corporate data about talent and talent development opportunities. Some of the talent development programs demand staffing and placement actions be done on a more frequent basis (such as tours) and also have unique supervisor assignments. | Core | |
| 32 | A3-Talent Development | Provide a capability to manage the overarching Talent Development Strategy goals and priorities at the enterprise and organizational level that is influenced by workforce planning, talent data, success measures and incorporates multiple personnel types and drives development activities and offerings. Included in this are assessments of the actual total cost of ownership (TCO) for talent development products and services; and the ability to ensure the cost of talent development interventions are consistent, fair, and transparent. | Core | |
| 33 | A3-Talent Development | 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. Ensure that competency models are consistent across the human capital management system and can be used for reporting and analytics. | Core | |
| 34 | A3-Talent Development | Provide a capability for individual development planning design and management that will provide the ability to automatically identify objectives for learning development plans and developing learning interventions to support desired competencies and proficiency levels. The 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 are informed by supervisors and/or review boards as applicable. | ||
| Also include the provisioning of those interventions, evaluating to the extent of which those interventions supported performance and career development, and monitoring effectiveness. | Core | |||
| 35 | A3-Talent Development | Provide a capability to manage and integrate end-to-end civilian promotions, from employee submission to panel disposition and subsequent tracking of promotion status. | Core | |
| 36 | A3-Talent Development | 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. | Complementary | |
| 37 | A3-Talent Development | 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. Evaluate and monitor the effectiveness of offerings. | Complementary | |
| 38 | A3-Talent Development | Provide a capability for Course, Learning and Program Design and Management to identify objectives for Talent Development or career enrichment opportunities to include curriculum, courses, and learning object design, and other provision of learning interventions and activities to support desired goals. Also includes the provisioning of those interventions, evaluating the extent of which those interventions support outcomes, monitor effectiveness, and ensures the involvement of cross-functional managers in addition to human capital practioners. Ensure that talent development activities courses, learning and programs can be tied to competencies. | Complementary | |
| 39 | A3-Talent Development | Provide a capability (to include remote domains) 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, Joint Duty Assignments, Temporary Duty); application, selection and tracking of tour 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. | Complementary | |
| 40 | A3-Talent Development | Provide a capability for Learning Library Design and Management with the ability to provide and maintain a detailed catalog of Talent Development interventions, resources, and tools that has easy access to and use of Talent Development programming and content. Robust search capability with efficient algorithms to provide quick access to resources aligned to their talent development needs. | Complementary | |
| 41 | A3-Talent Development | Provide a capability for Course Registration and Delivery Design and Management with the ability to coordinate and maintain the administrative and the logistical aspects of registration and delivery of courses and related talent development activities (e.g., registrations, tracking participation or attendance, cancellations, room availability/scheduling) that will record and track information related to course and Talent Development activity registration and administration. | Complementary | |
| 42 | A3-Talent Development | Provide a capability to develop, manage and execute certification programs for affiliates to include development of curriculum, requirements and tests; management and storage of validation documentation for accreditation; track certification accreditation; maintain instructor certifications; and, manage administrative and logistical aspects of the certifications. Provide the ability to create tests, track affiliate test results at the individual question level, and conduct analytics of the test results to support program enhancements and management decisions. Must track data on affiliates' tests' results such as the number of times the test was taken, test scores, and dates of tests. | Complementary | |
| 43 | A3-Talent Development | 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. | Complementary | |
| 44 | A3-Talent Development | Provide a capability to define and maintain all aspects of talent development activities (to include remote) such as criteria based training and other training activities. Provides for the ability to define the specific criteria as applicable for the development activities such as training criteria; application and selection process; tracking; reporting progress against the defined criteria; and scores. Provide the ability to monitor, evaluate, and report on all training activities such as user audit trails (signature, date/time, duration); training and learning history; and, participation metrics (including registration, participation, cancellation, completion). | Complementary | |
| 45 | A3-Talent Development | Provide a capability (to include remote) for training/learning registration/participation and delivery design and management with the ability to coordinate and maintain the administrative and the logistical aspects of registration/participation and the delivery of training/learning and related talent development activities (e.g. registrations, tracking participation or attendance, cancellations, room availability/scheduling) that will also record and track information related to learning/training and talent development activity participation, registration and administration. | Complementary | |
| 46 | A3-Talent Development | Provide a capability for the aggregation of learning, training, and experiential data to provide a means for providing information on the Affiliate(s) and Non-Affiliate(s) development journey. | Complementary | |
| 47 | A3-Talent Development | Provide the capability to 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. | Complementary | |
| 48 | A4-Employee Performance Management and Continuous Vetting | Provide a capability to develop, execute, and measure an employee performance management program and to capture and communicate employee performance. Includes data such as performance elements, standards, competencies, expectations, objectives, progress towards individual development plans, cycle progress and feedback. Provide the ability for role based access (such as the rating/reviewing individual, HR practitioner) to view performance data at all levels such as by organization, office or employee. Provide employee information about the Performance Plan review process. Integrate performance management with staffing and hiring actions. | Core | |
| 49 | A4-Employee Performance Management and Continuous Vetting | Provide a cost aware capability for a promotion, elevation, rewards and recognition program to include the rating of achievements and measurable, quantifiable elements using inputs and artifacts such as review/nominating boards, appraisals, self-assessments, written narratives, and accomplishments. Program is capable of one-time awards (monetary and non-monetary) as well as awards resulting in change of designation (promotions and elevations). The solution must provide the ability to plan, manage and track allocations as well as the ability to aggregate and decompose the data. The solution must include automated processing, validation, and approvals as necessary. | Core | |
| 50 | A4-Employee Performance Management and Continuous Vetting | Provide a capability supporting submission, processing, vetting, adjudicating, approving, tracking and reporting for Affiliate and Non-Affiliate information such as visitor request, electronic contractor position roster, financial disclosure, financial events, unofficial foreign travel, badge actions, common access card, courier letter, escort letter, foreign national associations, and TSA trusted traveler. | Complementary | |
| 51 | A5-Compensation and Benefits | Provide a capability for automated 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. The solution must include automated processing, validation, and approvals as necessary prior to implementation in the system for use in the automated payroll system seamlessly interfacing with a DFAS certified payroll system (such as DCPS). | Core | |
| 52 | A5-Compensation and Benefits | Provide a capability to 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.), 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. System shall automate pay setting based on hiring and staffing actions. | Core | |
| 53 | A5-Compensation and Benefits | Provide a capability to capture time and attendance data for all designated users, including activities such as data entry, authorization, certification and error correction. | Core | |
| 54 | A5-Compensation and Benefits | Provide the capability to seamlessly interface with a DFAS certified payroll system (such as DCPS) compliant with Federal regulations to enable automated access to personnel data required to complete payroll processing. | Core | |
| 55 | A6-Separation and Retirement | Provide a capability for on-line tool to determine eligibility for retirements benefits; obtain benefits information; and calculate retirement estimates (such as CSRS, CSRS Offset, FERS). Solution must have a civilian view and a practitioner view. | Core | |
| 56 | A6-Separation and Retirement | Provide a capability to facilitate and manage the retirement process for HR practitioners, civilian employees, and surviving beneficiaries. Includes capabilities such as the ability to create, review, modify, and track retirement documentation (electronic and non-electronic); retirement calculations and determinations; and, employee record transactions. | Core | |
| 57 | A6-Separation and Retirement | Provide an automated capability to administer, facilitate and manage the separation process for HR practitioners and affiliates for Agency or organization departure. Includes capabilities such as the ability to create, review, modify, and track separation documentation (electronic and non-electronic); compensation calculations and determinations; employee record transactions; close out procedures and checklists; separation material; ID card return; and remove/update/validate credentials and system access. | Core | |
| 58 | A7-Employee Engagement and Relations | Provide a capability for employee accountability for conduct to include processes such as identification and processing of a conduct related issue; approvals and execution of disciplinary actions; execution of corrective actions; and, records retention. | Core | |
| 59 | A7-Employee Engagement and Relations | Provide a capability to manage the employee disciplinary process from initial identification of a performance problem through final resolution. Includes activities such as the identification of a performance problem, development of a performance improvement plan, legal review, execution of the plan, and tracking of employee progress. | Core | |
| 60 | A7-Employee Engagement and Relations | Provide a case management capability to request, process, manage, resolve, maintain and protect information associated with employee questions, concerns, complaints or suggestions during any phase of a person's work life from initial recruitment through final retirement or separation. | Core | |
| 61 | A7-Employee Engagement and Relations | Provide a capability to facilitate and manage occupational health, wellness, and work/life services for practitioners, supervisors and employees (Affiliates and Non-Affiliates when applicable). Includes capabilities such as the ability to create, review, modify, track and administer strategies and programs; deliver occupational health, wellness and work/life services (such as leave bank, Federal alternate leave programs (such as, FMLA, FEPLA), telework, Employee Resource Groups, immunization and vaccination services, civilian welfare fund services, financial coaching, nursing mothers program, incident reporting and worker’s compensation, and other related service offerings); enable self- initiated service requests and enrollment; and, support reporting and analysis of occupational health, wellness and work/life activities to assess progress and effectiveness. | Core | |
| 62 | A7-Employee Engagement and Relations | Provide a capability to record, process, manage, store and protect personnel accident, injury and illness records including management of workers compensation, external reporting (Department of Labor, OSD, etc.), return to work, etc. | Core | |
| 63 | A7-Employee Engagement and Relations | Provide a capability to request, process, implement and track the execution of reasonable accommodations of a person from initial recruitment through final retirement or separation. Provide a capability to support diversity and inclusion across all HCM functions and processes. | Complementary | |
| 64 | A9-Workforce Analytics and Employee Records | Provide a capability to facilitate and manage the transactional records management process for Affiliates and Non-Affiliates. Includes capabilities such as the ability to create, review, modify, delete, store and track person record transactions for individual, organization-wide, and agency-wide requirements; and support the same transactional requirements for ad hoc groupings of persons. | Core | |
| 65 | A9-Workforce Analytics and Employee Records | Provide a capability to create analytics using a single, multiple, or all data fields in the database and display analytics as graphical and/or textual. | Core | |
| 66 | A9-Workforce Analytics and Employee Records | Provide an analytic capability which includes the ability to perform functions such as: |
- save analytic templates
- create custom views
- save/store analytics with results
| - share analytics with in the system and externally (export and API) Public/Private | Core | ||
| 67 | A9-Workforce Analytics and Employee Records | Provide a reporting capability of all Human Capital data elements such as the ability to: |
- Create standard and tailored reports as needed
- Perform queries across any/all Human Capital data fields, permeations, events and/or user defined criteria
- Select a single, multiple, or all data elements
- Configure reports to include formats, headers, footers, banners, and titles for each report
- Provide Boolean logic across data fields
- Group, sort, and filter
- Create, save, and edit reporting templates
- Save and store reports with results
- Share reports with other users in the system and externally via an API and export capability (such as excel, pdf)
- Provide results in multiple formats including visual (charts, graphs) and/or textual
| - Schedule report generations (periodicity, data driven events, on demand) | Core | |||
| 68 | A9-Workforce Analytics and Employee Records | Provide access control (RBAC, ABAC) capability with a configurable, that provides and/or displays notifications, actions, alerts, data, analytics, etc. in near real time to users, managers, organizations, programs, etc. Users can be granted access to any subset of data as defined by their role based access. Alerts and notifications can be scheduled based on any report criteria. | Core | |
| 69 | A9-Workforce Analytics and Employee Records | Provide a capability to plan, manage and execute furlough of agency personnel, including but not limited to, defining essential positions, payroll execution, acknowledgement forms, announcements, external mass notifications, etc. | Core | |
| 70 | A9-Workforce Analytics and Employee Records | Provide a capability to create and maintain an electronic Official Personnel Folder (eOPF) for personnel according to OPM guidelines and a Certified Electronic Health Record (CEHR). | Core | |
| 71 | A9-Workforce Analytics and Employee Records | Provide a capability to ingest (both manually and automatically) person record data from external systems such as other agencies and military services, and use the ingested data to update (both manually and automatically) internal person records maintained by human capital practitioners. | Complementary |
NOTE: Requirements may be applicable to a combination of unclassified and classified domains.
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