OEM RFP FRD (U).xlsx
XLSX spreadsheet 33 KB Posted
- Attached to
- Human Capital Management
- Solicitation number
- HHM402-24-Q-0001
- Issued by
-
Defense Intelligence Agency
About this file
This document contains a functional requirements document (FRD) for a human capital management system solicitation from the Defense Intelligence Agency. The FRD outlines 79 requirements across 9 functional areas including administration, strategy and planning, talent acquisition, talent development, performance management, compensation and benefits, separation and retirement, employee engagement, and workforce analytics. Key capabilities required include managing user profiles and records across affiliation types, automating processes to minimize data re-entry, administering talent development programs, facilitating onboarding and offboarding, performing workforce and succession planning, and providing comprehensive reporting and analytics. The solicitation also involves integrating with external systems and a certified payroll system.
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FRD_Clean
| Requirement Number | HCBRM Functional Area | Mission Requirement |
| 1 | A0-HCM Administration | Provide the capability to manage a variety of user types 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: |
- Multiple simultaneous affiliation types and user 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
- Different fields required for the affiliate types, such as rank, service, and spouse data for military affiliate types.
- Part time and full time
- Multiple employment statuses (such as active, retired, separated, deceased, medical leave)
- Cover status
| 2 | A0-HCM Administration | Provide a capability that minimizes user re-entry of data that already resides within the system for all user roles and automatically extract data to support execution of processes and services. |
| 3 | A0-HCM Administration | Provide the capability to route, review, approve, sign, and store documents (PDFs, forms, memorandums, etc.). |
| 4 | A0-HCM Administration | Provide a capability to record effective dates of actions, both past and present, along with the auditable timestamp of the changes. Ensure corrections to records and forms, such as SF-50s, are processed in order of action. |
| 5 | A0-HCM Administration | Provide a capability for Power Users to perform workflow management (creation, configuration, and removal) to seamlessly implement 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 in order to remain consistent with evolving and changing requirements such as changes to guidelines, policies, organizational structure, and business rules. |
| 6 | A0-HCM Administration | Provide a capability to enact individual and mass record creation and changes to support ingestion of person record data from external systems, such as military service records, Agency reorganizations, and adjustments to meet new policies or data standards. Provide the means for the system to notify user of impacts to other components of the system so the changes are appropriately planned, tested (trialed), communicated, documented and trained. |
| 7 | A0-HCM Administration | Provide access control via approved agency methods (currently RBAC, ABAC). 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 system permissions for role management. |
| 8 | A0-HCM Administration | Provide a 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. |
| 9 | A0-HCM Administration | Provide the capability to link to, store (when necessary) and display documents such as policies, procedures, training materials and other HR documents to view. |
| 10 | A0-HCM Administration | Provide a capability for all users to search and retrieve from a knowledge base for self-service tasks within the system. The knowledge base should be comprised of policies, tool tips, user aides, system training artifacts, FAQs, how-to articles, and/or known issues. |
| 11 | A0-HCM Administration | Provide a capability for advanced user self service capabilites via chat bots 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 tasks, such as generating leave requests. |
| 12 | A0-HCM Administration | Provide a capability for General 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 HCMS (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 have access
- Use role based access for all records and service requests including abilities such as access, approvals, reporting, and analytics.
13 A0-HCM Administration Provide a capability for HR 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 tasks to responsible HR organizations and HR Users
- Automatically route and assign tasks to responsible HR organizations with workflows configurable by Power Users
- Record, track, execute and report on the status and completion metrics on all service requests
| 14 | A0-HCM Administration | Provide a user homepage with announcements, guided self service, employee/supervisor journeys, and targeted notifications (e.g., relevant vacancies, data validation tasks). Should be targetable by user role, affiliate type, and record information. |
| 15 | A0-HCM Administration | Provide a capability to 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.). |
| 16 | A0-HCM Administration | Provide a scheduling capability, or compatiability with Microsoft Outlook, to support HCM processes and business rules. Includes processes such as internal and external interviews, employee resource group events, agency memorial and observation events, and employee shift schedules. |
| 17 | A0-HCM Administration | Provide multiple employee listening capabilities that are easily configured by Power Users. |
- 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 listening capabilities keep responses tied to employee profiles for analytic queries, as well as for anonymized export of comments or results.
| 18 | 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)). Provide the ability to conduct workforce planning adjusted by role (supervisor, staff director, etc.). |
| 19 | A1-HC Strategy, Policies, and Operation Plan | Provide the capability to capture the current workforce composition and define the 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. |
| 20 | 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, billet type, funding year, military requisitions). Provide the ability to realign the factors and characteristics based on changes to a single, multiple or all records. |
| 21 | A1-HC Strategy, Policies, and Operation Plan | Provide a capability that enables the user to view current organization structure, and 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. |
| 22 | 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. |
| 23 | 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. |
| 24 | A2-Talent Acquisition | Provide a capability to plan, identify, manage, administer, coordinate and evaluate outreach and recruitment activities. Includes: |
- Identifying, prioritizing and advertising external outreach and recruitment activities
- Identifying, vetting, scheduling and notifying Recruitment Users of upcoming outreach and recruitment events
- Executing recruitment events in-person, externally or virtually
- Partnering with external recruitment vendors such as USA Jobs, Yellow, and Hirevue
- 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.
| 25 | A2-Talent Acquisition | Provide a capability to facilitate and manage the global change of station process (permanent or temporary). Includes capabilities to request, submit, sign, and store documentation, travel and move expense tracking and management, medical evaluation, security reviews, and status of required training. Assign, monitor, and complete tasks by HR Users, supervisors, and civilian employees, related to the PCSing user and eligible spouses/dependents for the global permanent or temporary change of station experience. |
| 26 | A2-Talent Acquisition | Provide a capability to manage job and career enrichment opportunity announcements such as the ability to create, modify, validate position classification against job description; job analysis and qualification standards; approve and post to publicly available vacancy platforms; and, post vacancies across classified and unclassified domains for both internal and external vacancies. Enable advertisements to run for a specified period of time and/or a continuous posting. Allow for single or multiple selections of candidates for each advertisement. Decompose into smaller requirements. |
| 27 | A2-Talent Acquisition | Provide a capability to enable hiring of external candidates and internal talent for jobs and other career enrichment opportunities to include activities such as application submittals, qualification/eligibility validation to include automated minimum qualification evaluation, resume screening, 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. |
| 28 | A2-Talent Acquisition | Provide a capability to track, report, and communicate internal and external applicant fall-out rates to include reasons for declining an opportunity, or reasons for disqualifying a candidate (e.g., security, did not meet qualifications, etc). |
| 29 | A2-Talent Acquisition | Provide a capability to allow external applicants to be tracked in an anticipatory talent pool, from application to onboarding 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. |
| 30 | A2-Talent Acquisition | Provide a capability to track, report and communicate (using a variety of mediums) hiring process statuses, timelines, and updates, to supervisory General Users and Staff Managent Users; track and report vacancy status and plans for application, interviews, testing, supplemental documentation (License and Certifications), security, medical evaluations, offer letters (conditional, final). Configurable views and/or metrics will be provided for the applicable users based on their specific role based access. |
| 31 | A2-Talent Acquisition | Provide a capability to track, report and communicate (using a variety of mediums) hiring process statuses/updates to supervisory General Users and Staff Managent Users; track and report vacancy status and plans for application, interviews, testing, supplemental documentation (License and Certifications), security, medical evaluations, offer letters (conditional, final). Configurable views and/or metrics will be provided for the applicable users based on their specific role based access. |
| 32 | A2-Talent Acquisition | Provide a capability to schedule, communicate and administer onboarding activities for civilians, military and affiliates (as applicable) entering Agency or a new organization. Includes capabilities such as assigning support POCs (e.g. sponsors); providing guides, checklists, welcome packets; completing required forms; administering orientation activities; coordinating provision of ID cards; creating/updating/validating credentials and system access; and, notifying follow-on procedures or enrollments enrollments such as benefits and training. |
| 33 | 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. |
| 34 | 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. |
| 35 | A2-Talent Acquisition | Provide an integrated, multi-purpose survey and assessment capability to conduct 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. |
| 36 | A3-Talent Development | Provide a capability to establish and edit a talent profile; automatically assign 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. |
| 37 | A3-Talent Development | Provide ability to find development opportunities, job, and career enrichment opportunities through personal exploration and automated recommendations based on interest, competencies, skills or experiences. 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. |
| 38 | 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, and status tracking and updates. 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. |
| 39 | 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. |
| 40 | 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. |
| 41 | A3-Talent Development | Provide a capability for individual development planning design and management that will 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.
| 42 | A3-Talent Development | Provide a capability to manage and integrate end-to-end civilian promotions to include criteria organization and resource access, employee eligibility screening, employee assessment submission, panel management, and the subsequent tracking and record updates for promotion status. The capability should 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. |
| 43 | 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. |
| 44 | 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. |
| 45 | A3-Talent Development | Provide a capability for talent development activities courses, learning and programs to be tied to competencies. |
| 46 | A3-Talent Development | 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, 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. |
| 47 | 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. |
| 48 | A3-Talent Development | Provide a capability for the aggregation of learning, training, and experiential data from the HCM and partner applications to provide information on the Affiliate(s) and Non-Affiliate(s) development journey. |
| 49 | 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. |
| 50 | A3-Talent Development | Provide a capability to track and process employees that are in billets with information that is in conflict with their personnel record, such as a GG-12 employee encumbering a GG-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. |
| 51 | A3-Talent Development | Provide a capability to identify (where possible), apply, track, alert, and process employees requiring new, "must-place" assignments. |
| 52 | 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 (e.g., employee, the rating/reviewing individual, HR User) to view performance data at such as by organization, office or employee. Provide employee information about the Performance Plan review process. Integrate performance management with staffing and hiring actions. Ensure flexibility in the frequency, scheduling, and input for performance management. |
| 53 | A4-Employee Performance Management and Continuous Vetting | Provide a capability for a rewards and recognition program. Program is capable of monetary, non-monetary awards, and military awards. The solution must provide the ability to plan, manage and track allocations as well as the ability to aggregate and decompose the data at Agency and sub-organization levels. The solution must include automated processing, validation, and approvals as necessary. |
| 54 | 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. |
| 55 | 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.), 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. |
| 56 | A5-Compensation and Benefits | Provide a capability to automate pay setting based on applicant information, hiring, and staffing actions. |
| 57 | A5-Compensation and Benefits | Provide a capability to capture time and attendance data for all designated users, including activities such as data entry, authorization, approval, certification and error correction. |
| 58 | 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. |
| 59 | A5-Compensation and Benefits | Provide the capability for 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. |
| 60 | A5-Compensation and Benefits | Provide the capability for automated workflows for remote telework processing and management. This shall include telework requests, tracking of teleworking term limits and extensions, and addressing different geographic locations and pay differences. |
| 61 | A6-Separation and Retirement | Provide a capability 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 an HR User view. |
| 62 | A6-Separation and Retirement | Provide a capability to facilitate and manage the retirement process for HR Users, 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. |
| 63 | A6-Separation and Retirement | Provide an automated capability to administer, facilitate and manage the separation process for Agency 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 coordinating with partner applications for the removal/update/validation of credentials and system access. |
| 64 | 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. |
| 65 | 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. |
| 66 | 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. |
| 67 | 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, student loan repayment, 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. |
| 68 | 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. |
| 69 | 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. |
| 70 | A7-Employee Engagement and Relations | Provide a capability to manage the selection, notification, and records management related to drug testing of employees. The capability shall include: |
- Random selection of civilian employees by location to perform agency drug testing
- Notification of the employee and supervisor of selection
- Supervisor ability to defer personnel from drug testing
- Records of historical drug testing selection and results
| 71 | A7-Employee Engagement and Relations | Provide the capability to flag employees that have adverse actions associated with them defer personnel actions, such as promotions, awards etc., until resolution. |
| 72 | 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 personnel action records (PAR), record transactions for individual, organization-wide, and agency-wide requirements, and support the same transactional requirements for ad hoc groupings of persons. The capability should support, as an example, generating and processing Notification of Personnel Action (SF-50) forms. |
| 73 | A9-Workforce Analytics and Employee Records | Provide a capability to create analytic queries, dashboards, and reports using a single, multiple, or all data fields in the database and display analytics as graphical and/or textual. |
| 74 | A9-Workforce Analytics and Employee Records | Provide an analytic capability which includes the ability for Power Users to perform functions such as: |
- create custom views
- save analytic templates
- save/store analytics with results
- publish analytics within the system
- export data and views of the analytics 75 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)
| 76 | 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. |
| 77 | A9-Workforce Analytics and Employee Records | Provide a capability to create, ingest, and maintain an electronic Official Personnel Folder (eOPF) with automatic popoulation of SF-50s for personnel according to OPM guidelines. |
| 78 | A9-Workforce Analytics and Employee Records | Provide a capability to ingest and export (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. |
| 79 | A9-Workforce Analytics and Employee Records | Provide a capability to visualize a hierarchial organization chart for components of the Agency, with configurable options for adding or aggregating by various data types. |
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