Workforce Agility Design & Insights

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Workforce Agility Design Case Studies

The Department of Labor and the Office of Personnel Management have provided two case studies on the US government's goal for a more agile workforce.

Department of Labor — Implement an Enterprise-Wide Shared Services Model


  • The Department of Labor's administrative functions were decentralized.
  • This structure resulted in duplication, fragmentation, inconsistent implementation of siloed administrative functions (e.g., space management, procurement, HR services, personnel, physical security and IT), and uneven customer service.

Organizational Structure

  • In centralizing the administrative functions of the Department of Labor, the following actions were taken.
  • Procurement was realigned under one shared service, which standardized and centrally managed procurement policies and processes under the Business Operations department of the Office of the Assistant Secretary for Administration & Management (OASAM) Business Operations Center.
  • Space Management functions were merged into OASAM to increase efficiency in space utilization, ensure across department conformity, and reduce costs.
  • An enterprise-wide Physical Access Control System along with the centralization of the personnel security operations was created.

Reasons for adoption

Organizational Agility

  • The department wanted to be able to quickly adapt to changing business conditions by realigning resources, adjusting procedures, or changing policies as necessary.

Efficiency & Effectiveness

  • The department wanted to achieve the desired results across the whole department with an optimal allocation of resources.
  • This goal was accomplished by defining strategy and goals, ensuring regulatory compliance and efficient structure, empowering the leadership, an agile and multi-skilled workforce, defined services, streamlined processes, targeted tools, and technology, with a proactive communication and engagement culture.

Customer Service First

  • The reorganization was centered around prioritizing customer needs and leveraging expertise to understand, anticipate, and satisfy customer demands.


Office of Personnel Management (OPM) — U.S. government's HR Department


Organizational Changes

Reason for Adoption

  • The agency sought to improve career pathways programs "to bring new talent into government," and to do better at screening out unqualified applicants.
  • The goal was to help workers whose jobs may have been eliminated or changed by automation to learn new critical skills and ease their movement to new roles.
  • OPM wanted to adopt private-sector practices by supporting internal mobility paths, apprenticeships, and continuous learning.


  • Through FY 2019, OPM released more than 1,600 data standards. Approved by a Data Review Board, these standards governed data related to "payroll, time and attendance, transfer, separations, and retirement."
  • In Q4, 2019, the government implemented the Employee Digital Record data standards and associated application program interfaces (APIs). This standardization provided the capacity for Federal employees to transfer between agencies using paperless processing.
  • Average time to hire decreased from 111 days to 44 days.