1.1.22 Human Capital Office

Manual Transmittal

November 02, 2017


(1) This transmits revised IRM 1.1.22, Organization and Staffing, Human Capital Office.

(2) This IRM contains the mission, organizational structure, and responsibilities reflected in the Human Capital Office organization.

Material Changes

(1) This revised IRM reflects the current organizational structure and functional statements for the Human Capital Office (HCO) organization.

(2) IRM - Changed name of Executive Services, Employment, Talent and Security Division (ESETS) to Employment, Talent and Security Division (ETS).

  1. IRM - Added information on ETS’ new workforce transition responsibilities.

  2. IRM - Added/expanded content on Policy, Accountability, and Talent Management (PATM).

  3. IRM - Added information on Position Management/Classification.

  4. IRM - Moved information on Office of Executive Services (OES) to IRM as OES is a Division reporting to the IRS Human Capital Officer.

  5. IRM - Removed content concerning Restructuring, Planning which will be realigned to ETS.

  6. IRM - ETS offices changed from five to six offices added Veteran Program Office.

(3) IRM - Office of Human Resources Customer Service Division is a new division reporting to the IRS Human Capital Officer.

(4) IRM - Clarified the roles and responsibilities for the Leadership, Education and Delivery Services Division.

  1. IRM (1) - Updated and expanded LEADS mission and outlined comprehensive guidance provided to L&E community.

  2. IRM (1) - Added Knowledge Management/Learning Technology Office (KM/LTO), a new office under Office of the Director, LEADS. Responsibilities were previously under the LTO office.

  3. IRM Replaced Program Administration and Quality Measures (PAQM) with the correct name, Program Administration (PA). Updated responsibilities. PAQM obsolete and removed.

(5) IRM - Office of Executive Services (OES) was formerly an office within ESETS and is now a separate Division reporting to the HCO Officer.

(6) IRM Payroll and Personnel Services Division is a new Division reporting to the HCO Officer.

(7) IRM - Strategy and Finance was changed to Risk, Engagement, Finance, Systems and Strategy (REFSS) Division. Communications moved to C&L and ITM moved to BSP. REFSS updated roles and responsibilities.

(8) IRM - Workforce Relations Division clarified roles and responsibilities. Service-wide ethics program office was merged into the ECCO office.

  1. Centralized Adjudication branch, formerly in WRD, no longer exists. The processing of UNAX cases are worked by the LR/ER Field Operations office.

  2. The Service-wide Ethics Program Operations, formerly a part of ECCO, in WRD, no longer exists. The 278/450 program remains in ECCO.

(9) IRM - Worklife, Benefits and Performance Division clarified roles and responsibilities.

(10) Editorial changes made throughout this IRM.

Effect on Other Documents

This IRM supersedes IRM 1.1.22 dated July 28, 2015.


All Operating and Functional Divisions

Effective Date


Katherine M. Coffman
IRS Human Capital Officer

Human Capital Office

  1. The Human Capital Office (HCO) mission: We support the IRS workforce and stakeholders through progressive human capital services and solutions. Driven to exceed our customers' needs, we engage in effective consulting, educate for excellence, and use state-of-the-art technology, while building and sustaining strong relationships to:

    1. Provide human capital strategies and tools for recruiting, hiring, developing, retaining, and transitioning a highly-skilled and high-performing workforce to support IRS mission accomplishments;

    2. Develop and implement technology-enabled systems and processes to improve human capital planning and management and empower employees to achieve their potential; and

    3. Dedicate itself to making IRS an employer of choice and a leader in human capital planning and management.

  2. The IRS Human Capital Officer reports to the Deputy Commissioner for Operations Support and provides executive leadership and direction in all matters relating to the Service’s employees, overseeing the design, development, and delivery of comprehensive, service-wide human capital management and development programs that contribute to the Service’s vision and mission. Responsibilities include:

    1. Administering the compensation program in accordance with federal laws, which includes development, application, and implementation of service-wide and business specific policy and expert advice and guidance.

    2. Establishing and administering service-wide policies, programs, products and services related to labor and employee relations issues, including case support.

    3. Developing and implementing technology-enabled systems and processes to improve human capital planning and management.

    4. Administering and coordinating recruitment, hiring and employee classification and development activities.

    5. Administering service-wide policies, programs, products and services related to performance management, employee benefits, retirement, workers’ compensation and worklife programs.

  3. The Deputy IRS Human Capital Officer reports to the IRS Human Capital Officer.

  4. The Human Capital Office is comprised of a IRS Human Capital Officer, Deputy IRS Human Capital Officer and eight divisions:

    1. Employment, Talent and Security Division

    2. Human Resources Customer Services Division

    3. Leadership, Education and Delivery Services Division

    4. Office of Executive Services Division

    5. Payroll and Personnel Systems Division

    6. Risk, Engagement, Finance, Systems and Strategy Division

    7. Workforce Relations Division

    8. Worklife, Benefits and Performance Division

Employment, Talent and Security Division

  1. The Employment, Talent and Security (ETS) Division provides policies, products and services that support business efforts to identify, recruit, hire and advance a workforce with the competencies necessary to achieve current and future organizational performance goals. Technology and reengineering are leveraged to improve delivery of products and services. ETS also ensures consistent service-wide policies for the execution of Reduction-in-Force (RIF) and mitigation strategies to support workforce transition initiatives.

  2. The Director, ETS Division, reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer.

  3. The ETS Division is organized into six offices:

    1. Employment Operations(EO) partners with business units to develop strategic hiring plans that drive the hiring decision by planning, executing and evaluating the type of position to be filled based on service-wide workforce, attrition and workload needs. Services are aligned to support campus, compliance and support function hiring under three separate branch operations. Each operation provides expert staffing and recruitment advice to management while administering the internal and external hiring processes. This involves advertising vacancies, advising on hiring flexibilities, referring qualified candidates, conducting background investigations, managing the new employee orientation process, and hardship transfers. Employment is also responsible for processing all service-wide noncompetitive personnel actions such as career ladder promotions and reassignments.

    2. Jobs Online Business Solutions(JOBS) develops, deploys, educates and implements automated applicant management and hiring solutions developed in partnership with stakeholders in a multi-level review process to target, assess, identify and onboard highly qualified employees.

    3. Personnel Security(PS) determines whether IRS employees, contractors and consultants are suitable for their positions, as well as ensuring that these individuals are of the highest integrity, reliability, character and administers the National Security Program for the IRS.

    4. Policy, Accountability and Talent Management (PATM) provides managers and the human capital community with expert advice and guidance related to human resource policy and implementation to recruit, hire, and maintain a highly skilled workforce to support the mission of the IRS. The PATM office also works closely with the Department of the Treasury to develop, disseminate and oversee the Service’s implementation and delivery of staffing-related programs, initiatives and requirements. In addition, PATM oversees workforce transition efforts including conducting reductions in force; coordinating voluntary early retirements (VERA) and voluntary separation incentives (VSIP) efforts; and providing guidance on all aspects of organizational transformation.

    5. Position Management/Classification Office (PM/C) develops and administers the Service’s Position Management/Classification Program; ensures that jobs are accurately classified in accordance with published Office of Personnel Management (OPM) position classification standards; provides expert technical advice and services to management regarding grade structures and organizational changes; serves on special teams to further future state initiatives; reviews and resolves agency classification appeals; and serves as the OPM liaison to provide information, conduct studies, implement new classification standards and other program related initiatives.

    6. Veteran Program Office (VPO) provides quality training and work experiences for wounded warriors and veterans by coordinating various non-paid internship opportunities within the IRS and helping veterans who qualify for one or more of the three special hiring authorities to become gainfully employed within the IRS.

Human Resources Customer Service Division

  1. The Human Resources Customer Service (HRCS) Division allows the IRS to use employee skillsets and knowledge to create a sustainable core within Operations Support and deliver HR services in a more cost-efficient way. This unified HR community allows HCO to provide more strategic, agile and consistent services to customers, as well as improved training and developmental opportunities for human capital professionals at the IRS.

  2. The Director, HRCS Division reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer.

  3. The HRCS is organized into five offices:

    1. Education & Human Resources Branch (EHR) - Consists of three sections: Professional Development, Education Delivery, and Human Resources Section. EHR services the following areas Agency-Wide Shared Services (AWSS), Privacy, Government Liaison and Disclosure (PGLD) and Privacy Policy and Compliance (PPAC).

    2. Employee Services & Special Projects (ESSP) - ESSP programs include: Employee Engagement, Employee Suggestion, Enterprise Risk Management, Office of Government Ethics (OGE) 450, and Workforce Planning for the Information Technology (IT) Organization.

    3. Human Capital Management Branch (HCMB) - Consists of three sections: Labor Relations & Performance Management, Transition Initiatives, and Organization & Position Management. HCM services consist of information on Awards, Labor Relations, Paybanding, Performance Management, Position Classification, Position Management, Transition, Reorganizations, Workforce Planning and Workforce Reporting for the IT organization.

    4. Information Technology Hiring Branch (ITH) Branch - Consists of two sections: Hiring Management 1 and Hiring Management 2. IT Hiring Branch services consist of planning and managing hiring programs in support of the IT organization.

    5. Learning and Education Branch (L&E) Branch - Consists of four sections: Customer Relationship Management, Technical Training, Training Support 1 and Training Support 2. Services offered by L&E include virtual/classroom training environments for IT managers and employees. Leadership, Project Management, and Technical are among the various types of training offered.

Leadership, Education and Delivery Services Division

  1. The Leadership, Education and Delivery Services (LEADS) Division mission is to provide overall governance and guidance to the education community, which includes:

    • Setting education policy standards;

    • Maintaining and administering policy and guidelines for Service-wide Learning and Education (SL&E);

    • Performing critical roles which includes overall strategic planning through linkages to the education community, external partners, and councils and boards;

    • Identifying and providing technology enabled products that enhance individual employee performance and increase the range of effectiveness of learning activities;

    • Designing and development of the service-wide leadership curriculum, and readiness programs;

    • Providing consistency and guidance in the development, distribution, and delivery of cross functional training among and between all embedded Learning and Education (L&E) components;

    • Coordinating the delivery of all IRS training programs;

    • Conducting research and development serving as a liaison with the embedded L&E components for special projects;

    • Redesigning service-wide curricula;

    • Establishing quantitative and qualitative measures that focus on customer satisfaction, employee satisfaction, and business results; and

    • Providing management and oversight of SL&E related contracts.

  2. The Director, LEADS Division reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer.

  3. The Director of LEADS, in collaboration with the Learning and Development Executive Council (LDEC), has oversight responsibility for setting policy for SL&E. The roles and responsibilities of the Director include the following:

    • Conducting strategic planning (i.e., develop an L&E Strategic Plan), performing environmental scans, and identifying trends and issues that impact learning in collaboration with the embedded L&E staff;

    • Providing learning products and services that link business strategies and enable employees to meet business goals and objectives;

    • Collaborating with the business customers to identify and deliver training needs;

    • Planning, administering, managing, and executing the work necessary to provide specified services;

    • Coordinating and collaborating with SL&E; and

    • Meeting with the LDEC on a regular basis to discuss training issues affecting the business customers and the learning community at large.

  4. The LEADS Division is organized into five offices:

    1. Knowledge Management/Learning Technology Office (KM/LTO)

    2. Program Administration (PA)

    3. Leadership and Cross-Functional Training (LCF)

    4. Centralized Delivery Services (CDS)

    5. Service-wide Strategic Training Management (SSTM)

Knowledge Management/Learning Technology Office
  1. The Associate Director Knowledge Management/Learning Technology Office (KM/LTO) reports to the LEADS Director and has the following roles and responsibilities:

    • Managing, coordinating and implementing strategies and activities for service-wide knowledge management strategies;

    • Developing and maintaining LEADS web pages and SharePoint sites;

    • Managing Learning Management Systems (LMS) hardware, software and licensing for the Enterprise Learning Management System (ELMS), Learning Content Management System (LCMS), Enterprise Business Intelligence (EBI) and Evaluation Management System (EMS);

    • Supporting web-enabled learning delivered through ELMS;

    • Managing and coordinating implementation of ELMS, LCMS, EBI and EMS system support;

    • Identifying and coordinating implementation of customer required systems enhancements;

    • Planning, testing and validating system enhancements and upgrades;

    • Supporting internally developed web-enabled learning delivered through ELMS;

    • Researching and developing learning systems;

    • Providing Contractor Office Representative (COR) management for the contracts supporting ELMS, LCMS, EBI and EMS;

    • Coordinating with IT on IRS network and system security requirements that interface with education systems;

    • Maintaining system stability, maintenance schedules and user access account requirements; and

    • Ensuring Section 508 compliance and Associated Technology (AT) usability of the LMS systems.

Program Administration
  1. The Associate Director Program Administration (PA) reports to the LEADS Director and has the following responsibilities:

    • Maintaining LEADS budget and monitoring SL&E budget;

    • Developing and issuing training policy and program guidance;

    • Coordinating L&E requests from external stakeholders (TIGTA, GAO, OPM) and managing appropriate legislative issues and items;

    • Conducting training program research;

    • Coordinating SL&E policy issues with HCO Internal Management Document (IMD) Program Manager;

    • Providing Contracting Officer Representative (COR) support for LEADS and SL&E designated training programs and systems;

    • Maintaining the IRM;

    • Managing the Quality Assurance and Support Plan (QASP) process;

    • Managing the service-wide mandatory briefings program;

    • Coordinating consolidated service training budget measures;

    • Analyzing service-wide training budget; and

    • Managing LEADS communication service-wide.

Leadership and Cross-Functional
  1. The Associate Director Leadership and Cross-Functional (LCF) reports to the LEADS Director and has the following roles and responsibilities:

    • Managing service-wide leadership and leadership readiness programs;

    • Managing all corporate aspects of the Leadership Succession Review process, including the Web Career Learning Plan (WebCLP) site;

    • Managing the service-wide Geographic Leadership Communities program;

    • Managing Treasury initiated programs and assessments;

    • Developing and maintaining training and resources for analysts;

    • Developing designated corporate cross-functional training programs;

    • Coordinating service-wide programs with other LEADS offices and customers;

    • Coordinating corporate coaching and mentoring programs and resources;

    • Collaborating with business customers on Functional Leadership programs, as requested; and

    • Coordinating activities of the LDEC.

Centralized Delivery Services
  1. The Associate Director Centralized Delivery Services (CDS) reports to the LEADS Director and has the following roles and responsibilities:

    • Serving as points of contact and consultants for classroom and virtual training planning and delivery;

    • Advising and assisting business units with development and maintenance of a training schedule for classes delivered in classroom or virtual environment

    • Providing logistical support for training events held at CDS locations;

    • Providing instructor support during preparation and delivery of virtual events and classroom training at CDS locations;

    • Documenting training using the Enterprise Learning Management System (ELMS) and issuing class notifications (reporting instructions);

    • Supporting the IRS instructor program by evaluating and certifying classroom and virtual instructors’ platform skills;

    • Coordinating/conducting cross-functional instructor training for virtual delivery;

    • Supporting delivery of cross-functional classroom service-wide instructor training;

    • Conducting mid-course reviews for New Hire classes and upon requests for training over 80 hours;

    • Recording Level 2 evaluation data in ELMS;

    • Locating training space in CDS locations;

    • Updating ELMS records to document instructor certification;

    • Managing the service-wide employee programs including IRS College Credit Programs and Learn & Lead 24X7; and

    • Coordinating the annual HCO training plan for input into the service-wide training plan.

Service-wide Strategic Training Management
  1. The Associate Director of Service-wide Strategic Training Management (SSTM) reports to the LEADS Director and has the following roles and responsibilities:

    • Managing the Service-wide Training Evaluation program;

    • Coordinating the service-wide training event approval process as required by Treasury Directive (TD) 12-70;

    • Coordinating the annual service-wide training plan;

    • Maintaining the Service-wide Training and Event Tracking System (STETS);

    • Coordinating activities of the Service-wide Training Advisory Council (STAC); and

    • Collaborating with Treasury on the TD 12-70 program.

Office of Executive Services Division

  1. The Office of Executive Services (OES) Division provides integrated executive policy and operational personnel support services in a centralized structure to the Senior Executive Services (SES) and Streamlined Critical Pay Executives, as well as high-level staff support to the Executive Resources Board.

  2. The OES Director reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer.

  3. The OES is organized into five program areas:

    1. Candidate Development Program (CDP) consists of a rigorous, experienced-based curriculum called Executive Development and developmental assignments within the IRS. Its purpose is to identify exceptionally talented and well qualified individuals with demonstrated leadership competencies and prepare them for senior executive positions.

    2. Executive Performance Management incorporates planning, monitoring, developing, evaluating and rewarding both individual and organizational performance. This process consists of annually appraising executive performance against requirements using measures that balance organizational results with customer and employee perspectives as well as using performance information to adjust pay, reward, reassign and develop executives.

    3. Classification provides timely and accurate advisory services concerning position description development, the identification of core and technical competencies required for executive positions as well as advise on position management.

    4. Staffing coordinates programs and actions that relate to managing the movement and compensation of personnel in the Senior Executive Service (SES) and those in the senior leaders positions. These actions include initial pay setting, reassignments and relocation, recruitment and retention incentives.

    5. Executive Core Qualification Team assists CDP and Ad Hoc candidates with preparation of their Executive Core Qualification narrative and other SES certification documentation.

Payroll and Personnel Systems Division

  1. Payroll and Personnel Systems (P&PS) Division ensures the timely and accurate delivery of IRS payroll. P&PS is focused on world-class customer service while serving the IRS community through direct customer contact via the Payroll Gate, delivering hands-on training on HR Systems, proactively marketing systems or regulatory changes impacting customers, and implementing changes and efficiencies in HR processes based on customer feedback.

  2. The Director, P&PS Division reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer.

  3. The Deputy Director, P&PS Division reports to the Director, P&PS.

  4. P&PS Division is organized into Payroll Centers and Personnel Systems section.

    Payroll office plans, organizes, administers and implements a variety of personnel support services encompassing payroll, timekeeping, employee support, Combined Federal Campaign, savings bond program, and special projects. Special projects include processing of performance appraisals, the Career Service Award Program, issuance of emergency salary payments, records validation for reduction in-force (RIF) initiatives, as well as validation and maintenance of Official Personnel Folders (OPF). Payroll office is divided into four centers, each focusing on different aspects of payroll:

    1. Austin Payroll Center - manages employee debts, settlement cases, award certificates

    2. Memphis Payroll Center - administers time and attendance

    3. Philadelphia Payroll Center- processes personnel and payroll actions

    4. Ogden Payroll Center - provides health and life insurance support and oversees the Employee Resource Center (ERC) and Payroll Gate

    Personnel Systems section is comprised of Technology Reporting and Technology Systems, supporting the four Payroll Centers and provides a single point of contact for Payroll data, technical and system services. They are the business owner for Totally Automated Personnel System (TAPS)-Single Entry Time Report (SETR), Human Resources Reporting Center (HRRC) and Employee Connection, and they manage the National Finance Center and HR Connect systems for the IRS, and the ASPECT and Knowledge Incident/Problem Service Asset Management (KISAM) ticketing systems related to the ERC for P&PS and their stakeholders:

    1. Technology Reporting group - reports development and TAPS-SETR system enhancements

    2. Technology Systems group - manages HR Connect, KISAM, Aspect and all ERC applications

Risk, Engagement, Finance, Systems and Strategy Division

  1. Risk, Engagement, Finance, Systems and Strategy (REFSS) Division delivers human capital management products, services and solutions that support the mission of the Human Capital Office through integration, collaboration and innovation with the IRS community. REFSS provides product development, analytical consulting, communications and facilitation services in the areas of human capital strategic planning, technology, stakeholder reporting, human capital quality assurance, and financial management.

  2. The Director, REFSS Division reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer. The REFSS Division Director is responsible for:

    • Planning, coordinating, developing, administering, and tracking progress of the strategic priorities;

    • Defining and monitoring HCO measures, metrics and key performance indicators (KPI’s);

    • Formulating, developing, and executing HCO budget;

    • Projecting HCO labor and monitoring of salaries, benefits, on rolls, and cash awards;

    • Reporting to the Chief Financial Officer (CFO);

    • Managing the Treasury Inspector General Tax Administration (TIGTA) audit program for HCO;

    • Managing the HCO Risk program;

    • Coordinating HCO Internal Management Documents (IMD) and HCO owned IRMs;

    • Providing oversight and administration of the IRS Federal Viewpoint Survey and IRS Engagement and Retention programs;

    • Managing the IRS Lapse in Appropriations Contingency Plan; and

    • Supporting all HCO business processes by providing all data, hardware and information technology service needs.

  3. The REFSS Division is organized into five offices:

    1. Business Systems Planning (BSP)

    2. Engagement and Retention (E&R)

    3. Office of Finance

    4. Reporting and Performance Management (RPM)

    5. Strategy & Organizational Improvement (S&OI)

Business Systems Planning (BSP)
  1. Business Systems Planning (BSP) is the HCO liaison with the Information Technology (IT) organization for all data, hardware, and service needs that support HCO business processes. The BSP responsibilities includes:

    • Coordinating IT, Cybersecurity, and Privacy requirements with HCO and provides HR systems consultation and development services;

    • Managing the REFSS Division web and SharePoint applications and the PeopleTrak (PTrak) system;

    • Assisting HCO customers in identifying and articulating their technology requirements, consolidates and advocates those needs to IT, and coordinates their implementation/distribution;

    • Working with HCO stakeholders to identify systems and processes that can be improved, consolidated, or streamlined to enhance the efficiency and effectiveness of HCO operations;

    • Maintaining HCO staff IT profiles and helping to develop and process Work Requests (WR), funding requests, and KISAM support tickets; and

    • Representing the IRS Human Capital Officer at IT governance forums.

  2. BSP ensures that HCO complies with all applicable IT security and Federal Information Security Modernization Act (FISMA) requirements by:

    • Managing annual FISMA specialized IT security training for designated staff;

    • Coordinating annual systems testing of HCO applications, including Annual Security Controls Assessment (ASCA) and Information Systems Contingency Plan (ISCP) testing and documentation; and

    • Ensuring that any IT security weakness is documented in a Plan of Action and Milestone (POA&M) and that appropriate corrective action is taken.

  3. BSP provides systems consultation and development to human capital customers through its Rapid Applications and Technology (RA&T) section by:

    • Consulting and advising human capital customers on potential technology solutions, including commercial off-the-shelf (COTS) products and customized applications development. This consultation includes process analysis to determine the best technology solutions; and

    • Developing customized applications in partnership with human capital customer groups to automate and add efficiencies to human capital work processes.

  4. BSP manages the REFSS division web and SharePoint applications and the PeopleTrak (PTrak) system through its Human Capital Information Systems (HCIS) section by:

    • Providing consultation, maintenance, and support for REFSS division web and SharePoint sites, including requirements development, web page updates, 508 compliance validation, administrative access control, IT trouble-shooting, guidance and training;

    • Managing the IRS Careers Website (ICW) that is focused on employment marketing and recruitment, including the IRS Career Tools sub-site that provides education and career information and social media platforms within the IRS Career Web, such as Twitter, Facebook, YouTube, LinkedIN and GovLoop; and

    • Managing the PeopleTrak (PTrak) system, a web-based position management and tracking application used by all IRS business units, to include providing system maintenance and configuration, administrative access control, IT trouble-shooting, guidance and training.

  5. BSP manages the Integrated Talent Management (ITM) system deployment for IRS as part of a Treasury-wide ITM initiative. The ITM system contains individual modules that work together to provide a holistic approach to human capital management. BSP responsibilities include:

    • Serving as the IRS bureau coordinator;

    • Communicating ITM updates with all program owners and stakeholders;

    • Collaborating with HCO Business Process Owners; and

    • Ensuring implementation of the IRS identified modules: Learning Management, Workforce Planning, Succession Planning and Performance Management.

Engagement and Retention (E&R)
  1. Engagement and Retention (E&R) provides a proactive and strategic approach to engagement by focusing on key areas, implementing actions that matter, and continuously involving employees and stakeholders, thereby positioning the IRS as an employer of choice. E&R services include:

    • Overseeing the administration of the Federal Employee Viewpoint Survey;

    • Developing and maintaining the IRS Leadership Engagement Action Plan (LEAP);

    • Assessing and assisting in developing Business Unit action plans and goals;

    • Providing strategic and authoritative advice to HCO and the Deputy Commissioner for Operations Support;

    • Overseeing the administration of the service-wide Engagement and Retention strategies;

    • Developing and implementing agency approaches to strategically use and analyze employee engagement trends;

    • Collaborating with internal and external stakeholders on employee engagement initiatives; and

    • Developing and supporting cross-agency engagement and retention initiatives.

Office of Finance
  1. Office of Finance effectively manages all operating aspects of the Human Capital Office budget and efficiently use its financial resources strategically to support and successfully deliver HCO’s programs. The Office of Finance is responsible for the HCO budget including:

    • Labor - projecting/monitoring salaries and benefits, on rolls and cash awards;

    • Non-Labor – monitoring operational and service wide contracts and various other commitments, obligations, expenditures and disbursements;

    • Shared Support – funding for supplies, copiers and fax paper, services such as interpreters, printing, reimbursable;

    • Other – maintaining policy and procedures, financial reports, inter-agency agreements, unit cost rates, gainsharing;

    • Hiring Requests – gathering/prioritizing all HCO hiring needs, allocating labor allocations for promotions and temporary promotions, approving all Personnel Action Request (PAR) activity for HCO, and serving as the point of contact for the management of HCO priority hiring spreadsheets;

    • Reimbursable agreements – coordinating all agreements related to the work, when the Human Capital Office works on behalf of another government agency, and initiating the billing documents to collect earnings;

    • Budget Formulation – handling the formulation and development of the out- year budget for HCO including investment proposals, providing narrative for the Treasury/OMB submissions, completing plan realignments and managing increases/decreases to the budget submission;

    • Treasury Directive 12-70 – managing the approval and reconciliation process for all HCO hosted events and training including obtaining proper approvals on events and reconciling actuals for 40-day reporting on all events/training that exceed $25,000; and

    • Concur Travel System Review/Approval – conducting reviews and approvals of Concur authorizations and vouchers for the HCO Front Office immediate staff and REFSS employees and reconciling errors recorded during CFO quality review of travel spending.

Reporting and Performance Management (RPM)
  1. Reporting and Performance Management (RPM) provides oversight and management support, products and services including:

    • Chief Financial Office (CFO)/Treasury reporting;

    • General Accounting Office (GAO) reporting;

    • HCO Business Continuity Planning;

    • HCO Internal Management Documents (IMD) and IRM coordination;

    • HCO Records Management Program coordination;

    • HCO Risk Management Program;

    • HCO Space Optimization Program;

    • Human Capital Framework (HCF) Program reporting; and

    • Treasury Inspector General Tax Administration (TIGTA) Audit Program.

Strategy and Organizational Improvement (S&OI)
  1. Strategy and Organizational Improvement (S&OI) identifies and supports the most effective and efficient ways to develop and deliver the vision of the Human Capital Office. Sound strategy provides the framework to drive excellence in our program management practices which in turn enhances and strengthens the human capital community. This requires planning, collaboration, setting clear priorities and goals, and understanding workforce requirements throughout the entire Human Capital Life Cycle. S&OI responsibilities include:

    • Planning, coordinating, and monitoring the execution of the HCO strategic plan;

    • Developing, administering, and tracking progress of the human capital strategic priorities;

    • Ensuring HCO strategic planning projects reflect organizational strategic priorities;

    • Partnering with internal leadership and other stakeholders to support execution of key initiatives;

    • Developing inclusive and comprehensive planning processes;

    • Defining HCO measures, metrics and key performance indicators (KPI’s) to support decision making;

    • Developing and maintaining data analytic tracking tools to monitor program measures, metrics and KPIs; and

    • Promoting accountability and transparency.

Workforce Relations Division

  1. The Workforce Relations Division (WRD) mission is to establish IRS labor and employee relations policy and provide related support and expertise to service management and employees, as well as its field and embedded labor/employee relations staff and operations.

  2. The Director, WRD reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer. The WRD Director is responsible for:

    • Board of Employee Professional Responsibility (conduct issues);

    • Employee Relations (ER) performance and conduct cases;

    • Employee Relations Policy;

    • Employee Tax Compliance;

    • Ethics/Conduct - Office of Government Ethics (OGE) 450 Program, Ethics Handbook Penalty Guide, Section 1203;

    • Labor Management Relations - negotiations, grievances, Collective Bargaining Agreement (National Agreement) application and interpretation;

    • Labor Relations (LR) Policy;

    • LR-ER Activity Analysis and Reports;

    • National Agreement (Collective Bargaining Agreement);

    • Negotiations;

    • Board - 1203 and Administrative Leave Policy for Misconduct;

    • Unacceptable Performance;

    • Wage Garnishments; and

    • Within-Grade Increase Denials (less than fully successful performance).

  3. The WRD is organized into the following three Associate Director areas and one Unit. To access the current WRD organizational chart, visit http://hco.web.irs.gov/pdf/WRDorgchart.pdf:

    1. Employee Conduct and Compliance Office (ECCO)

    2. Labor Relation Strategy and Negotiations (LRSN)

    3. Labor Relations and Employee Relations Field Operations (LR/ER)

    4. Executive Misconduct Unit (EMU)

  4. Employee Conduct and Compliance Office (ECCO) provides a centralized structure and forum for addressing concerns about employee conduct. ECCO program responsibilities include:

    • Agency Grievance procedures and threshold issues;

    • Court-Ordered Garnishments;

    • Disciplinary and Adverse Actions procedures;

    • Ethics Guidance;

    • Employee Tax Compliance;

    • IRM - Part 6, Human Resources Management (multiple sections);

    • Manager’s Guide to Penalty Determinations (Document 11500);

    • Outside Employment Policy (Document 12011-A);

    • Plain Talk About Ethics and Conduct Handbook (Document 12011);

    • Probation/Trial Period Terminations procedures;

    • Public Financial Disclosure Report (OGE 450 program);

    • Unacceptable Performance procedures;

    • Service-wide Ethics; and

    • Within-grade Increase Denials (less than fully successful performance).

  5. Executive Misconduct Unit (EMU) is the exclusive ER office for all conduct-based inquiries involving high-level employees (i.e., Executives [ES, SL & AD]; Executive Officers [IR-01]; Senior Managers [IR-01 & IR-03]; and GS-15 non-bargaining unit employees). The EMU program responsibilities include:

    • Receipt and evaluation of complaints alleging misconduct;

    • Support to the Chair of the Executive Resources Board for consistent adjudication of misconduct cases; and

    • Support to the Office of Executive Services for disciplinary/adverse action information.


    Misconduct cases for employees on a temporary promotion to a GS-15, IR-01, or IR-03 level are worked by WRD, in the LR/ER Field Operations office.

  6. LR Strategy and Negotiations (LRSN) represents the IRS management on all national labor-management-relations issues impacting the working conditions of bargaining unit employees. The LRSN program responsibilities include:

    • Agency Head Review of all negotiated agreements between the IRS and the Union;

    • Collective Bargaining Agreement (National Agreement Document 11678) – contractual, statutory and regulatory interpretation, application and negotiations;

    • IRM - Part 6, Human Resources Management (multiple sections);

    • Labor Relations (LR) support for management and LR staff;

    • National Arbitration;

    • National Grievances;

    • National Information Requests (per 5 USC 7114);

    • National Negotiations (service-wide and business-unit specific);

    • National Unfair Labor Practice Charges;

    • Negotiability Determinations (proposed changes in personnel policies, practices, procedures, and matters impacting the working conditions of bargaining unit employees);

    • Official Time Program (administration of Article 9 in the National Agreement);

    • Review EEO Settlement Agreements to determine impact; and

    • Strategic development and presentation of the IRS’s position on agency initiatives including negotiations.

  7. LR/ER Field Operations office provides labor and employee relations guidance and representation to IRS management in the areas listed below:

    • Automated Labor/Employee Relations Tracking System (ALERTS) - the Service’s LR and ER system for management information;

    • Collective Bargaining Agreement (National Agreement) - application and interpretation;

    • Contract and Agency Grievances;

    • Disciplinary and Adverse Actions;

    • Ethics Guidance (including misconduct allegations or violations);

    • Information Requests, per 5 USC 7114;

    • Local Bargaining Agreements (delegated by LRSN);

    • Support to the 1203 Review Board;

    • Training and Outreach - LR/ER specialists and managers;

    • Unacceptable Performance;

    • Unauthorized Access of Taxpayer Information;

    • Unfair Labor Practice Charges; and

    • Within-Grade Increase Denials (less than fully successful performance).


    LR/ER support for managers is provided by business unit via three branches in Field Operations. Visit http://hco.web.irs.gov/apps/staffdir/lrcontactguide.pdf to find your servicing LR/ER office and/or specialist.

Worklife, Benefits and Performance Division

  1. The Worklife Benefits and Performance (WBP) Division mission is to develop and implement service-wide policy and provide operational program oversight and support for a variety of integrated human capital programs and contracts that promote IRS recruitment and retention, and support employees throughout their careers. As the service-wide policy experts for various programs, WBP serves as the HCO liaison to Treasury, and partners with the business based HR professionals and IRS senior leadership through the Human Capital Advisory Council (HCAC) and Human Capital Board (HCB). WBP service-wide policies/program responsibilities include benefits, personnel and workplace flexibilities, performance management, awards/recognition, work-life balance, compensation, leave, occupational health, and strategic workforce planning. In addition to the development of service-wide policy, WBP staff also performs operational program delivery for certain human capital programs: human capital research, benefits (e.g., worker’s compensation, leave transfer/leave bank, retirements/benefits counseling), and contract administration [Federal Occupation Health (FOH), Employee Assistance Program (EAP), Drug Free Workplace]. WBP staff serves as the business based support for HCO for certain programs (e.g., HCO Awards, HCO Head of Office Ceremony, HCO Non-Monetary Recognition, HCO Employee Suggestions).

  2. The Director, WBP Division reports to the IRS Human Capital Officer through the Deputy IRS Human Capital Officer.

  3. The WBP Division is organized into six branches:

    1. Performance Management Branch (PMB)

    2. Workforce Planning and Human Capital Research (WPHCR)

    3. Worklife Recognition & Leave Sharing (WRLS)

    4. Benefits and Services Team (BeST)

    5. Workers' Compensation Branch (WCB)

    6. Awards, Compensation, and Leave Policy (ACLP)

  4. Performance Management Branch (PMB) provides managers and the human capital community with administration oversight and expert advice related to the IRS performance management system policy development, implementation, program effectiveness and compliance to support a high-performance culture. PMB partners with the Department of the Treasury to develop, disseminate and oversee IRS implementation and delivery of performance management-related programs, initiatives and requirements. PMB program responsibilities include:

    • Performance Management Program for Managers, Management Officials;

    • Confidential Management/Program Analyst (GS-343, Non-Bargaining Unit);

    • Performance Management Program for Employees (Bargaining Unit and Non-Bargaining Unit);

    • Supporting and IRS High-Performance Culture;

    • Developing corporate IRS Performance Management policies and guidance;

    • Oversight and administration of IRS Performance Management Programs;

    • Oversight of IRS Performance Plan, Critical Job Elements, and Performance Appraisal development;

    • Monitoring Fundamental Performance Management training for managers to assure compliance and effectiveness; and

    • Consulting and advisory on interpretation of Performance Management policies and regulatory requirements to IRS Leadership and internal/external customers.

  5. Workforce Planning and Human Capital Research (WPHCR) is subdivided into Workforce Planning section and Human Capital Research section.

    Workforce Planning section responsibilities include:

    • Service-wide strategic workforce planning;

    • Workforce planning consultation and support;

    • OPM/Treasury/IRS workforce planning pilots, projects and initiatives;

    • Workforce analytics;

    • IRS workforce data reporting;

    • ITM workforce planning module;

    • Analyze workforce projections;

    • Attrition analysis;

    • Report retirement and non-retirement attrition measures;

    • Workforce data dictionary; and

    • Mission Critical Occupations (MCO) Program.

      Human Capital Research program responsibilities include:

    • Research design and implementation;

    • Data capture plans;

    • Survey design;

    • Survey administration;

    • Survey response analysis;

    • Workforce optimization studies;

    • Workload optimization studies;

    • Data analysis for collective bargaining;

    • Automation plans;

    • Consultations for data analysis software programming; and

    • Troubleshooting for data analysis software programming.

  6. Worklife, Recognition & Leave Sharing (WRLS) program responsibilities include:

    • Worklife and Wellness;

    • Employee Assistance Program;

    • Employee Recognition Program;

    • Telework;

    • Drug Free Workplace;

    • Automated External Defibrillator (AED);

    • FOH, Health Units and Contract Medical Review;

    • Fitness Centers;

    • Child Care Centers;

    • Smoking Cessation;

    • Flu Shots;

    • Home as POD (HaP);

    • Infections Disease Protocol;

    • Nursing Mothers Program;

    • IRS Domestic Violence, Sexual Assault and Stalking (DVSAS) Policy;

    • Employee Suggestion Program;

    • Leave Sharing; and

    • Human Capital Office, Head of Office Award Ceremony.

  7. Benefits and Services Team (BeST) program responsibilities include:

    • Retirements;

    • Phased Retirement;

    • Disabilities Retirements;

    • Deaths of Employee Cases;

    • Deaths of Dependent Cases;

    • Annuity Estimates;

    • Service Credit;

    • Deposits/Redeposits Military Deposits;

    • FERS 6-month Opportunities;

    • Spousal Equity;

    • Federal Erroneous Retirement Coverage Correction Act (FERCCA) Cases;

    • FERCCA OPF Reviews;

    • Federal Employees’ Health Benefits Program (FEHB);

    • Federal Employee Group Life Insurance Program (FEGLI);

    • Federal Employees’ Dental and Vision Insurance Program (FEDVIP);

    • Flexible Spending Accounts (FSA)

    • Long Term Care (LTC);

    • Thrift Savings Plan (TSP);

    • Pre-Retirement Seminar Coordination;

    • Government Retirement & Benefits (GRB) Platform;

    • Financial Literacy; and

    • Treasury & OPM Liaison POC on Retirement/Benefits.

  8. Workers' Compensation Branch (WCB) program responsibilities include:

    • IRS’s liaison with Department of Labor’s Office of Workers’ Compensation Programs (OWCP);

    • Workers' Compensation policy development, program administration, and technical guidance;

    • Workers' Compensation claim processing and case management;

    • Electronic claims processing;

    • Leave Buy Back (injury leave re-purchase and restoration); and

    • Business Continuity Support (Incident Response Team).

  9. Awards, Compensation, and Leave Policy (ACLP) program responsibilities include:

    • Awards/Bonuses (bargaining and non-bargaining unit);

    • Appeals of Denials of Requests for Waivers;

    • Pay for Performance - IRS Payband System;

    • Pay Administration;

    • Grade and Pay Retention;

    • Recruitment, Retention, Relocation and other Incentives;

    • Hours of Work, Excused Absence, Work Schedules, Tours of Duty;

    • Compensatory Time, Overtime, Religious Compensatory Time, Compensatory Time for Travel and FLSA; and

    • Salary Offset Waivers for Reemployed Annuitant (REA) Program.

HCO Organizational Chart

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