Our 2002 strategic human capital model identifies aspects of human
capital management that enable agencies to maximize their employees'
contributions, such as (1) the continuing attention of senior leaders
and managers to valuing and investing in their employees; (2) an
investment in human capital approaches that acquires, develops, and
retains the best employees; and (3) the use of performance management
systems that elicit the best results-oriented performance from the
staff, and indicators to measure the effectiveness of human capital
approaches.[Footnote 17],[Footnote 18] Before beginning to develop
specific workforce strategies, an agency can assess these aspects of
its human capital approach, using OPM's Human Capital Assessment and
Accountability Framework, which OPM developed in conjunction with the
Office of Management and Budget (OMB) and GAO; our model; and other
tools. The results will help agencies develop a sense of the obstacles
and opportunities that may occur in meeting their critical workforce
needs For example, an agency that attempts to develop creative and
innovative strategies will have a difficult time implementing the
strategies if its assessment concludes that its overall human capital
approach (1) does not effectively value people as assets whose value
can be enhanced and (2) is not results oriented.