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Strategic Management of Human Capital Goals and Objectives

Human Capital Goal 1: Strategic Planning and Alignment

EOIR’s first human capital goal is strategic planning and alignment. Human capital strategy must be aligned with our mission, goals, and organizational objectives; and this focus must be integrated into our strategic plans, performance plans, and budgets. EOIR is working to meet this goal, as demonstrated below. 

Key Accomplishments:

  • In April 2024, EOIR completed and published the EOIR Strategic Plan FY2024-2028.

  • In June 2024, EOIR prepared and submitted this Plan to DOJ leadership and GAO for review, consideration, and approval.  

  • In June 2024, EOIR refined and implemented workforce analysis and planning models (AMICUS, Court Processing, Court Location, and Interpreter Allocation models). These are tools that continue to evolve and are applied across EOIR, providing consistent indicators and information that inform court operations.

Initiatives Timeline:

Agency Strategic Planning

  • To accomplish the goals of the EOIR Strategic Plan, EOIR will create an Implementation and Execution Plan by 9/2024.

  • EOIR will continuously evaluate strategic alignment success and adjust human capital strategies as needed.

Strategic Human Capital Planning

  • EOIR will conduct an EOIR-wide skills gap analysis by 8/2024.

Annual Performance Planning

  • EOIR will work to ensure annual performance plans, budgetary documents, and employee performance plans align with the EOIR Strategic Plan.

  • EOIR will implement a process to periodically evaluate its performance appraisal program for judges to better position EOIR to determine the program’s effectiveness.

  • EOIR will pursue the transition from legacy Performance Planning and Evaluations to the digital USA Performance System to make the evaluation process more transparent, efficient, and easier to determine effectiveness.

Human Capital Best Practices

  • EOIR will review, update, and/or develop and implement new performance and awards policies by 3rd quarter FY25, pending budget availability.

  • EOIR will partner with DOJ to explore establishing an OPM-certified SES CDP for DOJ by FY26.

Organizational Development

  • Ensure human capital support for reducing the backlog of cases using both strategic and workforce planning.

    • Focus on strategic and streamlined hiring.

    • Identify the appropriate number of court resources needed to reduce the backlog.

    • Develop stakeholder communication plan related to this effort.

  • EOIR will provide leadership training to equip leaders with the skills needed to drive the strategic plan and manage change effectively by 09/2024.

Change Management[1]

  • Position EOIR as an employer of choice.

    • Provide more entry-level positions and internship opportunities.

    • Develop clear and consistent onboarding policies and materials.

    • Create career-ladder positions and detail programs geared toward employee development and growth opportunities.

    • Conduct annual competency gap assessments.

    • Improve career training opportunities across EOIR.

  • Establish a “One-EOIR” approach.

    • Set and communicate specific Key Performance Indicators to measure organizational performance.

    • Set and communicate strategic direction with EOIR’s Strategic Plan FY2024-2028 and other tools.

    • Standardize organizational chart structure to promote greater transparency.

  • Assess change readiness and address any barriers by 09/2024.

    • Survey staff to gauge attitudes, perceptions, and readiness for change. 

    • Barriers can be overcome with transparency, communication, and engaging and involving employees.


EOIR Accountability Measures and Milestones 

Action Strategy Measure(s)/Milestone(s) Timeframe Owner
Agency annual performance plans and budget align with EOIR Strategic Plan and agency objectives. % of employees who understand the linkage between their performance plan and EOIR strategic plan. Annual Agency executives / senior leadership and Admin
% of derivative EOIR office plans that align with EOIR Strategic Plan and agency objectives. Annual (as applicable as component plans are not a requirement, but best practice). Agency executives / senior leadership and Admin
Develop/update comprehensive Human Capital Strategic Plan, incorporating analysis of previous human capital plans results, and ensure integration into decision-making processes to drive continuous improvement.   Every 3-4 years (or as needed based on change management) Agency executives / senior leadership and Admin
Complete a new Human Capital Implementation Plan (or plans) each year aligned to this Plan and post it. Develop timeframes, determine costs, and assign ownership for the initiatives and strategies in this plan. Annually (may vary) dependent upon the initiatives. Agency executives / senior leadership and Admin
 

[1] Change management refers to how an organization manages change within the organization to make it as seamless as possible.