Internal Revenue Service (IRS)

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Internal Revenue Service (IRS)

Information Experts | Award-winning Strategic Communications Firm


The Internal Revenue Services’ (IRS) Employment Operations (EO) is composed of 11 offices that manage the hiring needs of 13 divisions within the IRS. Federal hiring practices had been under review government-wide as the President sought to reduce the time to hire to 80 days. Several things were influencing change within EO – the Office of Personnel Management’s End to End hiring Initiative, the Office of Management and Budget’s Memorandum (M-09-20), and an IRS Workforce of Tomorrow Task Force report. These influencers encouraged EO to seek assistance in assessing process improvements to its end-to-end hiring process. As a result, IRS EO had two goals: (1) reduce cycle time and (2) improve hiring manager satisfaction. The challenge was that EO processes a high number of applications – approximately 497,722 in FY 2008 and 830,577 in FY 2009 to fill roughly 32,000 positions. Supporting the processing of these applications was 584 EO staff. The EO hiring cycle-time averaged 140 days to fill an open position, well over OPM’s goal of 80 days.


Information Experts constructed an Analysis of Alternative report consolidating our findings into two alternative approaches to help EO overcome its challenges and meet its goals. The first alternative recommended optimizing the current operational structure and processes of EO. It would centralize two key processes into centers of excellence with standardized processes. A new staffing resource center would be created that was responsible for training and non-competitive actions previously performed by another group. IE also recommended that a key function within EO – background investigations – report to the personnel security office instead of EO.

The second alternative recommended transforming the structure of EO into two shared service centers (SSC). One SSC would focus on lower graded and seasonal hiring, and the other would focus on professional hires. Each of these two SSCs would contain separate functioning units into centers of excellence that would be standardized. A new Strategic Human Capital office would provide centralized support for the organization with a human capital training academy, an EO workforce analytics and planning team, and a customer service group.

IE provided a financial impact analysis for each alternative and showed the IRS how the financial impact would lessen as core processes were consolidated and efficiencies were gained from enhanced automation.

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