Develop and document comprehensive reference documents on the hiring processes, procedures, roles, and responsibilities.

Develop and implement regular training for process owners on the hiring process.

Create and implement a knowledge management strategy, such as developing standard operating procedures, reference sheets, and program office fact sheets.

Corrective Action Taken

OCHCO developed and implemented client profiles for each HUD program office to address knowledge loss and the need for offices to explain or reexplain their mission and functions. The profiles will serve as a central repository to learn about the various programs and missions of HUD and will allow OCHCO staff, other key HUD program office staff, and HUD’s service provider staff to view critical information for each HUD program office.

Conduct a feasibility study for an automated POL.

Develop and implement time-to-hire goals that account for each hiring process step.

Develop and document methodologies on how OCHCO calculates hiring metrics to ensure that its hiring metrics and hiring goals align across all of its data sources, including the POL, the human capital dashboard, and the HCOP.

Track the quality of candidates as measured by the hiring officials.

Track the number of recruit attempts that result in a selection, the number of recruit attempts that result in a successful hire, and the number of positions that are reposted due to unsuccessful first recruit attempts.

We recommend that HUD’s Chief Administrative Officer implement the corrective actions and internal process improvements in internal control developed as a result of the Chief Financial Officer’s investigation addressed in recommendation 1A.

We recommend that HUD’s Chief Administrative Officer provide training to responsible staff and officials to ensure that those that may be involved with negotiating any GSA rent credits, like the credits addressed in this report, identify such potential rent credit transactions and follow the corrective actions and process improvements implemented to resolve recommendation 1B.

The OIG has determined that the contents of this recommendation would not be appropriate for public disclosure and has therefore limited its distribution to selected officials.

Designate a Senior Agency Official for Records Management at the Assistant Secretary level or its equivalent.

Update and issue agency formal records policy, including detailed procedures and requirements for completing and maintaining program office and agencywide inventories of systems, records, and PII.

Update and obtain final NARA approval of all HUD records retention schedules, including the Capstone email schedule, to comply with Federal requirements, including OMB M-19-21.

Develop and approve an enterprise strategy to meet all M-19-21 electronic transition requirements.

Issue a formal policy and requirements for managing CUI.

Establish and disseminate a policy on safeguarding or prohibiting the transportation of PII records out of the office for telework purposes.

Complete the development of performance measures and establish a formal records evaluation process to measure the effectiveness and progress of the records management program.

Standardize processes and duties for all RMLOs.

Conduct a staffing resource assessment for the HUD records program and identify any skills gaps or resource needs.