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FY22 Goal 5: Sustain and Support a Fully-Engaged and Diverse Workforce

Objectives & Activities

1
1.

Continue our dialogue on hiring, recruitment, and retention and review IRS Human Capital Office (HCO) strategies for measurable improvement, and if appropriate, make recommendations for improvement.

  1. Continue to advocate for adequately sustained, multiyear funding to allow for increased IRS hiring capacity and to overcome employee attrition.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  2. Determine if “direct-hire” is needed, and if so, continue to advocate for additional “direct hire” authority.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  3. Review changes HCO has implemented to determine if it achieved measurable results to the improvement of the hiring process. This could include making recommendations for further change and improvement.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  4. Collaborate with HCO, assist and comment on its plans for recruitment and hiring, and make recommendations that will meet the upcoming IRS hiring challenges while also increasing its level of customer service for taxpayers and stakeholders.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  5. Continue to advocate for the delegated authority for TAS embedded HR personnel to process TAS internal and external hiring actions.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  6. Partner with IRS to improve and expedite the hiring and onboarding process.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
2
2.

Sustain and Support a Fully-Engaged and Diverse Workforce

  1. Continue to participate in IRS teams that develop and implement the IRS’s training strategy for its workforce of the future.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  2. Identify obstacles the IRS faces in meeting its training goals and identify practices the IRS can adopt to overcome or minimize obstacles to effective training.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  3. Work with the IRS to provide recommendations for improved training, levels of training, subject matter training courses, and timing of training, and work with the IRS to determine the effectiveness of its training strategy over the next five years.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
3
3.

Implement a long-term recruitment strategy, including using new platforms to recruit qualified candidates to address ongoing staffing needs.

  1. Hire a TAS recruitment analyst to implement a targeted recruitment plan that supports TAS’s hiring needs.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  2. Use additional recruiting platforms to post job announcements, including state government websites, to recruit LTAs and Handshake.com to recruit recent graduates.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  3. Expand the use of alternative hiring authorities such as the Veterans Recruitment Appointment and Schedule A (employees with disabilities).
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  4. Explore the use of internship opportunities by posting internship announcements on USAJOBS and using the Veterans Affairs Non-Paid Work Experience program.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  5. Develop a hiring plan per needs and consideration of any significant increase in inventory or employee turnover.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  6. Develop a recruitment strategy to assist in our efforts to recruit individuals from outside of TAS and the IRS.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  7. Backfill the most critical positions lost through attrition and hire a full complement of staff in expanding TAS offices.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  8. Fully implement the CCI hiring team to allow expedited hiring and training of Intake Advocates
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  9. Revamp existing case advocate and intake advocate training using a combination of virtual, in-person, and self-study methods to allow for quicker training of new hires. This will include looking to see where we can partner with other parts of the IRS to assist in training delivery, such as Integrated Data Retrieval System training.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  10. Deploy a self-study course for all lead case advocates.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  11. Design new manager training curriculum.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  12. Support IRS TFA training initiatives, including the developing IRS University model.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  13. Continue to expand on the implementation of virtual training methods to maximize student interaction while minimizing costs.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  14. Provide external training and CPE credits offered through professional societies.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  15. Develop a consistent and streamlined onboarding process for new hires to welcome them to TAS and better equip them for their new position.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  16. Provide training for managers on leading in a virtual environment and how to engage with employees virtually.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
4
4.

Continue to support and expand leadership development programs to provide employees tools and opportunities to grow in their careers.

  1. Expand the services of our in-house Coaching Program by creating a Coaching Curriculum to be delivered to all TAS managers, Leadership Readiness Program instructors, and a TAS in-house coaching cadre designed to support leadership onboarding and targeted Leadership Succession Review (LSR) competencies.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  2. Strengthen our Leadership Readiness Programs by creating mechanisms for structured feedback to ensure program participants are given meaningful comments and reactions to their detail assignments to help them develop leadership skills and identify areas for improvement.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  3. Promote the use of the recently launched TAS Detail Opportunities to create transparency when advertising non-bargaining unit detail opportunities within TAS.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  4. Support Leadership Succession Review (LSR) and Web Continuous Learning Plan/Individual Development Plan development by providing educational materials and individual assistance to employees and their managers, including identifying competency-specific training.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  5. Define leadership competencies and behaviors with specifics of what that means to TAS leaders and managers at the frontline and senior manager leadership levels particularly at the Taxpayer Advocate Group Manager (TAGM) and LTA positions with a goal to increase the number of applicants for leadership readiness programs.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  6. Develop and deliver a development curriculum encouraging all TAS employees to have both an LSR and create a Career Learning Plan, to take a training class, and to pursue their professional development and career advancement.
    Status: Open
    Expected Completion Date:
    Quarterly Update:
  7. Conduct a detailed analysis of the TAS succession plan to identify potential risks and identify steps to mitigate those risks.
    Status: Open
    Expected Completion Date:
    Quarterly Update: