Plans Are Good, Execution is Better

Last year, I wrote about how the federal government needed to adopt a more disciplined approach to workforce planning. Every successful organization develops a thoughtful plan for the talent it needs to accomplish its mission. The federal government should be no different.

Today, we’re taking the next step.

The guidance OPM has issued to agencies on Annual Staffing Plans is about much more than compliance with a new planning process. It is about changing how the federal government thinks about hiring. Rather than defaulting to last year’s staffing levels or treating hiring as a series of isolated decisions, agencies will build comprehensive staffing strategies that begin with a simple question: “What workforce do we need to best serve the American people?”

That means planning from the ground up.

This process involves identifying mission-critical positions that deliver the greatest value while understanding how technology can enhance service delivery. Agencies must invest in technical talent capable of deploying these tools and ensure a robust pipeline of early career employees to serve as the next generation of public servants. And it requires an honest look at opportunities to simplify organizations, improve internal processes, and maximize the use of taxpayer resources.

Good workforce planning isn’t about hiring more people or fewer people. It’s about hiring the right people.

One of the biggest advantages of this process is something government has historically lacked: a centralized view of workforce needs across agencies. For the first time, OPM and OMB will be able to see where agencies are collectively investing, where critical skills are in highest demand, and where we can eliminate unnecessary duplication.

That visibility allows us to modernize federal hiring at scale.

If multiple agencies are looking for software engineers, cybersecurity professionals, AI experts, acquisition specialists, or other in-demand talent, we shouldn’t recruit for those positions dozens of different ways. We should recruit once, assess candidates rigorously, and enable agencies to hire from shared pools of highly qualified applicants. Programs like US Tech Force and the Early Career Talent Network are designed to do exactly that. The result is a better experience for applicants, lower costs for agencies, and faster hiring across government.

Technology is central to this effort.

Artificial intelligence and other modern technologies are changing how organizations operate across every sector of the economy. The federal government should be leading that transformation, not reacting to it. Annual Staffing Plans require agencies to think deliberately about how technology changes the work they do, the skills they need, and the services they provide. In many cases, the right investment in technology will allow agencies to deliver better outcomes with greater speed and efficiency. In other cases, agencies will need to recruit new technical talent or upskill their existing workforce to take advantage of those opportunities.

Planning for technology and planning for talent are no longer separate conversations.

The same is true for early career hiring.

Strong organizations continuously invest in the next generation of talent. They don’t wait until institutional knowledge walks out the door before thinking about succession planning. By asking agencies to reserve positions and budget for interns, recent graduates, and other early career professionals, we’re ensuring that government continues to attract talented Americans with current technical skills, fresh perspectives, and a commitment to public service.

Perhaps most importantly, this guidance reinforces a fundamental principle: hiring should be intentional.

Every position should support an agency’s mission. Every hiring decision should be grounded in merit. Every staffing plan should reflect careful consideration of organizational design, technological advancement, contractor usage, and long-term workforce needs. And every taxpayer should have confidence that the federal government is thoughtfully managing one of its largest investments—its people.

Modern organizations don’t succeed by accident. They succeed because they plan, they prioritize, and they continuously adapt.

That’s exactly what Annual Staffing Plans are designed to help the federal government do.