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In concluding this symposium, a return to the ongoing experience in the Department of Homeland Security (DHS) is instructive. Perhaps not surprisingly, given the rancor that accompanied its journey through Congress, the Homeland Security Act that was ultimately signed into law in November 2002 did not dictate the design of a new human resource (HR) system for the department. Instead, it authorized the department’s secretary and the director of the Office of Personnel Management (OPM) to “establish, and from time to time adjust a human resource management system for some or all” of the department’s organizational units. The act specifically required the system to be “flexible” and “contemporary,” merit based, and that employees participate in the “planning, development, and implementation” of the new system. In April 2003, a DHS HR Design Team was established consisting of representatives from DHS, OPM, and the three largest unions representing the employees who now are part of DHS: the American Federation of Government Employees (AFGE), the National Treasury Employees Union (NTEU), and the National Association of Agriculture Employees (NAAE). The team was charged with developing a range of options for a senior review committee (SRC) and, ultimately, DHS secretary Ridge and OPM director James to consider. The options would cover pay, performance management, classification, disciplinary matters, and labor-management relations. During the next several months, the design team reviewed research on HR practices in use in other public sector jurisdictions as well as the private sector, and consulted with experts. It then conducted town hall and focus group meetings in 10 cities around the country. In its preliminary synopsis
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