The U.S. Office of Personnel Management (OPM) is the federal government's central HR agency. Today, HR runs on a patchwork of separate systems across agencies, each fragmented, inconsistent, and expensive to maintain. OPM is retiring that patchwork in favor of a single, government-wide, cloud-based Core Human Capital Management (HCM) platform, built on Oracle Fusion, that will become the system of record for roughly 2 million Executive Branch civilian employees.

Two documents set this in motion. Executive Order 14243, "Stopping Waste, Fraud, and Abuse by Eliminating Information Silos" (signed March 20, 2025), directed federal agencies to break down barriers to sharing data across government so waste, fraud, and abuse could be caught and prevented more effectively. On December 10, 2025, OMB and OPM followed with a joint memorandum, "Creating 'Federal HR 2.0' by Consolidating Core Human Capital Management Across the Federal Government," which laid out the vision for a single Core HCM platform and confirmed the new system would integrate with, not replace, OPM's existing HR systems such as USAJOBS, USA Staffing, USA Hire, USA Performance, eOPF, and EHRI. Per the latest program update, Core Implementation runs June through October 2026, Agency Implementation begins on a staggered basis starting October 2026 with all agencies fully transitioned to Core HCM by March 2028, and Licensing & Sustainment begins in April 2028.

Core implementation work Core HCM covers on the platform:

• Position Management
• Employee & Manager Self-Service
• Human Capital Analytics & Employee Records
• Talent Development & Learning
• Time & Attendance
• Personnel Action Request (PAR) Processing
• Specific OPM Working Group management

Core HCM is configured to meet common federal needs first; agency-specific needs are addressed during that agency's Transition phase.

What's deliberately outside Core HCM, agency-owned: this is where agencies need help, and where Deloitte can sell directly into agency accounts. Full detail on how we sell into these gaps is on the Overview page.

• Talent Acquisition
• Performance Management
• Hiring Assessments
• Payroll & Benefits^*
• Integration builds with payroll & talent management systems
• Full change management (only "light" CM is on-contract)
• Data cleanup
• Data transfer

*Deloitte is separately and actively working with OPM to implement BenefitsIQ.

Platform governance, federal baseline stewardship, decision coordination. Chairs the Steering Committee & Customer Advisory Board (monthly). OPM and OMB Directors retain final decision-making authority over scope, major configuration, and customization; contractor-recommended changes route through the Steering Committee.

• Platform configuration and technical expertise
• Staged configuration, business process redesign on Oracle, and policy validation
• System integration and testing
• Light change management and train-the-trainer

Business expertise, requirement validation, and implementation input via Working Groups.

Deloitte did not win this award directly. Oracle is the prime, and Deloitte sits on Team Oracle as a subcontractor delivering implementation work under Oracle's contract with OPM. That gives us direct visibility into the program's roadmap and early insight from the core implementation effort, but it also means:

• We don't control scope, sequencing, or which agencies transition when; OPM does.
• OPM expects Oracle's own staff to be visible and responsive, and for the contractor to minimize using integrators or partners as "go-betweens."
• We generally lack visibility into who specifically sits on each agency's Working Groups. We can describe the general pattern we've seen, such as requests often landing with the Chief Information Officer (CIO) shop first, but we shouldn't claim to know the exact downstream routing.

Program Director, Functional Leader, CHCO, CIO, CLO

Please Note: Deloitte is not participating in working groups and does not have visibility into who individual participants are on the government side. Each department controls how its Integrated Project Team is structured internally. We can describe the pattern (e.g., "requests often land with the CIO shop first"), but not the downstream routing.

Why Pre-Implementation matters: this is the highest-leverage, lowest-cost window in the entire program. Work done here reduces rework once Agency Transition starts, surfaces gaps and risks before they become production problems, and puts the agency in a credible position once OPM starts sending data calls and expecting Working Group participation.

How it's sold: the nine workstreams below are Deloitte's Pre-Implementation Readiness Services menu, not one bundled offering. An agency can buy a single workstream (e.g., just Migration Data Evaluation) or the full sweep, whatever matches where they are and what they can resource internally.

Why Implementation matters: once Agency Task Orders Turned On, OPM/Oracle own platform configuration, migration execution, UAT, and go-live. But the operating model, data cleanup, integrations outside OPM's inventory, and full-scale change management stay with the agency. This is where a lot of pipeline gets created, because agencies often don't realize these gaps exist until they're already mid-implementation.

How it's sold: the agency-owned items below can be sold individually or bundled as Wrapper Services, depending on what the agency already has in place and what's missing.

Why Post-Implementation matters: Licensing & Sustainment runs for the remainder of the 10-year ordering period. As real usage patterns emerge, agencies keep needing to refine their operating model, layer on new technology, retire legacy tools, and keep adoption from backsliding, none of which is a one-and-done exercise.

How it's sold: the agency-owned items below are typically sold as standalone engagements as needs surface post-go-live, rather than one packaged offering, since the timing and scope of each varies agency by agency.

HCM (Human Capital Management) is OPM's term for the software Core HCM is built on. It covers HR practices that go beyond basic administration into strategic workforce investment: hiring, pay, benefits, performance, time tracking, training, and the records tied to each stage of someone's employment.

In practice, what matters most is the idea behind the term: a system of record, one place that holds the official version of an employee's data, so every other system pulls from the same source instead of guessing.

HR data isn't just a compliance artifact. Used well, it shows where training investment is landing, what's driving (or hurting) employee engagement, how diversity, equity, and inclusion goals are tracking, and where payroll costs can be managed more effectively. A few public and government sources account teams will hear referenced:

This list is representative, not exhaustive. Every agency will have its own configuration and data sources beyond what's listed here; reach out to a Federal HRIT SME for agency-specific support.

Cloud-based means the software runs on shared, secure infrastructure managed by the vendor, rather than on servers the agency owns and maintains itself.

FedRAMP is the government's standardized security certification for cloud services; "Moderate+" is the specific bar Core HCM has to clear.

Authority to Operate (ATO) is the government's formal sign-off that a system is secure enough to actually be used with real employee data. Core HCM has a single ATO that covers every agency using the platform.

Enterprise architecture is how all of an organization's systems fit together. When a new system is added or integrated, both technical and functional people need a seat at the planning table, or the deploy doesn't hold up.

System of record (SOR) is whichever system retains the official version of a given piece of data. New systems added to the architecture may replace or pull from an existing SOR; it's important they work together seamlessly rather than creating two conflicting "truths."

PII (personally identifiable information) is any data that can identify a specific person. HRIT systems are full of it, which is why access is generally restricted on a need-to-know basis, and why "system access management," keeping the number of people with elevated access small and cleanly audited, is treated as a core security practice rather than an afterthought.

Every federal agency has historically run its own HR system, or shared one with a handful of others, so today there are dozens of different platforms across government, each with its own data formats and business rules. Two ideas explain a lot of the technical complexity:

Integration means one system automatically talking to another, for example, new hire data flowing straight from HR into a payroll provider. Without it, staff re-key the same information by hand across systems, which is slow and error-prone. When account teams talk about an agency's "interconnections" or an "ICD" (Interface Control Document), they mean the technical map of exactly which systems talk to which, and how.

Data migration means moving historical employee records out of an old system and into a new one accurately, including fixing bad or outdated data along the way (an orphaned Social Security Number, an outdated position record). This is usually the most labor-intensive part of any transition, which is why it gets its own workstream in the Pre-Implementation phase.

1. Unified Engagement Layer: the front-end experience layer, employee portals, case management, and workflows an agency already has in place. We don't sell a net-new one; Oracle covers this functionality.

2. Core HCM and Non-Core HCM Solutions: the HR and workforce management systems, some in scope for Core HCM 2.0, some integrated out (talent acquisition, performance management, hiring assessments, payroll & benefits) and sold separately.

3. Enterprise-Wide Data: the data layer underneath everything, custom apps, analytics, warehousing, integrations. Near-term, this is pre-implementation data cleanup; long-term, Oracle houses the cleaned data.