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Author: Jay Liebowitz
Publisher: Routledge
ISBN: 1136430970
Category : Business & Economics
Languages : en
Pages : 228
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Book Description
President Bush's number-one management initiative for the federal government is the Strategic Management of Human Capital. According to Knowledgeworkers.com, human capital is the accumulated value of an individual's intellect, knowledge, and experience. In the U.S. federal government, a human capital crisis exists. The factors contributing to a human capital dilemma include a knowledge bleed due to retirement eligibility, changing perspectives on work, and escalating knowledge loss. According to a Joint Hearing on the Federal Human Capital, by 2005, more than half of the 1.8 million non-postal civilian employees will be eligible for early or regular retirement. An even greater percentage of the Senior Executive Service, the government's core managers, will be eligible to leave. All government agencies are required to develop a human capital strategy by 2005. Many of these agencies have scored a "red" (lowest rating) on the Government Scorecard in the way they are approaching their strategic management of human capital. This book is an executive briefing on developing a successful human capital strategy based on lessons learned from analyzing existing strategies at government agencies such as NASA. Using a knowledge management perspective, Liebowitz identifies four pillars of an effective strategy and gives examples of these in practice.
Author: Jay Liebowitz
Publisher: Routledge
ISBN: 1136430970
Category : Business & Economics
Languages : en
Pages : 228
Get Book
Book Description
President Bush's number-one management initiative for the federal government is the Strategic Management of Human Capital. According to Knowledgeworkers.com, human capital is the accumulated value of an individual's intellect, knowledge, and experience. In the U.S. federal government, a human capital crisis exists. The factors contributing to a human capital dilemma include a knowledge bleed due to retirement eligibility, changing perspectives on work, and escalating knowledge loss. According to a Joint Hearing on the Federal Human Capital, by 2005, more than half of the 1.8 million non-postal civilian employees will be eligible for early or regular retirement. An even greater percentage of the Senior Executive Service, the government's core managers, will be eligible to leave. All government agencies are required to develop a human capital strategy by 2005. Many of these agencies have scored a "red" (lowest rating) on the Government Scorecard in the way they are approaching their strategic management of human capital. This book is an executive briefing on developing a successful human capital strategy based on lessons learned from analyzing existing strategies at government agencies such as NASA. Using a knowledge management perspective, Liebowitz identifies four pillars of an effective strategy and gives examples of these in practice.
Author: United States. Congress. Senate. Committee on Governmental Affairs. Subcommittee on Oversight of Government Management, Restructuring, and the District of Columbia
Publisher:
ISBN:
Category : Business & Economics
Languages : en
Pages : 70
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Book Description
Author: United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia
Publisher:
ISBN:
Category : Diplomatic and consular service, American
Languages : en
Pages : 168
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Book Description
Author: United States. Congress. Senate. Committee on Governmental Affairs. Subcommittee on Oversight of Government Management, Restructuring, and the District of Columbia
Publisher:
ISBN:
Category : Human capital
Languages : en
Pages : 80
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Book Description
Author: Larry Lane
Publisher: Praeger
ISBN:
Category : Business & Economics
Languages : en
Pages : 256
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Book Description
This volume focuses on what many see as an iminent crisis in the public sector, and particularly in the federal government-the possibility that, due to the realities of workforce demographics, poor leadership, lack of competitiveness in the labor market, and demotivating worker conditions, the public service will not maintain its capacity to manage programs, execute laws, and effectively deliver services for the American people. Larry Lane and James Wolf examine the significant human resource problems now confronting federal agencies, addressing these issues from a demographic, organizational, political, and cultural perspective. Arguing that the revitalization of the public service demands an effective, responsible, energetic, and committed workforce, they recommend concrete solutions and strategies aimed at stabilizing the current situation and contributing to a stronger and more effective public service over the long term. Following an introductory statement of major issues, Lane and Wolf explore the crucial roles of the public service in a democratic system of governance and assess the factors that now put the system at risk. They then introduce four conceptual lenses that can be used as an analytical tool to understand the problems of the public service and to develop solutions for assuring the supply, preparedness, productivity, and dedication of government employees. The authors first look at employment flow-the problem of maintaining workforce cadres over time. They examine problems of attraction and retention, inadequacies in system personnel policies, and the necessity for workforce planning. Turning to a discussion of competence in the workforce, the authors examine systemic blocks to the development of competence and offer strategies for addressing the competence issue. The next two chapters treat the concepts of energy and commitment, exploring ways to foster an organizational culture that encourages productivity, continuous improvement, and a long-term commitment to public service. The final chapter presents a detailed set of proposals, options, and initiatives for rebuilding the public service. Administrators, policy-makers, personnel officers, and students of public administration will find this work a significant contribution toward understanding and resolving the public sector's intensifying human resource problems.
Author: J. Christopher Mihm
Publisher: DIANE Publishing
ISBN: 9781422315675
Category :
Languages : en
Pages : 18
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Book Description
The fed. gov¿t. is facing new & more complex challenges in the 21st century because of long-term fiscal constraints, changing demographics, evolving governance models, & other factors. Strategic human capital mgmt. must be the centerpiece of any serious change mgmt. & transformation effort to meet these challenges. However, fed. agencies do not consistently have the modern, effective, economical, & efficient human capital programs, policies, & procedures needed to succeed in their transformation efforts. In addition, the Office of Personnel Mgmt. must have the capacity to successfully guide human capital transformations. This testimony focuses on strategic human capital mgmt. challenges that fed. agencies continue to face.
Author: David Michael Walker
Publisher:
ISBN:
Category : Human capital
Languages : en
Pages :
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Book Description
Federal employees represent the government's knowledge base, drive its capacity to perform, and define its character, and as such, are its greatest asset. The early years of the 21st century are proving to be a period of profound transition for our world, our country, and our government. In response, the federal government needs to engage in a comprehensive review, reassessment, reprioritization, and as appropriate, reengineering of what the government does, how it does business, and in some cases, who does the government's business. Leading public organizations here and abroad have found that strategic human capital management must be the centerpiece of any serious change management initiative and effort to transform the cultures of government agencies. In response to a Congressional request, GAO discussed the status of the federal government's efforts to address high-risk human capital weaknesses, possible short- and longer-term legislative solutions to those weaknesses, and other human capital actions that need to be taken to ensure that federal agencies are successfully transformed to meet current and emerging challenges. Since GAO designated strategic human capital management as a governmentwide high-risk area in January 2001, Congress, the administration, and agencies have taken a number of steps to address the federal government's human capital shortfalls. In fact, more progress in addressing the government's long-standing human capital challenges was made in the last 2 years than in the last 20, and GAO is confident that more progress will be made in the next 2 years than the last 2 years. Despite the building momentum for comprehensive and systematic reforms, it remains clear that today's federal human capital strategies are not yet appropriately constituted to meet current and emerging challenges or to drive the needed transformation across the federal government. The basic problem is the long-standing lack of a consistent strategic approach to marshaling, managing, and maintaining the human capital needed to maximize government performance and assure its accountability. Committed and sustained leadership and persistent attention on behalf of all interested parties will continue to be essential to building on the progress that has been and is being made. Congress has had and will need to continue to have a central role in improving agencies' human capital approaches. The basic principles underlying the legislative proposals Congress is considering have merit. Collectively, these proposals would make a positive contribution to addressing high-risk human capital issues and advancing the needed cultural transformation across the federal government. At the same time, additional safeguards should be considered by Congress in order to prevent potential abuse. Moreover, certain additional proposals should be considered as part of this legislative package. Looking forward, the time has come to seriously explore more market- and performance-based approaches to federal pay. As part of this exploration, we need to continue to experiment with providing agencies with the flexibility to pilot alternative approaches to setting pay and linking pay to performance. A more performance-based approach to Senior Executive Service pay would be a good place to start. The bottom line, however, is that in order to receive any additional performance-based pay flexibility for broad-based employee groups, agencies should have to demonstrate that they have modern, effective, credible, and validated performance management systems, with adequate safeguards, including reasonable transparency and appropriate accountability mechanisms in place, that are capable of supporting such decisions. Unfortunately, most federal agencies are a long way from meeting this requirement. GAO, on the other hand, has taken numerous steps to meet this requirement and is well positioned to experiment with additional pay for performance flexibility.
Author: United States. Congress. Senate. Committee on Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia
Publisher:
ISBN:
Category : Business & Economics
Languages : en
Pages : 336
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Book Description
Author: Government Accountability Office
Publisher: Createspace Independent Publishing Platform
ISBN: 9781974260966
Category :
Languages : en
Pages : 30
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Book Description
" GAO designated strategic human capital management as a governmentwide high risk area in 2001 because of a long-standing lack of leadership. Since then, important progress has been made. However, the area remains high risk because of a need to address current and emerging critical skills gaps that undermine agencies' abilities to meet their vital missions. The federal government is facing evolving and crosscutting challenges that require a range of skills and competencies to address. Moreover, retirements and the potential loss of leadership and institutional knowledge, coupled with fiscal pressures, underscore the importance of a strategic and efficient approach to acquiring and retaining individuals with needed critical skills. This testimony is based on a large body of GAO work from January 2001 through September 2012 and focuses on the progress made by executive branch agencies, the CHCO Council, and OPM, and the challenges that remain in four key areas of human capital management: (1) leadership; (2) strategic human capital planning; (3) talent management; and (4) resultsoriented organizational culture. "
Author: United States. Congress. Senate. Committee on Governmental Affairs. Subcommittee on Oversight of Government Management, Restructuring, and the District of Columbia
Publisher: Commerce Department
ISBN:
Category : Business & Economics
Languages : en
Pages : 92
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Book Description
