Addressing the Human Capital Crisis in the Federal by Jay Liebowitz

By Jay Liebowitz

President Bush's number-one administration initiative for the government is the Strategic administration of Human Capital. in line with Knowledgeworkers.com, human capital is the amassed worth of an individual's mind, wisdom, and adventure. within the U.S. federal govt, a human capital hindrance exists. the standards contributing to a human capital hassle comprise a data bleed because of retirement eligibility, altering views on paintings, and escalating wisdom loss. based on a Joint listening to at the Federal Human Capital, through 2005, greater than half the 1.8 million non-postal civilian staff could be eligible for early or usual retirement. a good higher percent of the Senior government provider, the government's middle managers, may be eligible to leave.

All govt enterprises are required to boost a human capital method by means of 2005. a lot of those firms have scored a "red" (lowest ranking) at the executive Scorecard within the method they're imminent their strategic administration of human capital. This booklet is an govt briefing on constructing a winning human capital process in response to classes realized from reading present techniques at executive organizations reminiscent of NASA.
Using a data administration point of view, Liebowitz identifies 4 pillars of a good procedure and offers examples of those in perform.

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Much learning cannot be achieved through quick-fix modes. • Other people management practices need to tie in with a learning strategy. • Shared learning needs encouragement. htm), believes that learning is an important component of a “knowledge strategy” as well. A knowledge strategy typically has two thrusts. The first is to make better use of the knowledge that already exists within the firm. htm). Here, transforming individualized learning into organizational learning is critical. On March , , GAO released “Model of Strategic Human Capital Management” (GAO Report -SP) that agencies could follow.

Msfc. XT=status_current). abo=): The Federal Government is not hiring and retaining an adequate number of freshouts from the Nation’s key research and engineering universities— the government is no longer seen as an employer of choice by our most tal­ ented students. The existing technical workforce of the federal government is “graying” and we have a significant number of civil servants in key tech­ nical slots who are eligible to retire. The federal government appears unable to attract key talent from the private sector to serve in key science and tech­ nology management slots due to federal requirements on the transition of personnel from the private sector to the government and back.

S. government is that the performance elements are typically on a pass-fail scale. By using a pass-fail scale, little feed­ back is provided to the employee during the typical employee annual performance review. S. federal agencies are required to develop organizational performance plans under the Government Performance and Results Act (GPRA) of  (OMB Circular A-). These organizational performance plans: • Establish program-level performance goals that are objective, quantifiable, and measurable; • Describe the operational resources needed to meet those goals; • Establish performance indicators to be used in measuring the outcomes of each program.

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