Human resource management is experiencing profound change, new challenges, exciting accomplishments, and much uncertainity. The public service has moved away from the old days of "personnel management" concerned mostly with processing "personal action" paperwork, to a system where public employees are managed as human capital to get the work of the government done more effectively and efficiently. This volume brings together the latest thinking on human resource management in the public service, presented by distinguished thought leaders in the field. While it focuses primarily on federal government policies and practices, the principles, conclusions, and recommendations translate readily to state and local government, and to the private sector as well.
Table of Contents
Selected Contents: Foreword - Paul A. Volcker: Preface and Acknowledgments - Terry F. Buss 1.An Overview - Myra Howze Shiplett: Part 1. The Challenge Ahead: 2. Human Capital: Federal Workforce Challenges in the 21st Century - J. Christopher Mihm: Part 2. Understanding the 21st Century Multisector Workforce: 3. Challenges and Effective Practices in Managing the Multisector Workforce - Alethea Long-Green: 4. Multisector Workforce Lessons Learned: The National Aeronautics and Space Administration - Laurie May: 5. Getting the Best from "Most Efficient Organizations" - Bruce McDowell:6. Building Surge Capacity in the Disaster Workforce: Improving SBA's Response to Mega-Disasters in the Future - Terry F. Buss and Joseph Thompson:Part 3. Transforming Organizational Culture:7. The U.S. Government Accountability Office: A Case Study in Human Capital Reform - David M. Walker: 8. Strategic Human Capital Management in Federal Government: Principles, Strategies, and the Case of NASA - Elwood F. Holton III, Sean C. O'Keefe, Vicki A. Novak, and David M. Walker:9. Organizational Transformation: Strategic Succession Management and Leadership Development - Ruth T. Zaplin and Sydney Smith-Heimbrock: 10. Four New Models of Networked Leadership Development - Kitty Wooley: Part 4. Innovation in Action: 11. A New Look at Paybanding and Pay for Performance: The Views of Those Participating in Federal Demonstration Projects - James R. Thompson and Rob Seidner: 12. Employee Retention and Engagement - Tim Rutledge: 13. Building Relationships to Fix the Federal Talent Pipeline: An Innovative Approach in Chicago Provides a Model for Recruitment Success - Rob Seidner and James R. Thompson: 14. Competencies for Success in International Leadership in Challenging Times - Daniel Spikes and John Stroup: 15. An Agency-Level Look at Alternative Working Arrangements in Federal Government - Sharon H. Mastracci and James R. Thompson: 16. Strategic Workforce Management: Innovation and Improvement at DTRA - Michael Simpson: Part 5. Managing the Management of People: 17. A Certified Assessment of Human Resources Systems: An Innovative Pathway to Assurance - NAPA Fellows and Staff: 18. Using Data-Driven Human Capital Decisions to Improve Basic Personnel Functions - Edward H. Stephenson Jr. :19. Succeeding as a Strategic Human Resources Partner: A Practical Approach - Tom Wimer:Part 6. Legislating Reform:20. Legislating Innovation in Human Capital Management: Lessons from the Department of Homeland Security - Douglas A. Brook and Cynthia L. King:21. The Human Capital "Crisis" in the Federal Government: A Modest Proposal - Alan P. Balutis:Part 7. Concluding Thoughts: 22. The Path of Reform: Challenges and Opportunities - Hannah S. Sistare: About the Editors and Contributors: Index