A short paper summarizing the critical elements of hiring reform and what’s possible under the new rule.
The People Factor (2009)
Strengthening America by Investing in Public Service
by Linda Bilmes and Scott Gould
Click here for a brief video on The People Factor and the state of our public service
The advent of blended learning environments to accommodate varied learning styles, coupled with the expanded use of technology in delivering training programs, has created abundant opportunities for innovating training programs. The key to innovating learning exists in the delivery of the training, not necessarily the idea or concept. Leveraging technology to expand collaboration and inclusivity, and tailoring learning experiences that align with distinct learning styles, are fundamental training delivery innovations that result in more effective and cost efficient training programs.
As the name suggests, experiential learning involves learning from experience. An ancient Chinese proverb says: “I hear and I forget, I see and remember, I do and I understand,” which clearly indicates that the idea of active participation leading to higher understanding is not a new concept.The theory of experiential learning was first proposed by psychologist David Kolb who was influenced by the work of other theorists including John Dewey, Kurt Lewin, and Jean Piaget.1 According to Kolb, this type of learning can be defined as “the process whereby knowledge is created through the transformation of experience. Knowledge results from the combinations of grasping and transforming experience.”
The difficulty in finding the right person for the job cannot be overstated. The process of recruiting, interviewing, selecting, training, and onboarding is time-consuming and expensive—especially for public sector jobs, where time just from application to hire lags far behind the private sector. To find out that the wrong person for the job has been hired and to eventually lose them and have to begin the process all over again can be disheartening. There are ways to improve the odds that the right people for the job are hired.
Health determines much of the quality of one’s life, including how much success he or she finds in the workplace. Poor health makes it nearly impossible to be engaged in one’s work or to be as productive as possible. Healthy people are much more likely to be successful in the workplace than those who are not as healthy. Health also affects one’s self-esteem, so a healthy employee likely possesses more confidence than an employee whose health is lacking; confidence leads to better decision-making, which leads to better outcomes.
The era of endless spending is over. We no longer live in a booming economy with a government surplus.The era of endless spending is over. We no longer live in a booming economy with a government surplus. With a looming deficit and tightened budgets, government organizations are under increasing scrutiny and are held accountable for not only reporting but also justifying costs.
Federal agencies are facing the monumental challenge of effectively fulfilling their missions with flat or declining resources. This problem will only be exacerbated in light of current budget constraints and demands. Since human capital costs represent a substantial portion of the federal government discretionary budget, agencies will increasingly find it difficult to sustain an effectively managed workforce. Human capital management (HCM) challenges facing federal agencies include: lack of funds (to cover payroll and necessary workforce investments), coming demographic shifts, and technology-induced skill/capacity needs.
Enterprises often undertake e-learning or Web conferencing projects to save money quickly, but these projects can save far more if the enterprise continually improves its virtual environment over several years. The experience of the U.S. Internal Revenue Service (IRS) provides valuable guidance for e-learning and collaboration managers who are leading such initiatives.
This white paper, based on the presentations from the Leadership Roundtable, offers bold ideas for a new leadership development program as well as valuable lessons for leaders regarding coaching, assessments, and enterprise social networking.
According to our findings, more than 85 percent of US organizations use some form of competency framework or model in talent management. However, less than 15 percent have rolled out competency management enterprise-wide. Of those that have not implemented any form of competencies, more than half plan to do so; and of these, about 60 percent will do so in the next twelve months. It is fair to say that “competencies” have moved from exploration to implementation in most organizations but remain a work in progress.
The research confirms that despite budget restraints,independent professionals are in high and growing demand across government due to the specialized skills, knowledge and experience they bring. Agencies often need specific and difficult-to-source talent, particularly for important projects of short duration. In these cases, there may be only a handful of qualified and available people to do the work. This report demonstrates how agencies can engage that talent quickly and at far lower costs that what has been typical to date.