A Model of Strategic Human Capital Management: Exposure DraftThe Office, 2002 - 45 pages |
Common terms and phrases
Accounting Office achieve Act's Personnel Flexibility AFMC agency goals agency leaders agency's human capital alternative dispute resolution Approach Should Guide April 28 August 22 Civilian Workforce Management critical success factors Current and Emerging Customer Service DOD Civilian Workforce effectively efforts eight critical success ensure evaluate feedback GAO's goals and objectives Governmentwide Guide DOD Civilian High-performing organizations human capital approaches human capital challenges Human Capital Cornerstone human capital flexibilities human capital function human capital management Human Capital Planning human capital professionals identify Implementation improve incentives Information Technology Workforce July July 26 Level Management at Selected Managing For Results managing human capital March 9 mission accomplishment October 31 Organizational Cultures organizational goals performance agreements Personnel Flexibility Provisions Private Call Centers Restructuring Act's Personnel skills Steps for Progressing Strategic Approach strategic goals strategic human capital Targeted Investments U.S. General Accounting Veterans Health Administration Washington workforce planning
Popular passages
Page 41 - October 4, 2001. Securities and Exchange Commission: Human Capital Challenges Require Management Attention. GAO-01-947. Washington, DC: September 17, 2001.
Page 4 - Rather, the problem is the lack of a consistent strategic approach to marshaling, managing, and maintaining the human capital needed to maximize government performance and ensure its accountability.
Page 21 - ... its current and future human capital needs, including the size of the workforce; its deployment across the organization; and the knowledge, skills, and abilities needed for the agency to pursue its shared vision?
Page 5 - These additional flexibilities also should be accompanied with adequate safeguards to prevent abuse. The third step is for all interested parties to work together to identify the kinds of comprehensive legislative reforms...
Page 4 - Series reports make clear, serious human capital shortfalls are eroding the ability of many agencies, and threatening the ability of others, to economically, efficiently, and effectively perform their missions.2 Plainly, the major problem is not federal employees.
Page 9 - Second, an organization's human capital initiatives should be designed, implemented, and assessed by the standard of how well they help the organization achieve results and pursue its mission.
Page 5 - Finally, all interested parties should work together to determine the nature and extent of more comprehensive human capital (or civil service) reforms that should be enacted over time. These reforms should include placing greater emphasis on skills, knowledge, and performance in connection with federal employment and compensation decisions.
Page 4 - An organization's people define its character, affect its capacity to perform, and represent the knowledge base of the organization.
Page 30 - See US General Accounting Office, Human Capital: Key Principles From Nine Private Sector Organizations. GAO/GGD-00-28 (Washington DC: Jan. 31, 2000).