Revolutionizing Training In Government: The Next Wave
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.
Experiential Learning: An Optimal Approach to Leadership Development
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."2
What's,Love Got To Do With It? Recruiting And Hiring From The Heart
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 And Wellness For The Government Workforce
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.
Using Return On Investment Calculation to Make Better Workplace Decisions
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.
Three days of desperate fighting ultimately leads to Union victory and the defeat of Confederate forces during Pickett’s Charge on July 3, 1863—the High Water Mark of the Battle of Gettysburg. It was at Gettysburg that the leadership edge of the Civil War shifted, and there are three big leadership lessons to learn from the battle.
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.
The right talent can make the difference between an organization that is performing at its peak and one that risks not achieving its mission. Certain positions and job functions can be especially critical to success. For filling these mission-critical positions, agencies can benefit from formalized strategies to define, attract, and develop the right mix of talent.
In May, 2010 President Obama ordered agencies to stop using Knowledge, Skills, and Abilities (KSA’s) essays during the initial federal government job application phase; to switch to a résumé-based system, and to start using category ratings instead of the so-called "rule of three" to come up with a list of applicants for hiring managers to select from. Ultimately, the government’s aim was to reduce time to hire to 80 days or fewer while improving the quality of hire of new recruits into the federal government.
USAJOBS has an imperative to create a seamless and consistent hiring process for the job seeker. Variety of influences and participants led to the current plan for USAJOBS.
Today Hispanic-Americans are the most numerous minority group in the nation, exceeding 15 percent of the population and growing at an unprecedented rate.1 And when it comes to employment in the general economy, our Latino citizens make up just under 13 percent of the U.S. workforce2 , a proportion only slightly out of line with Latinos’ share of the American population.
Savannah River Nuclear Solutions Powers Performance Reviews, Goals, Succession, and Development
Taleo and the enhanced functionality of their performance management system help us prepare our workforce for the future, grow the site, and support the future missions of our customer, the Department of Energy.
Emerging Leaders: Build Versus Buy
Leadership capacity and development has always been a key concern for executives and senior HR professionals. This concern has been heightened recently by increasing globalization and business complexity as well as the impending retirement of vast numbers of seasoned leaders. At a time when organizations need more leaders and more experienced leaders, organizations are facing the single largest departure of leaders in modern history.
The Human Capital Innovators
The workforce of the early 21st Century has evolved to be almost unrecognizable from the industrial-age workforce of the early 20th Century. Management techniques, however, have not kept pace with the changes. Financial practices, hierarchies, command and control processes and the way people are led, remain, on the whole, very similar to methods invented for an industrial era workforce.
Workforce Visibility: Unvieling Your Agency Talent
Vijay Ramakrishnan Taleo -Director, highlights the assets; tangible vs intangible. He highlighted the gap between importance and access.
Business Case Analysis: Leadership Development In Government
In this 25 page, in-depth report, we build the business case for developing government leaders. Through survey data from more than 22,000 federal civil servants and a deep examination of existing literature, a powerful argument is made for spending more money on government leadership development. This BCA will arm you with the material you need to build your own case inside your agency or department.
Social Networking in Government
Last month, Saba, in collaboration with the Human Capital
Institute, released a groundbreaking three-part research series on
social networking in government. The study upon which the papers are
based, was conducted throughout the last half of 2009 and involved
surveys and interviews with government leaders across the country,
involving more than 600 individuals. Interviews were conducted with
those who are currently leveraging social networks for strategic
knowledge sharing across their departments and agencies.
The State of Talent Management in Government – Hiring Practices
The current Federal Government hiring system is badly broken
and in need of urgent repair. While hundreds or even thousands of
applications may be received for any given job requisition, it is
uncertain whether the right people are being hired. Indeed, according to
a 2009 study, only 39 percent of Federal employees believe their
work unit is hiring people with the right skills. In this issue paper,
we examine the problem and make recommendations for a hiring system
appropriate to the needs of today’s public service.
CHCI Webcast - Leading in a Connected World
Rob Cross of the University of Virginia, is the world's foremost leader in social and organizational network analysis. He has worked with dozens of the world's largest and most successful organizations to help them understand the impact of their "Informal Organizations". Successful government managers must understand the complex networks at play among the workforce to know how information flows and work really gets done. In this webcast we describe how organizational network analysis identifies the connectors and hubs of information flow in an organization and how an active leader can influence informal networks to accelerate change, onboard employees faster, identify future leaders, transfer knowledge, improve performance and build more effective teams. To illustrate, we share the results of a recent ONA project directed by Rob Cross and Ray Horoho of the Civilian Development Office of the United States Army.