Research

Featured Research

The Engagement of Independent Professionals in the U.S.Federal Government

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.

New Era in SES Leader Development?

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. 

Five Steps for Building Talent Pipelines for Mission-Critical Occupations

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.

Hiring Reform: Optimizing the Federal Hiring Process

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 of the Future

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.

Recruiting and Retaining Hispanic Americans

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.