The cutting edge of public service reform.
The Samuel Freeman Charitable Trust sponsored this National Academy of Public Administration (Academy) study to determine how the federal government's human capital challenges can best be addressed. The Academy formed a five-member Panel of Fellows with expertise in human capital management to conduct the study and produce a White Paper.
Building a 21st Century SES is an unprecedented collection of perspectives on the SES from 24 of the nation’s most respected public sector leaders. The book was edited by Dr. Ronald Sanders, Academy Fellow and Vice President at Booz Allen Hamilton, with Dr. Elaine Brenner and Frederick Richardson.
Author: Jeff Neal The House Cybersecurity and Infrastructure Protection Subcommittee recently held a hearing titled “Challenges of Recruiting and Retaining a Cybersecurity Workforce.” Subcommittee Chairman John Ratcliffe (R-TX) was dismayed because he believes DHS has not made better use of hiring authorities it was granted specifically to address cyber hiring needs. His opening statement said “The Homeland Security Committee passed several pieces of legislation that were signed into law to augment the cybersecurity workforce at DHS, including the Border Patrol Agent Pay Reform Act of 2014 that expanded DHS’s hiring authorities, allowing the Department to better recruit and hire qualified cyber professionals. Unfortunately, these new authorities have not yet been fully implemented.”
Author: Jeff Neal The Department of Veterans Affairs clearly needs help with filling vacancies. Federal News Radio recently reported that Secretary David Shulkin said “It’s the single most challenging thing that I know of in VA. It shouldn’t be that hard to get people on board.”
Author: Katherine Barrett and Richard Greene Having a diverse workforce can pay off -- literally. According to the Harvard Business Review, “a 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35 percent more likely to have financial returns above their industry mean.” There’s no reason to believe a similar phenomenon wouldn’t be true in the public sector.
Author: Frank Benest I’ve been in my position as community services supervisor for four years. My manager will be retiring in 18 months. While five of us supervisors report to the recreation division manager, I want her job when it becomes open. The recreation division manager is well-respected, approachable, decisive, and quite effective in leading the recreation division. She also is quite active in addressing city-wide issues with other managers inside the department and across departments. Among all the recreation division supervisors, I have the most extensive experience in youth and senior programs, aquatics, and adult classes. Plus, I have budget experiences under my belt. I also have a master’s degree and am active in the state parks and recreation association. How do I ensure that I get the promotion when the recreation division head position becomes open?