Addressing the Human Capital Crisis in the Federal by Jay Liebowitz

By Jay Liebowitz

President Bush's number-one administration initiative for the government is the Strategic administration of Human Capital. in keeping with, human capital is the amassed worth of an individual's mind, wisdom, and adventure. within the U.S. federal govt, a human capital problem exists. the criteria contributing to a human capital obstacle contain an information bleed because of retirement eligibility, altering views on paintings, and escalating wisdom loss. in accordance with a Joint listening to at the Federal Human Capital, via 2005, greater than half the 1.8 million non-postal civilian staff could be eligible for early or standard retirement. a good better percent of the Senior govt carrier, the government's middle managers, might be eligible to leave.All executive organizations are required to strengthen a human capital process through 2005. lots of those corporations have scored a "red" (lowest score) at the executive Scorecard within the approach they're drawing close their strategic administration of human capital. This publication is an government briefing on constructing a profitable human capital procedure in keeping with classes realized from studying latest ideas at govt organizations reminiscent of NASA.Using a data administration standpoint, Liebowitz identifies 4 pillars of a good procedure and offers examples of those in perform. * President Bush's number-one administration initiative for the government is the Strategic administration of Human Capital: the subject of this ebook* All executive corporations are required to improve a plan by way of 2005--this is the 1st booklet to handle this want* offers an easy framework govt corporations can use to enhance their method

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Htm). Besides performance management and competency management, knowledge management is a critical component of a human capital strategy. Nick Bontis and J. Fitzenz’s article, “Intellectual Capital Return on Investment: A Causal Map of Human Capital Antecedents and Consequents” (Journal of Intellectual Capital, vol. , no. , Emerald, ), presents research that shows the importance of coupling knowl­ edge management activities with general human resources policy. Knowledge management activities fall along three constructs: knowl­ edge generation, knowledge integration, and knowledge sharing.

Agency creates a culture in which employees believe that they are encouraged to assume more responsibilities and to accept assignments that provide leadership opportunities. Agency leaders create high levels of motivation and commitment in the workforce • Employees are focused on results and show interest in improving the services of their organization. Leaders maintain high standards of honesty and integrity that serve as a model to the whole workforce • Employees hold their leaders in high regard.

In recent years, there has been cost-cutting, shedding of assets, and outsourcing. In addition, a human capital chal­ lenge exists throughout the aerospace industry due to attrition (retire­ ments, resignations, layoffs), failure to attract and retain new people, and loss of accumulated skills, knowledge, and experience. .  million workers to about , workers. In the next decade, we are projected to lose , more jobs in the aerospace field. Also, there is an eroding industrial base and an aging and shrinking engineering and manufac­ turing community.

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