It is clear to everyone in the public sector that obtaining funding increases for anything except the most critical of mission objectives, will be near impossible for the foreseeable future. Yet, agencies must continue to deliver excellent service to citizens despite stagnant or reduced budgets. The federal government leadership is being challenged to cut spending and reinvest in areas with greater opportunity.
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A wide array of government agencies are beginning to absorb many of the human capital policy and process changes brought about by the current Administration. While a new Administration is certain to bring changes, the management of human capital has and will continue to become more strategic and performance driven. A recent Federal Workforce Dialogue, hosted by The Performance Institute in partnership with the Kronos Federal Division, captured a cross-section of issues, concerns and trends facing Federal human capital leadership. This summary report will highlight five key findings and provide recommendations for each.
Talent is widely recognized as the most significant and sustainable asset for the public sector. However, effectively leveraging talent to drive government performance presents challenges to the organization that are far more difficult to harness than physical or even information assets. The Federal Government is being asked to do more, with less than ever before. There are simply less talented people available to hire, they are harder to keep, and talent management methodologies and technologies either do not exist or have not been modernized to compete in today’s talent war. Leaders in Federal agencies have instinctively known that top talent drives superior performance.
Even in the best of economic times, choosing how to allocate budgets and non-financial resources is a challenge for state and local governments, who must balance competing political and environmental pressures with diverse constituent needs. Today’s slowing economy, which puts further constraints on everyone from individuals and families to private corporations and public sector organizations, makes choices about where to spend limited money and time more crucial – and more difficult – than ever.
According to the Partnership for Public Service, roughly one-third of the federal government’s workforce will leave government, primarily through retirement, over the next five years. The experienced candidates needed to fill immediate gaps in talent, already part of an existing workforce, will need to come from somewhere, and the emerging generation of employees who will comprise the backbone of the Federal government for the foreseeable future will need to be recruited into the fold.
It seems like any economic news is bad news these days. With constant layoff announcements, rising unemployment rates and falling market values facing working Americans, the job market appears bleak. One ray of hope—the job market in the Washington Area is in better shape than most.The latest data from the Bureau for Labor Statistics concludes that the Washington Area has maintained one of the lowest unemployment rates. Many organizations are already running lean and cannot afford to waste recruitment and training time on bad matches. What can you do to increase R.O.I. in your recruitment efforts?
Federal agencies have a unique opportunity to fi ll critical skills gaps by capitalizing on the enthusiasm generated by the Obama administration. According to Gallup the number of respondents who said they were considering federal employment rose from 24 percent to 40 percent between 2006 and 2009. It is imperative that government agencies capitalize on the newfound interest in public service and learn how to target the right candidates for the job.
The recession has fundamentally changed the job market. Even in the Washington, DC area, historically less affected by market downturns, high unemployment rates have created a true buyer’s market for employers. Companies now realize that top talent is there for the taking, a situation that creates opportunities in recruitment and challenges in retention.
Leadership positions in the public sector organizations have never been more challenging. Government executives are tasked with more strategic responsibilities as market losses and falling tax revenues increase the difficulty and importance of financial planning, reporting, and governance. Meanwhile, changing budget priorities at all government levels require the realignment of funding for public sectors. Faced with the need to do more with less, public sector organizations like yours must be more vigilant about spending and keeping priorities in line with strategy and policy. SAP has provided you with this White Paper to help your organization generate solutions to reduce costs, improve efficiency, and align scarce resources with strategic goals to meet key objectives.
With the arrival of new legislation for the first time in 18 years, this is a very exciting time for strategic planning and performance management professionals. The Performance Institute, as part of The Government Performance Coalition, has worked with Congress and the White House for almost 15 years to move new performance policies through Congress. As a result of this process, the GPRA has evolved from the original development of performance measures to a more mature, modernized and important law of government that specifies requirements and measures, as well as processes for ongoing monitoring of measures.