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With over three decades of experience in public sector HR, Bob Lavigna gives managers the tools they need to leverage the talents of government's most important resource: its people. You know firsthand that your government workers are not underworked, overpaid, or mindless clones just carrying out the morally compromised work that politicians forced through the pipeline. Besides having to daily overcome the persona of being a government employee, your hard-working employees face enormous pressures and challenges every day and are asked to solve some of our country’s toughest problems, including unemployment, security, poverty, and education. To be able to return to their desks daily with the passion and commitment required to accomplish these overwhelming duties will require a manager who knows how to leverage talent, improve performance, and inspire passion within these true servants. In Engaging Government Employees, you will learn: Why a highly engaged staff is 20 percent more productive How to get employees to deliver “discretionary effort” How to assess the level of engagement Why free pizza and Coke every Friday is not a viable strategy Engaging Government Employees rejects the typical one-size-fits-all approach to motivation. Drawing on a wealth of empirical evidence, this indispensable resource shows how America’s largest employer can apply the science of engagement to get team members passionate about the agency’s mission and committed to its success.
Even the most dedicated, competent government managers can feel overwhelmed when it comes to motivating and managing their employees. And while they strive for excellence in themselves and in their team, many feel that stringent and convoluted regulations mean their hands are tied when it comes to developing their people. but the truth is that with the right strategies and skills, you can inspire superior performance from your employees - both consistently and effectively. Managing Government Employees offers dozens of techniques for meeting the challenges and stressful situations supervisors face on a daily basis. With the same award-winning tactics that he has learned and applied during his years as a manager in various government agencies, Stewart Liff provides the perfect antidote for managers frustrated by government bureaucracy.
How can governments reduce workforce costs while ensuring civil servants remain engaged and productive? This report addresses this question, using evidence from the 2014 OECD Survey on Managing Budgeting Constraints: Implications for HRM and Employment in Central Public Administration.
A non-biased, grounded, and practical approach to employee engagement For managers and business leaders who want to enhance performance, this easy-to-use guide to employee management offers real solutions for getting workers engaged and increasing productivity. It explains what employee engagement is, why it matters, what the benefits of it are, what helps and hinders it, how to measure it, how to put theory into action when trying to create it. As an added benefit, it offers plenty of advice on how managers can keep themselves engaged, even during the toughest of times.
GAO's prior work found that skills gaps in government-wide fields such as cybersecurity are threatening the ability of agencies to carry out their missions. At the same time, government-wide trends in federal workforce retirement threaten to aggravate the problem. To help ensure agencies have the capacity to address complex national challenges, agencies need to be competitive for top talent, including those in the millennial generation. This testimony examines (1) recent employment trends of millennials in the federal workforce and how they compare to other employee cohorts; (2) trends in engagement levels of millennials versus other employee groups; and (3) the drivers of federal employee engagement and the key lessons learned for building a culture of engagement. This statement is based on GAO's 2015 review of the trends and drivers of government-wide employee engagement and our larger body of work on federal human capital, issued primarily between January 2014 and September 2016, and is updated with more recent information. Millennials are commonly considered as those born between the early 1980s and 2000. However, for the purposes of this statement GAO is including all employees 39 years old and younger as millennials in order to provide a consistent definition across datasets. GAO is not making any new recommendations in this testimony
"GAO's prior work found that skills gaps in government-wide fields such as cybersecurity are threatening the ability of agencies to carry out their missions. At the same time, government-wide trends in federal workforce retirement threaten to aggravate the problem. To help ensure agencies have the capacity to address complex national challenges, agencies need to be competitive for top talent, including those in the millennial generation.This testimony examines (1) recent employment trends of millennials in the federal workforce and how they compare to other employee cohorts; (2) trends in engagement levels of millennials versus other employee groups; and (3) the drivers of federal employee engagement and the key lessons learned for building a culture of engagement.This statement is based on GAO's 2015 review of the trends and drivers of government-wide employee engagement and our larger body of work on federal human capital, issued primarily between January 2014 and September 2016, and is updated with more recent information. Millennials are commonly considered as those born between the early 1980s and 2000. However, for the purposes of this statement GAO is including all employees 39 years old and younger as millennials in order to provide a consistent definition across datasets"