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President Bush's number-one management initiative for the federal government is the Strategic Management of Human Capital. According to Knowledgeworkers.com, human capital is the accumulated value of an individual's intellect, knowledge, and experience. In the U.S. federal government, a human capital crisis exists. The factors contributing to a human capital dilemma include a knowledge bleed due to retirement eligibility, changing perspectives on work, and escalating knowledge loss. According to a Joint Hearing on the Federal Human Capital, by 2005, more than half of the 1.8 million non-postal civilian employees will be eligible for early or regular retirement. An even greater percentage of the Senior Executive Service, the government's core managers, will be eligible to leave. All government agencies are required to develop a human capital strategy by 2005. Many of these agencies have scored a "red" (lowest rating) on the Government Scorecard in the way they are approaching their strategic management of human capital. This book is an executive briefing on developing a successful human capital strategy based on lessons learned from analyzing existing strategies at government agencies such as NASA. Using a knowledge management perspective, Liebowitz identifies four pillars of an effective strategy and gives examples of these in practice.
This volume focuses on what many see as an iminent crisis in the public sector, and particularly in the federal government-the possibility that, due to the realities of workforce demographics, poor leadership, lack of competitiveness in the labor market, and demotivating worker conditions, the public service will not maintain its capacity to manage programs, execute laws, and effectively deliver services for the American people. Larry Lane and James Wolf examine the significant human resource problems now confronting federal agencies, addressing these issues from a demographic, organizational, political, and cultural perspective. Arguing that the revitalization of the public service demands an effective, responsible, energetic, and committed workforce, they recommend concrete solutions and strategies aimed at stabilizing the current situation and contributing to a stronger and more effective public service over the long term. Following an introductory statement of major issues, Lane and Wolf explore the crucial roles of the public service in a democratic system of governance and assess the factors that now put the system at risk. They then introduce four conceptual lenses that can be used as an analytical tool to understand the problems of the public service and to develop solutions for assuring the supply, preparedness, productivity, and dedication of government employees. The authors first look at employment flow-the problem of maintaining workforce cadres over time. They examine problems of attraction and retention, inadequacies in system personnel policies, and the necessity for workforce planning. Turning to a discussion of competence in the workforce, the authors examine systemic blocks to the development of competence and offer strategies for addressing the competence issue. The next two chapters treat the concepts of energy and commitment, exploring ways to foster an organizational culture that encourages productivity, continuous improvement, and a long-term commitment to public service. The final chapter presents a detailed set of proposals, options, and initiatives for rebuilding the public service. Administrators, policy-makers, personnel officers, and students of public administration will find this work a significant contribution toward understanding and resolving the public sector's intensifying human resource problems.
The present paper takes a fresh theoretical and empirical look into the relationship between Wagner’s law and economic development. It introduces human capital into a classic two-sector model of unbalanced growth. It shows that, as an economy develops, changes in the relative returns to human capital and unskilled labor, as a result of changes to their relative scarcities, could have a significant impact on the size of the government sector, depending in part also on the difference in relative factor intensities between outputs of the private and government sectors. This conjecture is broadly supported by empirical evidence based on a cross-section analysis of a large sample of developed and developing countries.

A Domestic Crisis with Global Implications

United States. Congress. Senate. Committee on Homeland Security and Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia

Published: 2009

Total Pages: 168


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Women, Men, and Human Capital Development in the Public Sector: Return on Investments analyzes the gap in wages paid to women and men who work for federal, state, and local governments; factors that contribute to disparities in pay; and organizational strategies for narrowing the gap. The gender gap in wages and status is closing. Changes in public policies and social and organizational changes have facilitated the development of human capital. However, many systemic, sociopsychological, and social barriers still limit women's career advancement in the public sector. American women earn approximately eighty cents for every dollar earned by men. Women hold less than 30 percent of executive positions in the private sector as well as federal, state, and local governments. This study analyzes factors, both legal and illegal, that lead to inequities in the pay and status of men and women. In recent turbulent economic times many organizations have eliminated jobs, facilitated early retirements, and lost employees frustrated by the lack of opportunities for advancement. Proactive organizations prepare for the unexpected by fully developing their human capital. Public policies have been less than effective in closing the wage gap, due in part to American culture and individual women's choices. Women are more likely than men to complete lower levels of education, enter the workforce later in life, and occupy lower-level positions. For these reasons the gender-based wage gap may never close, but, as the author points out, investments in human capital development may facilitate women's career advancement and narrow the gap. The author develops specific strategies for narrowing the wage gap and explores avenues of implementation. Book jacket.
The present paper takes a fresh theoretical and empirical look into the relationship between Wagner`s law and economic development. It introduces human capital into a classic two-sector model of unbalanced growth. It shows that, as an economy develops, changes in the relative returns to human capital and unskilled labor, as a result of changes to their relative scarcities, could have a significant impact on the size of the government sector, depending in part also on the difference in relative factor intensities between outputs of the private and government sectors. This conjecture is broadly supported by empirical evidence based on a cross-section analysis of a large sample of developed and developing countries.
The formation of human capital--the knowledge, skills, and health that people accumulate over their lifetimes--is critical for the six Gulf Cooperation Council (GCC) countries. Human capital contributes not only to human development and employment but also to the long-term sustainability of a diversified economic growth model that is knowledge based and private sector driven. This approach is critical, given that income from oil and gas will eventually decline and that the nature of work is evolving in response to rapid technological changes, in turn demanding new skill sets. The GCC governments have demonstrated their strong political will for this shift: four of them are among the first countries to join the World Bank’s Human Capital Project—a global effort to improve investments in people as measured by the Human Capital Index. The GCC countries face four main challenges: • Low levels of basic proficiency among schoolchildren • A mismatch between education and the labor market • A relatively high rate of adult mortality and morbidity • A unique labor market , in which wages in the public sector are more generous than in the private sector and government employment of nationals is virtually guaranteed To address these challenges, this report outlines four strategies in a“whole-of-government†? approach: • Investing in high-quality early childhood development • Preparing healthier, better educated, and skilled youth for the future • Enabling greater adult labor force participation • Creating an enabling environment for human capital formation These strategies are based on best practices in other countries and feature some of the GCC countries’ plans, including their national “Visions,†? to take their economies and societies further into the twenty-first century. With the COVID-19 pandemic, the GCC countries face additional challenges that may worsen some preexisting vulnerabilities and erode human capital. In response, the GCC governments have taken multiple measures to protect their populations’ health and their economies. Any country’s decision to reopen its economy needs to closely consider public health consequences to avoid a resurgence of infections and any further erosion of its human capital. The COVID-19 crisis underscores that the need to accelerate and improve investment in human capital has never been greater. Once the GCC countries return to a “new normal,†? they will be in a position to achieve diversified and sustainable growth by adopting, and then tailoring, the strategies presented in this report.

The Human Capital Challenge

United States. Congress. Senate. Committee on Governmental Affairs. Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia

Published: 2003

Total Pages: 350


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