Description

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.

Key Features

* President Bush's number-one management initiative for the federal government is the Strategic Management of Human Capital: The topic of this book * All government agencies are required to develop a plan by 2005--this is the first book to address this need * Provides a simple framework government agencies can use to develop their strategy

Readership

Chief Human Capital Officers, Senior Government Human Resource officers and managers: human capital planners and managers, knowledge managers, and organizational development professionals.

Table of Contents

Chapter 1: A Broad View of Human Capital Chapter 2: The Human Capital Crisis in the Federal Government Chapter 3: Developing a Human Capital Strategy Chapter 4: The Four Pillars of Human Capital Chapter 5: Knowledge Management: The Key Pillar in a Human Capital Strategy Chapter 6: Pillar Two: Performance Management through a Knowledge Management Lens Chapter 7: Competency Management: A Necessary Pillar in a Human Capital Strategy Chapter 8: Change Management: The Forgotten Pillar Chapter 9: Establishing Strategic Partnerships for Human Capital Chapter 10: Strategic Management of Human Capital: The Future Case Study: An Operational Study of Knowledge Management GAO Report: Human Capital: Practices That Empowered and Involved Employees

Details

No. of pages:
200
Language:
English
Copyright:
© 2004
Published:
Imprint:
Butterworth-Heinemann
Print ISBN:
9780750677134
Electronic ISBN:
9780080481883

About the author

Jay Liebowitz

Dr. Jay Liebowitz is the Distinguished Chair of Applied Business and Finance at Harrisburg University of Science and Technology. He previously was the Orkand Endowed Chair of Management and Technology in the Graduate School at the University of Maryland University College (UMUC). He served as a Professor in the Carey Business School at Johns Hopkins University. He was ranked one of the top 10 knowledge management researchers/practitioners out of 11,000 worldwide, and was ranked #2 in KM Strategy worldwide according to the January 2010 Journal of Knowledge Management. Prior to joining Hopkins, Dr. Liebowitz was the first Knowledge Management Officer at NASA Goddard Space Flight Center. Before NASA, Dr. Liebowitz was the Robert W. Deutsch Distinguished Professor of Information Systems at the University of Maryland-Baltimore County, Professor of Management Science at George Washington University, and Chair of Artificial Intelligence at the U.S. Army War College. Dr. Liebowitz is the Founding Editor-in-Chief of Expert Systems With Applications: An International Journal (published by Elsevier), which is ranked #1 worldwide for AI journals according to the h5 index of Google Scholar journal rankings (as of November 26, 2014). He is a Fulbright Scholar, IEEE-USA Federal Communications Commission Executive Fellow, and Computer Educator of the Year (International Association for Computer Information Systems). He has published over 40 books and a myriad of journal articles on knowledge management, analytics, intelligent systems, and IT management. As of January 2014, Dr. Liebowitz served as the Editor-in-Chief of Procedia-CS (Elsevier). He is also the Series Book Editor of the new Data Analytics book series (Taylor & Francis). In October 2011, the International Association for Computer Information Systems named the “Jay Liebowitz Outstanding Student Research Award” for the best student research paper at the IACIS Annual Conference. He has lectured and cons

Reviews

"With the first wave of boomers now reaching retirement age, the Federal government is facing a huge loss of knowledge and senior executive expertise. Dr. Jay Liebowitz provides a groundbreaking study of what these risks mean and how some agencies are meeting their human capital crisis. This is a 'must read' book for every human resources professional, federal senior executive, and knowledge management guru. If there is a solution to be found to this demographic brain-drain, you will find it in this book." -- Dr. Shereen G. Remez, Director of Knowledge Management, AARP; Former Chief Knowledge Office (GSA) "Addressing the Human Capital Crisis in the Federal Government is an important guide for federal agencies who truly want to be relevant and of service to the public in the 21st Century." -- G. Lee Salmon, Executive Coaching Program Manager, Federal Consulting Group, U.S. Department of Treasury "Liebowitz offers a leading resource for government executives struggling with very real human capital issues. Jay has made an important and timely contribution to the government and to the Knowledge Management field." -- Alex Bennet, Co-Founder, Mountain Quest Institute; Former Chief Knowledge Officer for the U.S. Department of Navy "Losing talent, or worse, not using what you have effectively, is something most organisations do not adequately address. This book offers four practical pillars that help you maximise the benefits from your most important, and often most expensive, resource - your people." - David J. Skyrme, David Skyrme Associates Limited