11:43 pm, May 24, 2015

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  • Above article
    There needs to be some serious "attitude adjustment," as the military puts it so well, on all sides. First, the Federal HR community has to face up to the fact that many of its members lack the sophiticated analytical and technical skills to carry out their responsibilities, and to stop talking and start doing something concrete to resolve this situation. Earlier in the decade, OPM published a three-part series of reports on the alarming state of the HR staff governmentwide that clearly reflected this dire state of affairs. More recent studies have confirmed that little has changed for the better in the interim. Second, Federal senior managers in particular need to be educated to the fact that HR programs are indeed a key part of the overall management process, i.e., they provide the tools they need to manage the Federal workforce in order to accomplish the agency mission. As such, every Federal manager who hires, trains, directs, leads, motivates, coaches, mentors, disciplines, and fires employees is, ipso facto, a HR manager; indeed, they need to understand that they are truly the key HR managers in their organizations. HR programs are owned by them, not by their HR staff, who instead function or should function primarily as enablers, consultants, or, to use another military term. "force multipliers," as key advisors to management in how best to use these programs and their various flexibilities as essential tools to meet mission accomplishment needs. Those are the bottom line goals, or should be. Attaining them will mean major and wrenching changes in the "way we do things around here" paradigm in most agencies. However, to attain the objectives discussed in the article they are simply a sine qua non.
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