Rent 9781568025506 | Human Capital : Tools and Strategies for the Public Sector

Summary Table of Contents Author Biography

Take a sneak peak inside!Click on the link below to preview chapter one. Order your exam copy today by clicking on the &BAD:"Request an Exam Copy&BAD:" link above.Chapter 1With the shift from &BAD:"human resources&BAD:" to &BAD:"human capital management&BAD:" (HCM), public agencies are striving to strategically manage their workforces. Sally Selden&BAD:rs"s groundbreaking book moves far beyond describing best practices and offers the context in which innovative practices have been implemented. She details how agencies are creating performance-aligned workforces by adopting systems and policies that are driven by their strategic missions.This book covers core topics of personnel courses&BAD:-including hiring, training, retention, performance, and recognition&BAD:-but also includes integrated coverage on measuring success through assessment. Further helping readers grasp how HCM works, the book uses original data from the Government Performance Project and incorporates many comparative examples across a wide range of states, plus federal and municipal agencies. Unlike anything else available, Human Capital fills a critical gap for both students and public personnel professionals.

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Tables, Figures, and Features	p. x
Preface	p. xiii
Introduction to Human Capital Management in Public Organizations	p. 1
Human Capital Management in Public Systems	p. 2
How Governments Organize Their Human Capital Systems	p. 3
Changing Perspective	p. 5
Guidance from the Government Performance Project	p. 7
The Structure of the Book	p. 12
Strategic Human Capital Planning and Management	p. 13
Strategic Human Capital Management	p. 15
Agency Strategic and Operational Planning	p. 15
Strategic Human Capital Planning	p. 19
Strategic Assessment and Alignment of Human Capital Systems	p. 21
Workforce Planning	p. 23
Human Capital Plan	p. 28
Strategic Human Capital Management Metrics	p. 30
Recruiting and Selecting the Right People	p. 33
Recruiting and Selection	p. 36
The Hiring Plan	p. 37
Designing Recruiting and Selection Activities	p. 39
Recruiting and Selection Metrics	p. 57
Retaining the Right People	p. 61
The Changing Psychological Contract between Employers and Employees	p. 63
Employee Retention and Voluntary Turnover	p. 64
Why People Leave Organizations	p. 70
Retention Strategies	p. 75
Work Environment That Supports Work-Life Balance	p. 76
Strategic Staffing Metrics for Retention	p. 80
Developing Employees and Leaders	p. 83
Why Organizations Train and Develop Employees	p. 85
Approaching Training and Development Strategically	p. 87
Organizational Analyses	p. 93
Job Analyses	p. 94
Employee Analyses	p. 94
Designing Training and Development Programs	p. 99
Evaluating Training and Development Programs	p. 100
Career and Leadership Development	p. 102
Safeguarding Knowledge	p. 109
Strategic Workplace Learning Metrics	p. 111
Managing Employee Performance	p. 115
The Performance Management Framework	p. 116
Goals of the Performance Appraisal and Feedback System	p. 118
Designing a Strategic Performance Appraisal and Feedback System	p. 119
Individual Learning	p. 128
Organizational Learning	p. 129
Strategic Implementation Issues	p. 134
Strategic Performance Management Metrics	p. 134
Rewarding Employee Performance	p. 137
Pay Systems	p. 139
The Changing Architecture of Pay Systems: Broad Banding	p. 146
Designing a Strategic Reward System	p. 148
Orientation to Market	p. 150
Pay Structure and Delivery	p. 152
Rewards and Recognition	p. 155
Strategic Pay and Recognition Metrics	p. 156
Strategic Human Capital Measurement: Analytics and Intelligence	p. 162
Human Capital Measurement	p. 164
Human Capital Metrics-The Beginning	p. 165
Benchmarking	p. 166
Human Capital Scorecards/Dashboards	p. 167
Human Capital Analytics	p. 168
Building Human Capital Intelligence-The Future	p. 171
Implementation Challenges	p. 172
Human Capital Intelligence Framework	p. 173
Conclusion	p. 175
New Directions for Human Capital Management	p. 176
Building Strategic Value from Core Human Capital Activities	p. 179
Turning Information into Intelligence through Action	p. 180
Leveraging Technology	p. 180
The Expanding Role of Human Capital Professionals	p. 181
Changing Organization Structures: The Emergence of Shared Services	p. 182
Conclusion	p. 183
References	p. 185
Index	p. 197
Table of Contents provided by Ingram. All Rights Reserved.

Sally Coleman Selden is associate professor of management at Lynchburg College. She is a principal investigator for the Government Performance Project (GPP), a study of public management systems in all fifty states funded by The Pew Charitable Trusts. Selden is the author of over fifty articles, books, or book chapters and serves on the Academic Advisory Board of the Partnership for Public Service and on the Human Resource Management Executive Committee of the American Society for Public Administration

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