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Chapter 1
With the shift from “human resources” to “human capital management” (HCM), public agencies are striving to strategically manage their workforces. Sally Selden’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—including hiring, training, retention, performance, and recognition—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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| ISBN: 978-1-56802-550-6 |
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Table of Contents
1. INTRODUCTION TO HUMAN CAPITAL MANAGEMENT IN PUBLIC ORGANIZATIONS
Human Capital Management in Public Systems
How Governments Organize Their Human Capital Systems
Changing Perspective
Guidance from the Government Performance Project
The Structure of the Book
2. STRATEGIC HUMAN CAPITAL PLANNING AND MANAGEMENT
Strategic Human Capital Management
Strategic Human Capital Management Metrics
3. RECRUITING AND SELECTING THE RIGHT PEOPLE
Recruiting and Selection
The Hiring Plan
Designing Recruiting and Selection Activities
Recruiting and Selection Metrics
4. RETAINING THE RIGHT PEOPLE
The Changing Psychological Contract between Employers and Employees
Employee Retention and Voluntary Turnover
Why People Leave Organizations
Retention Strategies
Strategic Staffing Metrics for Retention
5. DEVELOPING EMPLOYEES AND LEADERS
Why Organizations Train and Develop Employees
Approaching Training and Development Strategically
Designing Training and Development Programs
Evaluating Training and Development Programs
Career and Leadership Development
Safeguarding Knowledge
Strategic Workplace Learning Metrics
6. MANAGING EMPLOYEE PERFORMANCE
The Performance Management Framework
Goals of Performance Appraisal and Feedback System
Designing a Strategic Performance Appraisal and Feedback System
Strategic Implementation Issues
Strategic Performance Management Metrics
7. PAY AND RECOGNITION PROGRAMS
Pay Systems
The Changing Architecture of Pay Systems: Broad Banding
Designing a Strategic Reward System
Orientation to Market
Pay Structure and Delivery
Rewards and Recognition
Strategic Pay and Recognition Metrics
8. STRATEGIC HUMAN CAPITAL MANAGEMENT: ANALYTICS AND INTELLIGENCE
Human Capital Measurement
Human Capital Metrics – The Beginning
Building Human Capital Intelligence – The Future
Conclusion
9. NEW DIRECTIONS FOR HUMAN CAPITAL MANAGEMENT
Building Strategic Value from Core Human Capital Activities
Capacity to drive change: translating information into intelligence through action
Leveraging technology
Evolving Role of Human Capital Professionals
Changing organizational structure: the emergence of shared services
Conclusion
Testimonials
“Human Capital: Tools and Strategies for the Public Sector is essential reading for those studying or managing human resources in government today. As governments strive to find ways to leverage scarce resources to deliver the highest possible performance, the strategic management and deployment of human resources is a crucial part of this process. Combining current theory and practice, with numerous useful cases, examples, and metrics, Selden’s work provides a comprehensive blueprint for strengthening the public workforce. This book should be required in all human resource management courses in public administration programs and for human resource managers in government.”
- Jessica E. Sowa, Cleveland State University“Selden brings a fresh approach to the analysis of core issues in public sector human resources management. The analysis is grounded in empirical data from the Government Performance Project and provides valuable insight into current practices in states and local governments. This work will become a standard reference for students, scholars, and practitioners, and should be widely used in the classroom.”
- J. Edward Kellough, The University of Georgia“A comprehensive, accessible, and scholarly synthesis of the current state of affairs in public sector Human Resource Management. It is very readable, yet not as cumbersome and technical as many competing works. I highly recommend it.”
- Steven Hays, University of South Carolina“This important book provides a refreshing look at the under-discussed topic of strategic human resources management in government. It is extremely well-written and makes an invaluable contribution to the broader field of public management. Its extensive use of examples and cases makes it particularly accessible to students as well as practitioners of public administration, public affairs and public policy.”
- Norma M. Riccucci, Rutgers University, Newark
Bio(s)
Sally Coleman Selden, Lynchburg College
Sally Coleman Selden is an associate professor of management at Lynchburg College. Selden’s teaching and research interests include public management, human resource management, and nonprofit management effectiveness. She is also 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. She was responsible for leading the academic team that graded the human resource management systems of the U.S. state governments. The GPP project is a collaborative effort among five universities and Governing magazine. She is the author of over 50 articles, books, or book chapters and serves on the Academic Advisory Board of the Partnership for Public Service and on Human Resource Management Executive Committee of the American Society of Public Administration. She won the James A. Huston Award for Outstanding Scholarship in 2004 and received the Syndor Teaching Award in 2003. She has taught at Syracuse University and the University of Oklahoma. She received her Ph.D. from the University of Georgia and her M.P.A./B.A. from the University of Virginia.
