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By Jay Liebowitz

President Bush's number-one administration initiative for the government is the Strategic administration of Human Capital. based on Knowledgeworkers.com, human capital is the collected price of an individual's mind, wisdom, and adventure. within the U.S. federal executive, a human capital hindrance exists. the criteria contributing to a human capital issue comprise an information bleed as a result of retirement eligibility, altering views on paintings, and escalating wisdom loss. in accordance with a Joint listening to at the Federal Human Capital, by way of 2005, greater than half the 1.8 million non-postal civilian staff may be eligible for early or ordinary retirement. a fair higher percent of the Senior govt carrier, the government's center managers, should be eligible to leave.All executive enterprises are required to improve a human capital method by means of 2005. a lot of those companies have scored a "red" (lowest ranking) at the govt Scorecard within the approach they're coming near near their strategic administration of human capital. This booklet is an govt briefing on constructing a winning human capital approach in keeping with classes realized from interpreting current options at govt organizations reminiscent of NASA.Using an information administration viewpoint, Liebowitz identifies 4 pillars of an efficient approach and offers examples of those in perform. * President Bush's number-one administration initiative for the government is the Strategic administration of Human Capital: the subject of this e-book* All govt enterprises are required to boost a plan through 2005--this is the 1st e-book to handle this desire* offers an easy framework govt corporations can use to improve their procedure

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Cfm). ppt), Boeing’s long-term competitive advantage depends on human capital and physical capacity. In recent years, there has been cost-cutting, shedding of assets, and outsourcing. In addition, a human capital chal­ lenge exists throughout the aerospace industry due to attrition (retire­ ments, resignations, layoffs), failure to attract and retain new people, and loss of accumulated skills, knowledge, and experience. .  million workers to about , workers. In the next decade, we are projected to lose , more jobs in the aerospace field.

At the Social Security Administration, every employee is supposed to have a mentor. The Treasury Depart­ ment offers “shadow days” to help mentor new employees. W H C S M  M A A   F G? S. Comptroller General, “Using Strategic Human Capital Management to Drive  A  H C C Transformational Change” ( July ,  before the National Com­ mission on the Public Service), federal agencies need to transform their cultures and shift their overall orientation from (GAO Report -T): • • • • • • • • • • Processes to results Stovepipes to matrixes Hierarchical to flatter and more horizontal structures An inward focus to an external (citizen, customer, and stakeholder) focus Management control to employee empowerment Reactive behavior to proactive approaches Avoiding new technologies to embracing and leveraging them Hoarding knowledge to sharing knowledge Avoiding risk to managing risk Protecting turf to forming partnerships Coincidentally, many of these goals form the basic tenets for knowledge management.

Knowledge management activities fall along three constructs: knowl­ edge generation, knowledge integration, and knowledge sharing. Their research shows that employee commitment has a positive influence on knowledge generation and that knowledge sharing will occur if value alignment is evident. Thus, their research shows that knowledge man­ agement initiatives can decrease turnover rates and support business performance if they are coupled with human resources policies. This suggests that knowledge management and human capital have an important, intertwined role.

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