Vol. 42 Nbr. 2, June 2013
> SIGN UP FREE
- Collaboration and employee satisfaction drive agencies.
- It's not easy being a federal best place to work: managers can use data to hone in on improving employee satisfaction. Agency leaders also should celebrate successes to solicit employee support for continued efforts.
- What would GS system pay reform look like? The 21st century workforce consists of highly specialized knowledge workers who work for many different employers over the course of a career. A one-size pay system no longer fits all.
- Changing culture and lives through communities of practice: a group of federal employees tackles federal disability employment issues using a collaborative workspace. Group members collaborate and share effective practices to support Executive Order 13548.
- Generation Y yearns for challenging and satisfying government work: a proper onboarding process geared toward Generation Y's needs can give federal agencies the upper hand.
- Collaborative government managers succeed where others fail.
- Abraham Lincoln and the Art of Collaborative Leadership.
- Evolution of collaboration among federal, state, and local agencies.
- Collaboration can play a lead role in development of future leaders.
- Balancing task with relationship to create interagency collaboration.
- Labor-management and the political paths of collaboration.
- Driven by your mission and in honor of your customer.
- Collaboration enables operational and cultural change on a shoestring.
- Partnering for performance at departments of HUD and VA.
- What do feds see in the green mirror? In years past, the main driving force for implementing sustainable practices was the desire to build a good reputation. Today, what tops the list is improving operational efficiency and lowering costs.
- Communication provides foundation for being a best place to work: at the U.S. Army Audit Agency, communication is vital to success and to reaching the next level of organizational performance and employee satisfaction.
- Patent office honored as best place to work: the agency's dedication to the excellence of every employee helped it climb from 105th place in 2009 to fifth in 2012. Its premier telework program is leading the way in creating a flexible workplace.
- Managing training and development at the National Gallery of Art: a new learning management system increases the scope and accuracy of data sharing, and provides opportunities to develop employee training in new ways.
- You're expected to improve your organization's performance. Now what? Examine the nature of the work of your organization, then craft an approach using existing frameworks without having to reinvent the wheel.
- A blueprint for change: lessons in educational reform: a federally funded program designed to encourage and reward states to develop comprehensive educational reform altered federal involvement in education and faces unique implementation challenges.
- Statesmanship Takes Leadership and Governance to the Next Level.
- Changing attitudes: recognizing abilities of people with disabilities: managers need to weave disability into diversity programs. They must overcome fears of disability and take advantage of resources to foster inclusive hiring and retention of employees who may develop a disability.
- Award-winning video embraces geothermal energy in Nebraska.