Vol. 44 Nbr. 1, March - March 2015
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- Making change happen.
- A smorgasbord of topics.
- 2014 best places to work in the Federal Government: the latest Best Places to Work in the Federal Government ratings spotlight highs and lows for federal agencies.
- Internal audit spending: how much is enough? Internal audits play a significant role in protecting the interests of the people government agencies serve.
- Hackathons: a jump start for innovation: a civic hackathon improves transparency, increases community engagement, and builds innovation in the city of Pasadena.
- Power of plain language on employee performance: how can plain language training improve employee--and agency--performance?
- The National Ombudsman supports small business: the National Ombudsman brings fair regulatory enforcement to America's small businesses.
- Mastering change management.
- Change in the Federal Government is coming--are you prepared?
- Transformational change takes time and effort.
- Bringing meaningful change to performance management.
- Understand change--position yourself to win.
- Why do so many organizational change efforts fail?
- Creating 'talent-enabled' change leaders.
- Is your agency ready for an innovation office? A new report from the IBM Center for the Business of Government offers practical advice for agencies on how to create and sustain an innovation office.
- Seeking directions on the road to talent management success: analytics-driven HR systems can guide organizations down the right talent development path.
- Solving the dilemma of senior executive training: an inside look at a leadership development program in the federal sector sheds light on how best to prepare senior executives working in government.
- Training is a bit brighter for the federal workforce, but how and what? Top of mind for the federal government are best practices for training and retaining federal employees.
- Mechanics of federal restructuring: a successful restructuring effort requires a coherent plan that addresses resource requirements, likely employee reactions, and management commitment.
- A tale of transformational leadership: an unlikely source provides a Marine Corps officer a story that conveys the difference--and the distance--between management and leadership.
- Continuous change calls for continuous improvement.
- Social change is at our fingertips: the power of technology to enact social change is turning everyone into an actor, not a spectator, in policy making.
- Invoking the ancients to rescue leadership development.
- A culture of collaboration leads to success for USTDA: when employees clearly understand how their work contributes to the agency mission, they own their results.