The past two decades have seen a revolution in the role of HR and the practices governing talent management but it’s been ignored by government.
Posts by Howard Risher:
Government is different in another significant way – it’s common in agencies to find two distinct approaches to performance management.
Building tomorrow’s workforce will require a pay system that is seen as fair to highly qualified men and women.
Simply adding women and/or minorities can be seen as a token unless they believe they are treated equitably and gain acceptance.
The bottom line is that employers still pay women and people of color less than white men for the same work.
High-performing organizations celebrate achievements throughout the year. It builds collaboration and esprit de corps, contributing to better performance.
In government, a largely unrecognized aspect of the problem is that “performance” has been addressed by two distinct groups of practitioners with minimal overlap.
Many public employers continue to rely on pay programs adopted decades ago, a time when women and minorities were rarely involved or considered in the decisions.
For far too long the HR function has had a limited, backroom role – administering HR policies and systems, keeping personnel records, enforcing employment laws, and handling problem employees.