President Bush's number-one management initiative for the federal government is the Strategic Management of Human Capital. According to Knowledgeworkers.com, human capital is the accumulated value of an individual's intellect, knowledge, and experience. In the U.S. federal government, a human capital crisis exists. The factors contributing to a human capital dilemma include a knowledge bleed due to retirement eligibility, changing perspectives on work, and escalating knowledge loss. According to a Joint Hearing on the Federal Human Capital, by 2005, more than half of the 1.8 million non-postal civilian employees will be eligible for early or regular retirement. An even greater percentage of the Senior Executive Service, the government's core managers, will be eligible to leave.
All government agencies are required to develop a human capital strategy by 2005. Many of these agencies have scored a "red" (lowest rating) on the Government Scorecard in the way they are approaching their strategic management of human capital. This book is an executive briefing on developing a successful human capital strategy based on lessons learned from analyzing existing strategies at government agencies such as NASA.
Using a knowledge management perspective, Liebowitz identifies four pillars of an effective strategy and gives examples of these in practice.
"Liebowitz offers a leading resource for government executives struggling with very real human capital issues. Jay has made an important and timely contribution to the government and to the Knowledge Management field."
-- Alex Bennet, Co-Founder, Mountain Quest Institute; Former Chief Knowledge Officer for the U.S. Department of Navy
Chapter 1: A Broad View of Human Capital
Chapter 2: The Human Capital Crisis in the Federal Government
Chapter 3: Developing a Human Capital Strategy
Chapter 4: The Four Pillars of Human Capital
Chapter 5: Knowledge Management: The Key Pillar in a Human Capital Strategy
Chapter 6: Pillar Two: Performance Management through a Knowledge
Chapter 7: Competency Management: A Necessary Pillar in a Human Capital Strategy
Chapter 8: Change Management: The Forgotten Pillar
Chapter 9: Establishing Strategic Partnerships for Human Capital
Chapter 10: Strategic Management of Human Capital: The Future
Case Study: An Operational Study of Knowledge Management
GAO Report: Human Capital: Practices That Empowered and Involved Employees