Our next president and his team will have no shortage of people offering them advice. Considering the primacy of an effective federal workforce toward achieving the administration’s goals, they would be well served by what our government’s top human capital experts have to say. Acting upon these expert recommendations could elevate our federal government to new heights.
More than half of respondents volunteered that bold reform of our civil service system is necessary. More than two-thirds advocate eliminating or significantly updating the General Schedule pay and classification system. The vast majority of them recommend phasing out the current system gradually.
Ninety percent agree that alternative work schedules are a useful tool to a great or very great extent for attracting and retaining talent, and over half would add telework to that list of especially useful tools. Given a menu of options, direct-hire authority and dual compensation waivers are cited as the most underutilized hiring tools. The need to obtain prior OPM approval to use these tools on a case-by-case basis is cited as the main reason they are not more actively used.
Only 44 percent of CHCOs believe that federal managers and supervisors possess the supervisory or managerial competencies they need to a great extent, and none of the respondents believe federal managers overall deserve the highest rating, i.e., to a very great extent.
Only 29 percent of CHCOs believe to a great extent that HR staff members have the competencies they need. The percentage of CHCOs who believe their HR staffs are viewed as trusted advisors is 52 percent. Eighty-eight percent of the CHCOs interviewed believe federal performance management systems are doing a good job of aligning organizational goals with individual performance, up from 64 percent in 2007.
Congressional Research Service (CRS) report on the importance of a smooth transition between presidencies and the responsibilities of both the incoming and outgoing White House administrations, along with issues that occur.
A Government Accountability Office (GAO) report to Congress concerning the management challenges for political appointees within the federal government.
This memoradnum, written by the Obama-Biden Transition Project’s general counsel, sets parameters for the incoming transition team members joining from Obama for America 2008. The memo covers engagement in partisan political activities, promotion of political causes in accordance to the Presidential Transition Act of 1963, and appropriate use of files and documents that were used for former campaigns.
This short memorandum concerns the receipt of gifts and donations to President-elect Obama, Vice President-elect Biden and the Transition Team.
Memo to employees of the U.S. House and Senate who are approved for service on the Transition team. The memo provides guidance to Congressional staffers on roles and responsibilities as a transition detailee, legislative coordinator or volunteer.
This Manual summarizes the personnel policies and procedures that are applicable to volunteers of the Office of President-Elect’s and Vice-President-Elect’s transition team. It covers topics including personal records, ethics, safety, attendance, dress code, and confidentiality.
This outline contains guidance to the agency review teams on how to create user’s manuals for independent regulatory agencies. The document contains sections discussing the general guidance and the 8-section outline for the user’s manuals.
This memorandum from the Agency Review Working Group to the agency review teams outlines the workplan, timelines, organization, and deliverables for the agency review teams.
This memorandum details the Obama-Biden Transition Project’s policies and procedures for handling certain classes of documents from federal agencies.
