Cases in Government Succession Planning: Action-Oriented Strategies for Public-Sector Human Capital Management, Workforce Planning, Succession Planning, and Talent Management
- 4h 26m
- James Alexander, Mark Bernhard (eds), William J. Rothwell
- Human Resource Development Press
- 2008
If you're responsible for succession planning and related practices at the government level, you know succession planning in government is different than in other sectors.
And you may wonder how other governmental entities have met the succession planning challenge. This unique book has the answer. It presents case studies of how real managers at different levels of government and in different settings addressed the succession challenges.
Cases in Government Succession Planning is designed for government leaders, government human resource professionals and students interested in government careers.
In four sections, the book examines government succession planning, human capital management, workforce planning and talent management. Part I presents five cases from international settings. Part II focuses on the federal government of the United States and includes seven cases. Part III centers on state government agencies in the United States and presents five case studies. Part IV explores succession practices in local governments of the United States.
You’ll learn:
- The differences in the way public-sector and private-sector entities set up and describe their programs
- How models should guide action and on what basis should a program be designed and carried out
- Pitfalls to be avoided
- Lessons learned and how to apply them to your unique agency setting
About the Editors
William J. Rothwell is a professor of Workforce Education and Development in the Department of Learning and Performance Systems at Pennsylvania State University. He holds a Ph.D. in Education/Training and life accreditation as a Senior Professional in Human Resources, and is a Registered Organization Development Consultant with his own private consulting firm. He served as director of human resource development in the public and private sectors before entering academe, managing, planning, designing, and evaluating training, HR, and organization development programs.
A prolific author known for his work on succession planning and talent management, William Rothwell’s most recent books include Instructor Excellence: Mastering the Delivery of Training, with B. Powers (2nd edition 2007); What CEOs Expect from Corporate Training, with J. Lindholm and W. Wallick (2007); and Competency-Based Human Resource Management, with D. Dubois (2007).
James Alexander has more than 20 years of experience in the fields of change management, strategic planning and implementation, and training in the public and the private sectors. Currently an internal consultant with the U.S. Department of Agriculture’s Food Safety Inspection Service, he holds a master’s degree in Management of Social and Human Systems and is a graduate of Georgetown University’s Organization Development Program. He has most recently been studying the effectiveness of human capital development and knowledge transfer initiatives in the United States and abroad.
Mark Bernhard is the director of Continuing and Professional Education at Virginia Tech University, supervising faculty collaborations with the university’s colleges, centers, and institutes to develop lifelong learning programs. He was formerly a senior conference planner at Penn State, and served as project director for a national economic-development summit. Prior to that, he spent several years working in the trade-association field. His current professional focus and the subject of his Ph.D. dissertation is on factors influencing a college graduate’s decision to either stay with or leave an employer—commonly referred to as “brain drain.”
In this Book
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Cases in Government Succession Planning—Action-Oriented Strategies for Public-Sector Human Capital Management, Workforce Planning, Succession Planning, and Talent Management
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Introduction
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Overview
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The Background
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Succession Practices At The Business Development Bank Of Canada
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The Nova Scotia Government Succession Management Model
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Four Agency Examples From The Government Of Australia
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Cambridgeshire (Uk) County Council Succession Planning
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Surrey (UK) County Council Fast-Track Programme
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National Aeronautics And Space Administration: Human Capital Planning
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Transformation Delivered At The U.S. Postal Service
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Social Security Administration: Preparing For A Retirement Boom
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National Reconnaissance Office: Succession Management Success
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A Talent Management Success Story: How Veterans Administration Hospitals Became The Best
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Two Government Agencies Look At Succession Planning
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Succession Practices At The U.S. Environmental Protection Agency
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Gubernatorial Succession: Managing Transition
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Succession Practices In New York State Government
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Succession Practices In The Minnesota Department Of Transportation
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Succession Practices In The Pennsylvania Department Of Education
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Introducing Technical (Not Managerial) Succession Planning
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U.S. Local Government Case Studies
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Succession Practices In James City County, Virginia
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Succession Planning In Henrico County, Virginia
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Managing The Coming Brain Drain
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Afterword
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Appendix—Succession Factor Checklist For Agency Workforce Planning
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Web Sites To Support Government Decision Makers In Talent Management, Succession Planning, And Human Capital Management
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Table Of Contents For The Resources On The CD-Rom
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Recommended Resources
