Human capital management (81 - 90 of 102 items)
State Department: Staffing Shortfalls and Ineffective Assignment System Compromise Diplomatic Readiness at Hardship Posts
GAO-02-626: Published: Jun 18, 2002. Publicly Released: Jun 18, 2002.
Foreign service employees often experience difficult environmental and living conditions while assigned to U.S. embassies and consulates that are designated as "hardship posts." These conditions include inadequate medical facilities, few opportunities for spousal employment, poor schools, high levels of crime, and severe climate. Because the State Department is understaffed, both in terms of the n...
A Model of Strategic Human Capital Management
GAO-02-373SP: Published: Mar 15, 2002. Publicly Released: Mar 15, 2002.
GAO released an exposure draft on its Model of Strategic Human Capital Management, which is intended to help federal agency leaders better manage their organizations' most important asset--their people. The model is designed to help agency leaders effectively use their people, or human capital, and determine how well they integrate human capital considerations into daily decision-making and planni...
Foreign Languages: Human Capital Approach Needed to Correct Staffing and Proficiency Shortfalls
GAO-02-375: Published: Jan 31, 2002. Publicly Released: Mar 5, 2002.
The changing security environment and the increasing globalization of the U.S. economy have significantly increased the need for federal employees with foreign language skills. GAO reviewed in detail the operations of the following four agencies: the Army, the State Department, the Department of Commerce's Foreign Commercial Service (FCS), and the Federal Bureau of Investigation (FBI). These four...
Securities And Exchange Commission: Human Capital Challenges Require Management Attention
GAO-01-947: Published: Sep 17, 2001. Publicly Released: Oct 23, 2001.
The U.S. Securities and Exchange Commission's (SEC) human capital management practices have been shaped largely by a growing staffing crisis that threatens to undermine the agency's ability to carry out its mission. GAO surveyed current and former SEC attorneys, accountants, and examiners to determine what factors influenced turnover, satisfaction, and morale among SEC staff. GAO found that inade...
Human Capital: Implementing an Effective Workforce Strategy Would Help EPA to Achieve Its Strategic Goals
GAO-01-812: Published: Jul 31, 2001. Publicly Released: Aug 16, 2001.
During the last decade, as most federal agencies downsized, the Environmental Protection Agency's (EPA) workforce grew by about 18 percent. Much of this growth occurred in EPA's 10 regional offices, which carry out most of the agency's efforts to encourage industry compliance with environmental regulations. Currently, EPA's workforce of 17,000 individuals includes scientists, engineers, lawyers, e...
National Science Foundation: Status of Achieving Key Outcomes and Addressing Major Management Challenges
GAO-01-758: Published: Jun 15, 2001. Publicly Released: Jul 16, 2001.
This report reviews the National Science Foundation's (NSF) fiscal year 2000 performance report and fiscal year 2002 performance report plan required by the Government Performance and Results Act. Specifically, GAO discusses NSF's progress in addressing several key outcomes that are important to NSF's mission. NSF reported that it made substantial progress in achieving its key outcomes. Although t...
IRS Telephone Assistance: Opportunities to Improve Human Capital Management
GAO-01-144: Published: Jan 30, 2001. Publicly Released: Mar 2, 2001.
Each year, the Internal Revenue Service (IRS) determines the staffing level for its toll-free telephone customer service operations. GAO found that IRS lacks a long-term telephone customer service goal that reflects the needs of taxpayers and the costs and benefits of meeting that goal. Rather, IRS annually determines the level of funding it will seek for its customer service workforce, using its...
Human Capital: Meeting the Governmentwide High-Risk Challenge
GAO-01-357T: Published: Feb 1, 2001. Publicly Released: Feb 1, 2001.
People are the federal government's most valuable asset in managing for results. The importance of human capital is underscored by the many links GAO has identified between agencies' human capital shortfalls and the programmatic challenges. A consensus has yet to emerge on broad-based federal human capital legislative reform. However, even in the absence of fundamental legislative reform, federal...
Customer Service: Human Capital Management at Selected Public and Private Call Centers
GGD-00-161: Published: Aug 22, 2000. Publicly Released: Sep 25, 2000.
Pursuant to a congressional request, GAO reviewed strategies for managing human capital management at selected public and private call centers, focusing on: (1) whether they identify human capital needs as part of developing management strategies and practices to meet missions and goals; (2) implement human capital strategies and practices; and (3) evaluating human capital strategies and practices...
Human Capital: Managing Human Capital in the 21st Century
T-GGD-00-77: Published: Mar 9, 2000. Publicly Released: Mar 9, 2000.
Pursuant to a congressional request, GAO discussed ways to improve the federal government's approach to managing its people.GAO noted that: (1) federal employees should be viewed not as costs to be cut but as assets to be appreciated; (2) strategic human capital management recognizes that employees are a critical asset for success, and that an organization's human capital policies and practices mu...