Strategic Human Capital Management: NRC Could Better Manage the Size and Composition of Its Workforce by Further Incorporating Leading Practices

[Excerpt] After the passage of the Energy Policy Act of 2005, which included tax incentives for nuclear energy, NRC significantly expanded its workforce to meet the demands of an anticipated increase in workload that ultimately did not occur. More recently, a forecast for reduced growth in the nuclear industry prompted NRC to develop plans for changing its structure and workforce to better respond to changes in the nuclear industry. Strategic human capital planning is one of several actions the agency is taking. The explanatory statement accompanying the Consolidated Appropriations Act for fiscal year 2016 included a provision for GAO to report on NRC’s workforce management. GAO examined NRC’s strategic human capital management efforts and the extent to which these efforts incorporate leading practices. GAO reviewed NRC’s strategic workforce plan and other related documents and interviewed knowledgeable NRC officials

Staffing and Managing Benefits Planning, Assistance, and Outreach Programs: Tips for Coordinators and Managers

This publication is a human resources guide to staffing and managing effective benefits planning, assistance and outreach programs. Specifically the publication provides helpful tips and strategies for staff recruitment; interviewing; developing competitive benefits packages; developing practical job descriptions; staff development and advancement; and, tools for effective management including resume screening tools, benefits counseling surveys, satisfaction surveys and sample service tracking forms

What difference does ("good") HRM make?

The importance of human resources management (HRM) to the success or failure of health system performance has, until recently, been generally overlooked. In recent years it has been increasingly recognised that getting HR policy and management "right" has to be at the core of any sustainable solution to health system performance. In comparison to the evidence base on health care reform-related issues of health system finance and appropriate purchaser/provider incentive structures, there is very limited information on the HRM dimension or its impact. Despite the limited, but growing, evidence base on the impact of HRM on organisational performance in other sectors, there have been relatively few attempts to assess the implications of this evidence for the health sector. This paper examines this broader evidence base on HRM in other sectors and examines some of the underlying issues related to "good" HRM in the health sector. The paper considers how human resource management (HRM) has been defined and evaluated in other sectors. Essentially there are two sub-themes: how have HRM interventions been defined? and how have the effects of these interventions been measured in order to identify which interventions are most effective? In other words, what is "good" HRM? The paper argues that it is not only the organisational context that differentiates the health sector from many other sectors, in terms of HRM. Many of the measures of organisational performance are also unique. "Performance" in the health sector can be fully assessed only by means of indicators that are sector-specific. These can focus on measures of clinical activity or workload (e.g. staff per occupied bed, or patient acuity measures), on measures of output (e.g. number of patients treated) or, less frequently, on measures of outcome (e.g. mortality rates or rate of post-surgery complications). The paper also stresses the need for a "fit" between the HRM approach and the organisational characteristics, context and priorities, and for recognition that so-called "bundles" of linked and coordinated HRM interventions will be more likely to achieve sustained improvements in organisational performance than single or uncoordinated interventions

Quality Teaching for Every Student

Parents recognize that excellent classroom teaching is key to their children's academic success. We also know that our most troubled schools, those in low-income communities, often lack the resources and supports necessary to attract, develop and keep the best teachers. The state's education deficit is, at least in part, a reflection of the disparities in the distribution and support of exceptional teachers in our schools. Our challenge is to provide high quality teaching to every student, in every school, to meet the demands of the 21st century.Effective teachers are developed over time. Effective schools are places that help develop those teachers through a school culture where educators are encouraged to constantly improve their skills -- and are provided with the support and guidance to do so. Effective schools are places where educators can take leadership roles, and where they can look to their peers for guidance. The current trend which promotes identifying and getting rid of "bad" teachers does not address the essential question of how to support the overwhelming majority of good teachers to help them get better. Quality teaching and learning emerge when schools foster a culture of shared leadership and responsibility, high expectations, strong support and fair accountability

Out of the Debate and Into the Schools

Explores how practices and strategies at pilot and charter schools with autonomy in governance, budget, staffing, professional development, scheduling, and curriculum and instruction lead to different outcomes from those at traditional public schools

A Review of the Major School Counseling Policy Studies in the United States: 2000-2014

Jay Carey and Ian Martin conducted a review of the major policy studies concerning school counseling in the United States. The authors located 37 documents disseminated between 2000 and 2014 that were either intentionally written with a focus on policy implications or were frequently used to attempt to influence policy decision-making. Their review is organized by types of policy studies: Literature Reviews, Survey Research, Statewide Evaluations of School Counseling Programs, State Evaluations of School Counseling Practice, Existing Database Investigations of School Counseling, Research Identifying Elements of Exemplary Practice, Studies of Evaluation Capacity and Practices in School Counseling

2017 Nonprofit Communications Trends Report

This is the 7th Trends Report on nonprofit communications and after six years of research, the data on how nonprofits use various communications channels and the challenges nonprofit communicators face is solid. Most of the survey was rewrote to ask questions in the field that were largely unanswered. The survey gathered data from over 1,100 participants

Ready and Able: Addressing Labor Market Needs and Building Productive Careers for People with Disabilities through Collaborative Approaches

The report describes market-driven practices that increase hiring, retention, promotion and accommodation of people with disabilities through partnerships with employers.Approaches profiled in the research include: collaborations between major national employers and public sector agencies; models that focus on an industry or occupational sector; private and "alternative" staffing services that place people with disabilities; partnerships that expand opportunities for college students and graduates with disabilities; and local and regional hubs that connect people with disabilities and employers. The research also profiles two organizations where lead disability and employment partnerships act as catalysts

Comparing Line and HR Executives’ Perceptions of HR Effectiveness: Services, Roles, and Contributions

This study compared HR and line executives’ evaluations of the effectiveness of the HR function in terms of its service delivery, roles, and contributions to the firm. Survey responses from 44 HR and 59 line executives from 14 companies indicated that (a) HR executives consistently rated the functions effectiveness higher than did line executives, and (b) the greatest differences were observed on the more important and/or strategic aspects of HR. Implications are discussed

Assessing the Value of International Workers:a Case of Shell Petroleum Development Company in Nigeria

As a result of globalization, many companies, be it corporate, public or international operates on a global scale. With the rise of companies operating in a global village, many companies are also expanding internationally. Mostly, international organizations operating abroad are faced with employees of foreign cultures with an entirely different perspective. Oftentimes, cross-cultural issues arise in the management of the company's human resources (HR). According to Laroche (1998), the rapid globalization of the world's economy has brought forth several changes. In view of this, it is the intention of this non-empirical article to investigate how to assess the international workers, by adopting the latest management trend