High risk : human capital in the federal government : hearing before the Oversight of Government Management, Restructuring, and the District of Columbia Subcommittee of the Committee on Governmental Affairs, United States Senate, One Hundred Seventh Congress, first session, February 1, 2001.

Shipping list no.: 2001-0303-P.

Human capital : senior executive performance management can be significantly strengthened to achieve results : report to congressional requesters /

"GAO-04-614."

Federal workforce : payroll and human capital changes during downsizing : report to Congressional requesters /

"B-280545"--P. 1.

Human capital : a self-assessment checklist for agency leaders : discussion draft /

"GAO/GGD-99-179."

HUD human capital management : comprehensive strategic workforce planning needed : report to congressional requesters /

"GAO/02-839."

Human capital : further guidance, assistance, and coordination can improve federal telework efforts : report to the Chairman, Committee on Government Reform, House of Representatives /

GAO-03-679.

Human capital : key principles for effective strategic workforce planning : report to congressional requesters /

"GAO-04-39"

Human capital : opportunities to improve federal continuity planning guidance : report to the Chairman, Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia, Committee on Governmental Affairs, U.S. Senate /

"GAO-04-384."

Human Capital : opportunities to improve executive agencies' hiring processes /

Available via Internet from: http://www.gao.gov

Towards a U.S. Army officer corps strategy for success : developing talent /

Developing leaders through experience, formal training, and education is a long-standing hallmark of the U.S. Army. Maintaining its excellence as a developmental organization requires vigilance, however. Authorized strength and inventory mismatches, an inverse relationship between responsibility and formal developmental time, and sparse nonoperational development opportunities are serious challenges the Army must address. Doing so requires a talent development strategy firmly rooted in human capital theory. Such a strategy will recognize the value of continuing higher education, genuinely useful evaluations, and the signals associated with professional credentials.

Towards a U.S. Army officer corps strategy for success : employing talent /

Efficient talent employment is at the core of the Army Officer Human Capital Model. However, the Army's current employment paradigm is unequal to the needs of a professional, volunteer Army facing the twin challenges of a competitive labor market and an increasingly complex global operating environment. It unduly prioritizes "fairness" when making assignments, has a narrowly defined pathway to senior leadership ranks, cannot see the talent it possesses, and suffers from severe principal-agent problems. Optimal employment theories, information age tools, and well-regulated market mechanisms can help the Army match individual officer talents against specific work requirements, reducing risk and achieving the depth and breadth of talent it needs, both now and in the future.

Universities and business : partnering for the knowledge society /

Includes bibliographical references.

Experience for hire : closing the skills gap with Army alumni.

Cover title.

Public Act 093-0611 data.

The Department of Human Services must submit to the Governor and the General Assembly on January 1 of each even-numbered year a written report that details the disparate impact of various provisions of the TANF program on people of different racial or ethnic groups who identify themselves in an application for benefits.

The determinants of training produced in the private sector /

Prepared under contract OAS 74-2621 with Georgia State University.