Personnel Records are records pertaining to employees of an organization. Personnel records are maintained for formulating and reviewing personnel policies and procedures. Complete details about all employees are maintained in personnel records
In today’s issue of The Washington Post, Federal Diary writer Joe Davidson calls out some content from the forthcoming issue of The Public Manager in his reporting about the Obama administration’s personnel efforts. The article “Obama personnel policies draw generally high marks” contains the following quote: “It’s about that time when performance evaluations of Barack Obama’s first year as boss-in-chief begin coming in. It helps when the evaluators are a nonpartisan group of experts who know something about the area on which they judge the president. Fortunately, that’s the case with several articles on Obama’s management agenda — written by a team of analysts, including industry and former government executives — that appear in the winter 2010 issue of the Public Manager, which will be available Friday at http://www.thepublicmanager.org. This quarterly journal is published by the (sic) Bureaucrat Inc., which describes itself as “a not-for-profit organization chartered and devoted to furthering knowledge and best practice at all levels of government. The authors don’t have a dog — or a donkey or an elephant — in the fight over Obama’s reputation. They’re Democrats and Republicans who push a good-government agenda.” The winter issue of The Public Manager will be released tomorrow, January 15. An Interview on Federal News Radio’s show “In Depth with Francis Rose” will also be tomorrow. For more information on The Public Manager, go to the website www.thepublicmanager.org.
The U.S. Office of Personnel Management (OPM) joined President Barack Obama today in underscoring the administration’s commitment to ensuring that every American worker has access to opportunity, including the 54 million people across the nation living with disabilities. To “level the playing field” for those with disabilities, OPM announced it will launch on-line training opportunities for Federal hiring officials. “I believe strongly that the Federal government should be the model of diversity for all of America,” said OPM Director John Berry. “And that America includes an amazing untapped talent pool of people with disabilities who are eager and ready to join the Federal government. We must do more than just enact inclusive policies, we must actively recruit, develop, retain and promote a workforce that is drawn from and represents the diverse faces of this nation.” The training OPM will be offering, and which will be available to Federal agencies in November, is designed to educate managers, supervisors and human resources managers on ways to use the Schedule A Hiring Authority to recruit and hire talented individuals with disabilities. In addition to the training, OPM, in coordination with the Department of Labor (DOL), will hold a hiring fair in the spring for those with disabilities. The fair will bring together a number of Federal agencies that have immediate hiring needs and that will hire “on-the-spot.” For complete article, click here. Happy Learning!
Inspired by a batch of recent frustrating consulting gigs, a battery of medical check-ups and the current buzz about pandemic preparedness, here are my predictions for six emerging corporate pandemics that trainers will have to deal with in 2006: 1) Ulteriorsclerosis – the clogging of an important initiative by personnel or policies, for spurious reasons that mask more pernicious ulterior motives. Widespread ulteriorsclerosis will lead to the demise of several organizations in 2006. The disease, once it takes hold and starts to spread, can only be cured by surgical OD interventions. It manifests itself in the right projects not being approved, or not moving forward, for apparently good reasons which, with persistent investigation, turn out to be fatuous. Ulteriorsclerosis is typically artificially induced by the idle, the desperate, or the power hungry, and can be career threatening to diagnose. 2) Nearly Ubiquitous Wireless Mobile Informal Learning Syndrome (NUWMILS) – the propensity to instantly learn only what one needs to learn in order to perform, when and where the performance is required. Also referred to as Schizogooglia, it will evolve in cultures where networked knowledge links of known quality and reliability become so intuitively accessible that it will be like having multiple brains in your head. Sporadic outbreaks have been occurring with increasing frequency, and now seem set to attain pandemic status in 2006. Once it loses its stigma and is accepted as a blessing rather than a curse, NUWMILS will be renamed “ambient learning” and at least three gurus will claim to have invented the term. 3) Mailanoma – the unrestrained metastasizing of productivity-sapping email, texting, and instant messaging, leading to complete breakdown of one’s ability to communicate. While much of this has been from externally inflicted spam, as 2006 progresses there will be increasing volumes of malignant messaging that are internally generated through quite unnecessary cc-ing, bcc-ing, and e-messaging of people sitting whispering distance apart. As communication is the life blood of organizations, malfunctioning of the system can cause a serious breakdown in performance – and in the ability of training to have an impact. 4) Infobesity – the deleterious effect of excessive data consumption on the fitness and agility of individual and corporate minds. With the volume of new data being produced doubling every three days (vs. every three decades a few generations ago), Infobesity will become dramatically debilitating, though it will stimulate the growth of technology filtering tools. Those who master infofiltering will jog confidently through the fog, while those who don’t will keep staggering into lampposts. Employees and teams with calcified knowledge filtering modes will become alienated and resentful, unable to compete, and decreasingly productive. Fortunately for them, they make up most of upper and middle management, and still dominate the shareholders of most large companies. So they will hold onto legacy processes and implement new glass ceilings to keep info-savvy juniors from gaining power (often by inducing ulteriorsclerosis in the relevant area). Unfortunately for their companies, the info-savvy are subversive, mutate rapidly, are well networked, and will job hop into smaller, more fluid entities that will collaboratively run competitive rings around the big corporations. 5) Organizational Incontinence – the involuntary leaking of things you’d rather not have others see. As the networked world brings on premature aging in organizations, they will start to leak at increasingly alarming rates. They will leak knowledge (IP Incontinence) as their walls become porous and their employees network outside of the company to gain the insights they need to get things done. They will leak processes, as much that used to be done in-house becomes outsourced. They will leak secrets, as staff start to blog and podcast without the censoring filter of Corporate Communications. And they will suffer from increasing motivational incontinence as employees finally lose all sense of belonging to a cohesive caring organizational family. This in turn will lead to the leaking of valuable employees. Organizational Incontinence, in all its forms, may require a significant rethink of the role of learning services, and its repositioning as an aid to the enhancement of an individual’s market value. 6) Learning Impact Myopia – the failure to expect or demand that learning initiatives have lasting effects. Like most other things in corporate life, training activities will be evaluated more and more on what effect they have on each quarter’s financial results, rendering longer term impacts irrelevant, and in turn making the development of long-term programs pointless. When trainers struggle to develop interventions that have lasting impact, they will be told that such esoteric stuff simply does not matter, and will be pressured into providing instant gratification to the bean counters. Learning Impact Myopia and Schizogooglia both seek faster short-term solutions to the expertise problems, but for different reasons. Trainers may have to selectively succumb, while still fighting for some strategic surgical impact. [Paradoxically, Surgical Learning Impact Myopia (SLIM) — the deliberate implanting or nurturing of e-learning 2.0 where appropriate — may give SLIM organizations added vigor and longevity]. Be prepared! The future will be a dangerous place if you relinquish control of your integrity to the organizational pandemics. Compliments of the season to all, and may your 2006 be filled with health, wealth, and happiness! Godfrey Parkin
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