TOPICS
TOPICS
Mobilizing People
Role of Education-Learning-Training
Federal employees need new core competencies to succeed in the 21st century. This conference points to a few: creativity, leadership, innovation and an ability to anticipate future needs of the American public. The current budget realities have federal managers inadequately developed to deal with today's paradoxical decisions that can't be found in procedure manuals. VP support can help.
RETRAIN OUR THINKING!
Key to much of this actually being effective in more than just labs is to provide continuing support: i.e. training, rethinking, validation, etc. for government employees and partners. Are there courses now available on reengineering?
It is very important to distinguish "leadership" from "management." Generally, employees are not clear on the distinction. My organization has worked with over 120 managers and employees on this distinction. The results of which have mobilized the workforce to see that they can make a difference. They are creative, and they can apply innovation. It has also returned our workforce to "Being of Service" to our customers.
Offer the only DoD certification program for BPR in the Government.
Re: Union and civilian employees and partnerships - Does the union in the civilian personnel system in any way train its people to participate in management decisions? My experience has been that some/many civilians, albeit lower grade - do not contribute much, even when asked to do so. How would they learn this? What does the union do in this regard?
Behaviors for Change
Leadership and followership . . . Practice both!
Don't be afraid to lead!!
Stay Energized! Stay Enthusiastic! Spread the Word - REGO lives
Partnership with the arts to express the wisdom and joy of the human spirit! Connect this wisdom and joy with creative problem-solving in the workplace.
Enlightened trial and error IS valuable!
True empowerment allows for lessons learned, not mistakes made.
Reward Risk Taking!
Its difficult to get people mobilized when you are always waiting for the other shoe to drop. Downsizing I mean.
Exactly the point. . . . Don't wait for the other shoe to drop . . . It is harder to hit a moving target . . .Don't wait for your ship to come in . . . Swim out to it!
Listen To Connect
Rather than looking for ways to derail an idea, more people need to find ways to make them work.
Yesterday, when the V. Pres. Gore spoke, his warmth, wit, wisdom and humanity transformed veryone in the audience into reflections of those qualities . . . as does every good speaker.
So would you rather have "Newt" speak to us??
Remember that everyone will have a different tolerance for change. Be patient.
I'm sorry, but we can't afford to be patient. We all must be able to adopt. Change or be changed. Economic forces demand it. Customers (i.e., the American people) demand it. Ever hear of the balanced budget? Between now and 2002, non-DoD discretionary programs will be severely impacted - no matter who is in power. We just can't wait!
Some of us don't have the luxury of time, APHIS included.
People will work hard to accomplish almost any task if they feel respected, cared about, trusted, and have been provided the necessary training. Care, respect, knowledge and trust remain the vital keys in mobilizing people.
People can be divided into three groups:
Those who make things happen;
Those who watch things happen;
and those who wonder what's happening.
Now is not the time to be in the last two groups!
Developing Trust
Once people see that creativity and genuine participation are no longer crushed, they will mobilize themselves.
Managers and organizations must "walk the walk" not simply "talk the talk" when employees are innovative managers must listen, implement and recognize people. Go the extra mile for the individual to encourage creativity! The bureaucracy naturally squashes creativity.
Eliminate TAPES performance. Have employees rate peers and supervisors. Have supervisors provide real career counseling sessions for employees. Grow employees.
Empowerment and signing in are at odds!
I am utterly shocked to find that many attendees have to "sign in" when they go to work - What is the purpose? How much does this cost the taxpayer?
Why are we still, in spite of Al Gore's "words", signing in?
Topic: "Sign-in, sign-out" sheets A 1996 GAO report recommends that agencies no longer require "sign-in, sign-out" (S-I, S-O) sheets. My management concurs that S-I S-O sheets are antiquated, lower employee morale, a waste of time, an unproductive management tool, and treats federal employees as less than trustworthy. Our initial contact with Human Resources (HR) on this topic met with cultural resistance, saying GOA can only "recommend." Are there any "success stories" where agencies have removed the S-I, S-O requirement. If so, how did they do it? Can you recommend and point(s) of contact for these agencies?
Mr. Rominger/USDA - You were here on Monday - USDA departmental rules, reg.s, policies get in the way - Will you issue a waiver to all USDA reinvention labs for all departmental procurement personnel and property policies?
Communicate for Action
Need better PR.
Americans don't know the reinvention successes which affect them - They should and they'd like it!
Not just Americans in general - Federal employees don't know about many of these initiatives.
You're preaching to the choir here. How do we get the people who aren't here to get the "Message." This is not just a political agenda - It won't go away - How does this message get out?
Never forget the local community people. For some communities such as American Indian communities you must involve the respected community leaders (whether they hold a title or not) for any project to be a success.
NPR Reinvention Conference: This is great, but only reaching a small fraction of the government. We need to have a 1-2 day version of this in the organizations and require all employees to attend.
The Public is tired of constant news on OJ, Whitewater, Campaign Fund Raising Problems - Could NPR arrange to regularly have reinventors make the news and share their reinvention stories with the Public. Stories like we hear at the Reinvention conference! Told by actual people who thought of the idea!
Can we have Al Gore's position on the Reinvention Revolution on C-Span so the Public is aware of that the government is doing?
To mobilize senior and upper mid-level managers to be involved in the Reinvention Revolution, each agency should receive a mandate to include the Reinvention Revolution as a part of any and all management conferences.
Remove Blocks
Reduce the number of political appointees! Prohibit them from supervising career-employees.
Don't let the limits of reinvention dull the senses and tarnish the Spirit.
I think some agencies have cut too deep in FTE's. Federal employees, as the norm, are holding down 1 1/2 FTE's , which are starting to wear on the high work producers. Many hours of donation time start to create home life havoc and burn out.
DOD comptroller recently seized control of Reinvention Labs in DOD. They now approve waivers but have veto authority: A subtle change which erodes the Spirit of NPR. Help!
Too afraid of DOD COMP to sign
There are new personnel flexibilities and alternate work schedules such as telecommuting, however agencies can choose not to implement them because: 1) They are afraid of abuse, or 2) Fear - if they let one - they have to let everyone. This should not be tolerated. Agencies/managers who are competent can deal with these ramifications.
Gore said "No more FTE's." Could this dream be true? If so, HOORAH!! I can't think of any control mechanism as asinine as this. This promise must be fulfilled now.
Why must we have GPO? Let them compete with private industry - maybe they'll become more customer focused.
Make GSA work.
We need cross agency coordination. How can you do that when congressional committees don't talk to each other? Need to coordinate appropriations and incentivize agencies to save $'s for whole government.
Get rid of FTE/staff years as control mechanisms, especially user-funded/non-appropriated activities. FTE ceilings hinder competition and ability to meet customer needs.
Doing away with OPM regulations was supposed to have provided more flexibility in hiring personnel. However within the Department of the Army within the DC area, the advantage to me to bring someone on-board is 125 days. Is there a goal to reduce cycle time? If so, what is a realistic expectation?
Agree 100%. Why discard an outdated requirement only to continue following it. Rules don't change because we burn a rule book.
There are too many senior field managers or directors who don't know what reinvention is. The agency (VA) does not do enough for reinvention efforts. There is no empowerment.
OPM, GSA - Their identified customers should be front line service providers - not departmental policy groups. Stop using the traditional hierarchy to communicate change. Go direct to customers.
Reinvention should begin with how we look at other people. Elaine Kamarck's remarks about "Asian lobbyists bearing checks" is an insult to all Asian-American citizens . . . many engaged in the reinvention effort.
Questions Needing Answers
The labor resource is the only resource that adds value to a product or service. Innovative programs are necessary to utilize this resource to its fullest potential. Ideas?
We've been given many flexabilities, especially in personnel and procurement by the President. Why aren't we using them?
How to get senior most leadership fully integrated into Revolution process especially at points when their vote of confidence and authorization is perceived as crucial by others?
I Need Help! How do I find out what other labs are doing? I want to learn from them.
I would like to find other people who have been successful in dealing with the cynics in the organization.
There has to be a better way for ideas to "bubble up" from the bottom of the organization. (Lots of brave talk and few pathways exist now.)
Reinventing the Welfare System: Commend Neil Jacobs program that encourages employers to hire legal immigrants and/or welfare recipients. The welfare department must partner with local government and industry to provide work opportunities for welfare recipients. Don't take away welfare until other options have been provided. Government may need to pay to move people to the jobs. Also may need to provide incentives to welfare recipients to move - i.e., cash bonus, etc.
Tools For Change
This Wall System has far reaching application for reinventing government.
Veteran's Benefit Administration Human Resources competency development and strategic planning: "A ten step guide to ensure that your HR staff moves from gatekeeper to change agent; idea maker. Call us for more info. (202) 273-5911
PBO's are the real answer . . . feet to fire and backs to wall.
Intermittent breathing spaces during the work day. Honda mechanics are given 20 minute break (for tea) every hour to improve performance.
NPR and other organizations need to learn from CBDCOM. They have a system where people can anonymously send email to a person who routes comments to either the General or the directors. Problems are then resolved within 72 hours of the General receiving it. This encourages managers to listen to employees and take them seriously!
One of the most neccessary and costly things we do is
Transportation. The moving of goods to, from, Vendors,
Depots, any Army, Navy, Air Force, Marine installation. If a
installation has it the government, paid of the transportation
of that product, in one form or another. However when we
try to save money by shipping smarter, we are held back by:
1. Regulations, that are out dated. (To many to list)
2. Headquarters (All) who have never made arrangements
for any type of shipment.
3. Micro Management, the shipper does not make the
decision on, how to ship, what to pay, when to get it there.
There are many, many topics, thoughts, concepts, that can
and "better" be but into effect. These of course are to
lenghtly to be discussed via this forum.
Believe me this is extremely important, we are spending
BIG money
If anyone is really interested in my input on this matter
I can be reached via above or at my home
Mr. Robert W. Maschmeyer
1919 Esther Drive
Carlisle PA 17017
Robert W. Maschmeyer <bob_maschmeyer@ddre.dla.mil>
DDRE, PA USA -
I am the Director of Nutrition Services for a ten county area. I am now
adding to my many programs the Food Stamp Nutrition Education
Program. I also, manage the WIC Program for our district and have
done so for the past 10 years. I am finding it increasingly frustrating
to handle these two programs. Both are funded through USDA; both
deal with nutrition education; both serve low income citizens (many of
whom participate in both programs. However, I cannot share expenses
between the two. (i.e. If WIC need 500 copies of a pamphlet and Food
Stamp Nutrition Ed needs 500, I must purchase them separately even
though I may get a price break if I purchase 1000 with one single PO.
Also, a Food Stamp paid nutritionist is not allowed to count any nutrition
services they provide as a second education contact for WIC . I fully
understand that I must be accountable to both programs and I know I
can do so. but I cannot be effective and efficient if I am not allowed
to integrate the two programs and streamline the delivery of services.
What can I do to change this and improve the quality of services I provide?
Victoria J. Moody <vicmoo@aol.com>
Norteast Health District, GA USAA -
One of the key phrases that we heard at the beginning of the Clinton-Gore Administration was "putting people first." It spoke to the need to connect with humna beings and to treat customers quickly, efficiently, and with respect. Well, Federal employees are also customers--internal customers. I agree that there needed to be an overhaul of some Federal agencies and processes, but the need to be concerned about the internal customers--as opposed to external customers--seems to have gotten lost. The human resources in the Federal government are our best and most expensive asset. As we move through reinvention, downsizing, reorganization, or what euphemism we use to call "change," we need to ensure that Federal employees are treated as well as the general public. The treatement they receive (good, bad, or indiffernet) is often reflected in the work they produce and the services they provide. Since EVERY American is affected in some way by what Federal employees do (the 1995-96 furloughs proved that), then Administration officials, agency heads, and senior-level managers should ensure that they are kept informed and provided career services (counseling, training, etc.) to help them adjust to and keep up with change. People hear the reinvention talk all the time. What matters is what actually HAPPENS.
Dr. Johari M. Rashad <jrashad@wo.blm.gov>
BLM, DC USA -
In our annual Ethics training, we learned that business
cards were personal in nature and should therefore
not be generated at work on work computers and printers.
Our legal officer took it upon herself to question this
and found out that the Department of Army, Standards of
Conduct Office's most recent ruling was that we can make
business cards on office computer and printers as long
as we buy our own card stock. These cards are used strictly
to facilitate government business. We pass them out
so that contacts have our phone number and mostly email
address and can send us more information. This enables us
to do more with less.
It is quite a detriment to moral to have this ruling Everyone
thinks it is stupid and more money is wasted on time spent
discussing this matter than it would take for the government
to purchase and provide card stock.
This is the kind of mindset that must change if the workers
are to really be turned on by reinvention. There is so
much petty government restrictions that disturb the real
business of what we are about. We are not treated like
responsible government citizens -- more like children or worse
yet thieves looking for any opportunity to rip off
the taxpayer. Yes, their are some who may be thieves, but
they will steal no matter what the rules are. The majority
are simply trying to do a good job and hindered by such useless
rulings.
How can we reinvent these type of rulings and inane processes?
Please respond.
Pamela Knight <knightp@ssdch.usassdc.army.mil>
USASSDC, AL US -
This wall has no structure. Reinvent the reinvention wall.
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I just wonder how people are dealing with a lot of the old Dinosaurs that don't want to change. It is to bad as they all have so much to offer the government. Maybe there is a use way to make it a win- win.
Please comment
Ken Miller <RPETROK@AOL>COM>
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Vow to become more in tune with the objectives and strive to become more broadminded than the managers; never fear your freedom to speak out (even if it is held against you). If you have to, leave the organization. Why waste your time, effort and intelligence in a job where you are not appreciated for your knowledge. Pledge to seek employment in organizations were managers appreicate fresh, innovative thoughts, quality of a finished product and
eagerness to provide on-going support for the good of the office. Uncle Sam is blind to the good workers he has, but he is willing to pay for their talents after they leave and go to the private sector. That is if these talented people are willing to work as contractors and return to the federal offices.
The cynics are affraid to make a move- they place blame, rather than take responsibility. Talking about change or how to deal with problems is one thing, having the guts to take a stand and make a difference is what really counts. How many people are willing to take a risk to improve a questionable system? Reader, you be the judge and make a determination of your situation.
VA USA -
I believe the top managers of federal agencies should be better enabled (and more widely expected) to take responsibility not only for their agencies' internal management, but also for publicizing to the public their missions, their objectives, and their own measures of their agencies' performance. Perhaps The Government Performance Project, led by Government Executive magazine, could encourage and facilitate such a trend.
Ben
DC USA -
An experience has been verified by the researchers at Princeton University-School of Applied Science. For details see web page...
Todd De Laurence <todd416@hotmail.com>
Einstein Research, ny usa -
I recently read in the Federal Employees News Digest, Vol. 47, No. 11, about not using an old "inverted" rating process that gives more credit to candidates who are the least qualfied for the positions, according to welfare-hiring guidance issued by OPM.
OPM pints out that it discontinued using the inverted system because it found that it did not measure factors that determine the best-qualified candidates. The level of education and experience considered in hiring decisions could be important to currently employed federal workers
who may find themselves displaced by job cutbacks and competing for positions with candidates from the welfare in the next four year.
To simplify this and to be fair to all civil servants it would be advisable to reinstate tbe OPM register. Reinstating the OPM register will enable civil servants to be ranked for positions they qualify for and allow displaced civil servants a venue to be able to gain employment.
This would apply to all civil servants even newly hired welfare-recipents. As the newly trained welfare-recipient gains technical abilities that person will also move up the ranking on the OPM register to apply for advancements or other jobs. Thank you for this opportunity to comment.
Helene Baker <Helene_Baker@mms.gov>
DOI MMS LCD, CO USA -
Get rid of Federal Prison Industries' (Unicor) monopoly on government furniture. They're not often competitive in price, and their quality is often sub-standard. If I need a chair, Unicor can give me reasonable quality and a reasonable price, but it takes them six months to deliver, with a 15% shipping charge. At the same quality and price, Staples can deliver the chair tomorrow without any charge for shipping.
George Hurley <ghurley@acf.dhhs.gov>
DHHS, -
My comments about various Quotations from Vice President Gore:
"GET THE BEST FROM PEOPLE" - How can this be possible when the "power" is still in the hands of upper management---the good old boys!
How do we get the lower grades to headquarters and high-grade positions to the field?
"RAISE THE SPIRIT OF THE WORK FORCE" - In the spirit of this quote, the "work force" constitutes higher-grade personnel. This needs to pushed down.
"GIVE THEM A VISION OF WHAT THEY CAN BE AND WHAT THEY CAN DO" - I haven't heard nor seen a written vision/mission statement. Our management refuses to buy into this philosophy. It's still management by intimidation.
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Private companies are getting on the band wagon regarding telecommuting, but I find that the Federal government talks a big story, but in the real world, it is just smoke and mirrors. Mr. Gore said he favors this initiative, but DOJ managers appease him by saying they are on his side, but have not really acted on his wishes.
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I think agencies are still struggling with reduction in OPM oversight. My most recnt hiring experince in CG took less than 60 days from start to finish.
jeff <JFlorin@erols.com>
USCG, VA USA -
There's no such thing as downsizeing in Government, federal,
State, County, or City. Sorry folks, about 40% of you do busy
work, and are well companstated for it.
dennis zellaha <dzellaha@rconnect.com>
taxpayer, ia usa -
I work in a "cutting edge" research and development center that has begun to aground.
The Corps of Engineers has proposed a redevelopment that could help us keep pace with the
change of technology, but there are several problems that have been deliberately ignored.
According to the "Glass Ceiling" regulations there is suppose to be a method (complete with standards)
to advance within an organization. For approximately a year, TEC sponsored a mentor program. Unfortunately,
there were not enough of the mentors with the ability to force new ideas involved in the program. Women desperately
need more women in the science and technological fields and they are constantly relegated to the background by the
"good old boys." Even if someone manages to take all the classes they are still not considered qualified (when X114
demands a specific "degree." That individual may have newer, more up to date knowledge and yet they are not qualified.
Take a look at all the cartographers. In a computer age this is a design or editors function and OPM is still paying
out premium pay for this work. Any editor is capable of doing the same work. I would like a dime for all the physical
scientists that exist here and yet do not work in the field as specified in OPM regulation. We literally have individuals
that have not moved into a new arena or field of study since the day they arrived here and yet they are GS-13's. They have
no requirements to cross-train or prove any new skills. Computer technology in this building changes almost quarterly and
there are still people that do not have basic computer skills. A geographer twenty years ago studied the earth's history minus
it people. This is not what geography is today, but those same people are still here with the same skills and the higher grades.
Women in this group pull twice the work of the men and still do not make it to the higher ranks without the connection ruled by
TEC's inner circle. Once we officially go under WES such problems will leave us exposed when the work is really vital.
Carolyn Werle <werle@tec.army.mil>
Topographic Engineering Center, VA USA -
The people who support managers need more time and attention. The managers have had their time. Now let's talk to the support staff. Tell them about the mission and purpose. Explain the meaning of their job. Involve them. Keep them busy and purposeful. This will change government.
Kathy Troutman <resume@ari.net>
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