Author Archive

Howard Risher

Howard Risher

Workforce Management Consultant

Howard Risher is a consultant focusing on pay and performance. In 1990, he managed the project that led to the passage of the Federal Employees Pay Comparability Act and the transition to locality pay. Howard has worked with a variety of federal and state agencies, the United Nations and OECD. He earned his bachelor’s degree from Penn State and an MBA and Ph.D. in business from the Wharton School, University of Pennsylvania. He is the co-author of the new book It's Time for High-Performance Government: Winning Strategies to Engage and Energize the Public Sector Workforce (2016), with Bill Wilder.
Howard Risher is a consultant focusing on pay and performance. In 1990, he managed the project that led to the passage of the Federal Employees Pay Comparability Act and the transition to locality pay. Howard has worked with a variety of federal and state agencies, the United Nations and OECD. He earned his bachelor’s degree from Penn State and an MBA and Ph.D. in business from the Wharton School, University of Pennsylvania. He is the co-author of the new book It's Time for High-Performance Government: Winning Strategies to Engage and Energize the Public Sector Workforce (2016), with Bill Wilder.
Management

Government’s Pay System is Badly Fragmented

Next year, the GS system—its management philosophy and administrative framework—will be 100 years old.

Management

The Performance Management Alarms Keep Getting Louder

Government is overlooking a straightforward and inexpensive way to tackle its talent management problems—investing in middle managers.

Management

Metrics, Trust and Job Performance

High trust organizations are more productive and among the best places to work.

Management

Agencies Need More Flexibility to Fill Vacancies

The crisis at the Bureau of Prisons, highlighted by the suicide of Jeffery Epstein, is only the latest example confirming the civil service system needs to be reformed.

Management

Why Government Needs to Invest in Workforce Metrics

Agencies can’t fix problems they haven’t first clearly identified. Better data is essential.

Management

Rebuilding Government’s Human Capital Should be a Priority

Too often, the argument for reform is vague or the benefits unclear; on balance employees expect to lose.

Featured eBooks
Management

Federal Staffing Problems Are Inextricably Linked to Pay Problems

When workforce issues impede an agency’s service to the public, it’s more than a line in the budget.

Management

What is Fair Pay for Federal Employees?

Officials plan to do something they've never done before—develop a market analysis comparing the total compensation for federal jobs with their non-federal counterparts.

Management

Government Needs to Invest in Human Resources

In high performing organizations, HR specialists work as advisers and consultants to line managers to address workforce problems. That doesn’t happen in federal agencies.

Management

One State's Proven Strategy for Civil Service Reform

Under the leadership of former Gov. Haslam, Tennessee succeeded in shifting to outcomes-based management.

Management

GAO is Wrong: Job Classification Cannot Be Fixed

It is the most antiquated and bureaucratic of all federal HR practices.

Management

The High Cost of Undervaluing Older Talent

Older workers are far more influential than their younger colleagues.

Featured eBooks
Management

Pay for Performance is the Only Choice

At this point, the General Schedule is an impediment to good government.

Management

How the GS System Fails Federal Workers and Everyone Else

If government could start with a clean page to plan a new pay system, it would never consider the General Schedule program model.

Management

Federal Executive Pay is Inadequate

When school superintendents are paid significantly more than government’s leaders, something is wrong.

Management

Winning and Losing the HR Game

Using the same metrics across federal agencies would highlight the best and worst performers.

Management

Employees Should Be Managed as Valued Assets

It’s time to stop treating human capital spending as an administrative expense. It’s an investment in future performance.