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The U.S. government employs around 2 million civilian personnel. The authority to hire and manage civilians is covered by a patchwork of human capital programs and rules that, over time, has failed to keep pace with the dynamics of a twenty-first century workforce. Federal human resources (HR) managers have complained that federal hiring procedures were rigid and complex. In an attempt to address such problems, the government has created an intricate system of demonstration projects, alternative personnel systems (APSs), and direct-hire authorities that have targeted select agencies and job types. While adding flexibility, these reforms have often resulted in multiple HR systems and greater complexity in managing federal personnel. One goal of the 2018 President's Management Agenda is to enable simple and strategic hiring practices, and the Department of Defense was tasked with examining best practices of federal demonstration projects and APSs. Toward this end, the authors identified best practices for recruiting, hiring, and compensation in 41 federal demonstration projects and APSs that began between January 2008 and May 2019. Informed by a literature review and discussions with civilian human resource professionals, the authors categorized best practices into three effectiveness groups: best, promising, and innovative. This review of program practices also revealed shortfalls in the evaluation process and implementation of these programs. The findings can inform the government's direction as it addresses the need for a talented and high-performing workforce supported by contemporary and effective human resource systems and practices.

Civil service --- Civil service reform --- Personnel management --- 2000-2099 --- United States --- United States. --- Officials and employees --- Recruiting. --- Salaries, etc.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

The U.S. Department of the Air Force has approximately 200,000 civilian employees working in 600 different occupations and professions. This includes approximately 170,000 appropriated fund civilians and more than 16,000 civilian employees who work in specialized research facilities and laboratories in 22 different locations across the United States.A critical tool in recruiting and retaining top-tier civilian talent is the compensation and benefits package offered. However, a recent study by the Congressional Budget Office found that the competitiveness of federal wages in general varies widely depending on educational attainment. The Air Force Directorate of Civilian Force Management asked Project AIR FORCE to conduct a study to help address concerns regarding the Air Force's ability to compete with private-sector compensation and benefits, particularly for hard-to-fill and mission critical occupations (MCOs). This report documents the constraints the Air Force must operate under in comparison with compensation and benefit structures found in other federal agencies and the private sector. It provides recommendations to improve the competitiveness of Air Force compensation and benefits packages to better recruit and retain top-tier civilian talent. Given the large number of civilian occupations within the Air Force, the authors focus specifically on five occupational fields identified as priorities because they are either designated as mission critical or are particularly hard to fill: Aircraft Operations, Air Traffic Control, Human Resources Management, Information Technology Management (Cyber), and Aircraft Mechanic.

United States. --- United States. --- United States. --- Officials and employees --- Salaries, etc. --- Evaluation. --- Officials and employees --- Personnel management. --- United States --- United States. --- Armed Forces --- Civilian employees.