1 / 18

Managing in the 21 st Century

Managing in the 21 st Century. Professor Laurel Mitchell Jennifer Murnane, PhD Bellevue University Breakout Session # 218 Monday, July 19, 2010 2:30 pm – 3:45 pm. 1. Introduction.

katy
Télécharger la présentation

Managing in the 21 st Century

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Managing in the 21st Century Professor Laurel Mitchell Jennifer Murnane, PhD Bellevue University Breakout Session # 218 Monday, July 19, 2010 2:30 pm – 3:45 pm 1

  2. Introduction Laurel Mitchell Professor and Director of the Acquisition and Contract Management Program, Bellevue University Jennifer Murnane Associate Vice President - Strategic Initiatives; Senior Research Associate - Bellevue University’s Human Capital Lab 2

  3. Outline Workforce Issues and Challenges Human Capital Investment Skills and Knowledge Development

  4. Workforce Issues Contracting Irregularities Legislation Auditing Time and Dollar Constraints IDIQ type contracts Other Issues?

  5. Biggest Hurdles Not a top priority for senior leadership Lack of understanding Dollar amount and complexity of procurement Number and capability of acquisition professionals Other hurdles in your organization?

  6. Senior Leadership Position Congress, agency official and industry senior management need to be educated on the value of competent acquisition professionals Given the scope and complexity of acquisition in government senior leadership needs to change

  7. Why Do You Care? • 77 million • Baby Boomers Leaving • 44 million • GEN X available to • TAKE OVER • LEADERSHIP ROLES • More money to manage, causing • resource deployment opportunities

  8. Human Capital Investment Investing in initiatives supporting human capital and its development are critical for ALL organizations. Human Capital: Attributes, life experience, knowledge, skills, inventiveness, energy, and enthusiasm that people invest in their work.

  9. Opportunities to Bridge the Acquisition Skill and Knowledge Gap

  10. Bridging the Skills Gap Improved training Creative use of resources Innovation

  11. Bridging the Knowledge Gap • 2 Types of Knowledge: • Tacit knowledge • Important focus for organizations • Creating opportunities for greater development • Explicit knowledge • Formal aspect • Support tacit knowledge

  12. Making Tacit Knowledge Explicit • Use knowledge documents to support tacit knowledge transfer • (not just codification) • Lessons learned/forum discussions • Communities of practice • Wikis • Mentoring programs

  13. Power of Tacit Knowledge Transfer • What key knowledge is most • critical to sustain your • organization? • - Not just skills, but leadership • competencies • How can it increase employee & • organizational performance?

  14. Demands on Acquisition Workforce The demands on the federal acquisition workforce have grown Complexity of the federal acquisition system has also increased Use of “inherently governmental” services FAR 7.503(c)(12) Constraint vs. Opportunity

  15. Benefits of Human Capital Investment Develop an engaged workforce Build leadership pipeline Creatively utilize resources to impact growth of your organizations

  16. Think Outside the Box Think Outside the Box! Workforce Issues & Challenges Skills and Knowledge Development Tacit Knowledge Cultivation & Transfer Human Capital Investment

  17. Questions? • Laurel.Mitchell@bellevue.edu • Jenny.Murnane@bellevue.edu bellevueuniversity.us humancapitallab.org

More Related