LEADER 04075nam 22005893 450 001 9910698470103321 005 20210901203017.0 010 $a9780160942365 010 $a0160942365 035 $a(CKB)4100000004818176 035 $a(MiAaPQ)EBC5380007 035 $a(Au-PeEL)EBL5380007 035 $a(CaPaEBR)ebr11554900 035 $a(OCoLC)1035519603 035 $a(OCoLC)668422565 035 $a(BIP)63857781 035 $a(EXLCZ)994100000004818176 100 $a20210901d2018 uy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aAs Supervisors Retire 205 $a1st ed. 210 1$aWashington, D. C. :$cUnited States Government Printing Office,$d2018. 210 4$dİ2018. 215 $a1 online resource (39 pages) 300 $aTitle from PDF title screen (MSPB, viewed Sept. 7, 2010). 300 $a"A report to the President and the Congress of the United States by the U.S. Merit Systems Protection Board." 300 $a"October 2009"--Introductory letter. 300 $a"In accordance with the requirements of 5 U.S.C. 1204(a)(3)"--Introductory letter. 320 $aIncludes bibliographical references. 327 $aAs Supervisors Retire: An Opportunity to Reshape Organizations -- Agency Transmittal Letter from the Chairman -- Credits -- Table of Contents -- Executive Summary -- Background -- Highlights of Findings -- Recommendations -- Introduction -- The Changing Demographics of Federal Supervisors -- Defining Supervisors and Managers -- The Retirement Eligible Supervisor Workforce -- The Increase in Supervisors Over the Past Decade -- The Diversity of Supervisors -- The Changing Nature of Federal Supervisors -- Shift Toward a Knowledge-Based Workforce -- Demands to Strategically Manage Human Resources -- Advent of Human Resources Flexibilities and Increased Communication Needs -- Teleworking Initiatives -- Outsourcing and Managing a Multi-Sector Workforce -- Conclusions -- Recommendations. 330 $aIn this report MSPB expounds on large losses expected among the supervisory and managerial workforces due to retirement and their replacements, namely the challenges and opportunities soon to ensue.  The report illustrates how the coming retirement wave will afford agency leaders with the opportunity to recruit, select, and develop a new cadre of supervisors having the knowledge, skills, and abilities to function effectively in an increasingly dynamic environment.  The report offers agencies recommendations to capitalize on the retirement wave by structuring work units with regard to the job functions, competencies, and the workplace complexities. The report encourages agencies to use the retirement wave as an impetus for establishing procedures to recruit, select, and develop a diverse supervisory workforce with the talent to promote engagement and drive performance. Check out these topical- related products: Fair and Equitable Treatment: Progress Made and Challenges Remaining Paid To Perform: Aligning Total Military Compensation With Talent Management Managing Public Employees in the Public Interest: Employee Perspectives on Merit Principles in Federal Workplaces Federal Employee Engagement: The Motivating Potential of Job Characteristics and Rewards   517 $aAs Supervisors Retire 606 $aCivil service$zUnited States$xPersonnel management 606 $aSupervisors$xTraining of$zUnited States 606 $aAdministrative agencies$zUnited States$xManagement 606 $aOrganizational change$zUnited States 615 0$aCivil service$xPersonnel management. 615 0$aSupervisors$xTraining of 615 0$aAdministrative agencies$xManagement. 615 0$aOrganizational change 700 $a(U.S.)$b Merit Systems Protection Board$01351286 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910698470103321 996 $aAs Supervisors Retire$93093484 997 $aUNINA