what’s a GOVERNMENT manager to do?
what’s a GOVERNMENT manager to do?
New AMACOM book provides managers with a proven, effective process for coping with government bureaucracy so they can fire poor performers, hire great new ones, and keep their department running smoothly.
Government managers face a number of challenges in their work, but they can overcome even the worst red tape and roadblocks with an excellent team of employees. Unfortunately, that overly complicated, serpentine bureaucracy they work in makes hiring a difficult and slow-moving process; it’s also next to impossible for those who do hold government jobs to get fired. What hope do managers have of overseeing a well-run department when these cumbersome systems make it hard to hire great new people and greater job protection for current employees ties their hands from taking action against poor performers? How can government managers get the team they need?
A government employee for more than 32 years and a government manager and leader for 28 years, Stewart Liff, author of THE COMPLETE GUIDE TO HIRING AND FIRING GOVERNMENT EMPLOYEES (AMACOM; December 31, 2009; $24.95 Hardcover), knows first-hand what it is like to hire and discipline employees within the constraints that exist. “The government’s laws, rules, regulations and procedures for hiring, regardless of whether they are at the federal, state or local levels, are for the most part complex, convoluted, time-consuming and in many cases, highly frustrating—to both government managers and the people who are trying to get jobs with the government. In addition, the requirements of factoring in veteran’s preference, the legitimate concerns about equal employment opportunities (EEO) for all, competition from the private sector, which can hire more quickly and doesn’t have the same procedures as the government, centralized pressure to hire quickly when recruitment authority is granted, unanticipated budget crunches, rigid pay systems, hiring freezes, etc., all make the hiring process challenging for government managers.” Yet Liff believes many steps exist that government managers can take to hire excellent employees and, when necessary, lose the bad ones.
Filled with tried-and-true strategies that will enable readers to cut through the red tape and take advantage of the best talent available, as well as efficiently document and deal with those who don’t make the cut, THE COMPLETE GUIDE TO HIRING AND FIRING GOVERNMENT EMPLOYEES reveals how government managers can:
○ Recruit while anticipating the department’s needs, such as deciding who to target and how to advertise for open positions
○ Screen and interview candidates, like using a staffing specialist to rate applicants or taking Veteran’s preference into account
○ Counsel poor-performing employees from using progressive discipline to writing a charge and documenting a case
○ Fire employees for misconduct or poor performance with clear statements and detailed records
○ Maintain a department of exceptional performers by making your organization desirable and your employees feel valued
Hiring and firing are two of the most important tasks any manager will ever face. And federal, state, and local government managers need to skillfully do both—despite the added complications—if they want to succeed. Based on a deep understanding of the government’s HRM systems, this essential resource provides a complete roadmap for recruiting and retaining highly qualified applicants in a logical, integrated, and systematic fashion.
About the Author
Stewart Liff began his career with the federal government in 1974. He is a winner of the President’s Council on Management Improvement Award and the Presidential Rank Award for Meritorious Service. His books include Managing Government Employees and Managing Your Government Career. He lives in Saugus, CA. Learn more at www.StewartLiff.com.
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