Marybeth Peters

In my first e-column a little more than a year ago, I described a six-element framework to assess the maturity of agencies’ managing-for-results systems. At a recent practitioners’ conference, I was inspired by first-hand stories from staff of a half-dozen diverse federal agencies that show promising progress in a number of these elements.

Bob Suda

Some reports recently released by the General Accounting Office (GAO) conclude that connecting employee performance with organizational goals is key to fostering results-oriented organizational cultures. The "managing for results" dialog over the past decade has centered largely on the development of plans, measures, tracking systems, reporting systems, and budgeting. These reports begin to expand the dialog to include the important role of human capital systems.