Skills of the future for a high‐performing workforce: Implications of recent evidence for the public sector

2021 ◽  
Author(s):  
Marc Delisle ◽  
Denis Lajoie
Keyword(s):  
Public Sector ◽  
High Performing ◽  
The Public ◽  
The Future

Rethinking the Future оf the Accounting Profession

2020 ◽  
Vol 12 (1) ◽  
Author(s):  
Mariya Pavlova ◽  
◽  
◽  
Keyword(s):  
Public Sector ◽  
Business Partner ◽  
Accounting Profession ◽  
The Public ◽  
The Future

The question regarding the future of the accounting profession is being raised more and more often. The most powerful professional accounting organizations are directing all their resources to study the problems of the future of accounting. The issues regard accounting as a whole, the profession, what types of personnel will be needed for business and the public sector, and possible effects of digitalization. It is argued that the role of the professional accountant is undergoing a dramatic transformation, that in the future she will assume the role of a strategic business partner in the organization and must therefore acquire new competencies. This paper outlines what these competences should be and how to gain them.

Collective conflict in the public sector in France

2002 ◽  
Vol 8 (4) ◽  
pp. 688-700
Author(s):  
Marie-Armelle Souriac
Keyword(s):  
Public Sector ◽  
Collective Action ◽  
Collective Bargaining ◽  
Legal Regulation ◽  
Public Enterprises ◽  
Roles And Responsibilities ◽  
The Public ◽  
The Future ◽  
The Government ◽  
The Right

The right to strike has been recognised in France, even as a right guaranteed by the Constitution, since 1946. Strikes in the public sector are subject to specific legal regulation, including requirements for minimum notice periods and, in some circumstances, minimum service requirements. This contribution examines these special legal features of public-sector strikes. It is necessary to clarify the respective roles and responsibilities of the management of public enterprises (or administrative authorities) and the government. The article also considers alternative (and new) forms of collective action and agreements. In the future there may well be even greater scope for the regulation of strikes to be covered by collective bargaining.

Teaching Implementation Analysis

1989 ◽  
Vol 2 (2) ◽  
pp. 12-14
Author(s):  
Patricia McGee Crotty
Keyword(s):  
Public Sector ◽  
Teaching Profession ◽  
The State ◽  
Organizational Success ◽  
The Public ◽  
Administrative Agencies ◽  
The Future ◽  
Implementation Analysis ◽  
Environmental Agency

Before entering the teaching profession, I served as the administrator of an environmental agency, a lobbyist, and a policy advisor in the state of Pennsylvania. These experiences made me aware of the need for practical suggestions on how to improve bureaucratic effectiveness and measure organizational success. My research interests focus on developing quantitative measures of implementation efforts and applying these measures to administrative agencies. I believe this approach to studying administration will become increasingly important in the future because it concentrates on measuring productivity and can be adapted to the private as well as the public sector.

Differentiating between average and high-performing public healthcare managers: implications for public sector talent management

2020 ◽  
Vol 44 (3) ◽  
pp. 434
Author(s):  
Sandra G. Leggat ◽  
Zhanming Liang ◽  
Peter F. Howard
Keyword(s):  
Public Sector ◽  
Health Service ◽  
Health Services ◽  
Talent Management ◽  
Healthcare Sector ◽  
Public Healthcare ◽  
High Performing ◽  
The Public ◽  
Public Healthcare Sector ◽  
Service Managers

ObjectiveEnsuring sufficient qualified and experienced managers is difficult for public sector healthcare organisations in Australia, with a limited labour market and competition with the private sector for talented staff. Although both competency-based management and talent management have received empirical support in association with individual and organisational performance, there have been few studies exploring these concepts in the public healthcare sector. This study addresses this gap by exploring the perceived differences in demonstration of core competencies between average and higher-performing managers in public sector healthcare organisations. MethodsMixed methods were used to define and measure a set of competencies for health service managers. In addition, supervisors of managers were asked to identify the differences in competence between the average and high-performing managers reporting to them. ResultsSupervisors could clearly distinguish between average and higher-performing managers and identified related competencies. ConclusionsThe consistent pattern of competence among community health and hospital public sector managers demonstrated by this study could be used to develop a strategic approach to talent management for the public healthcare sector in Australia. What is known about this topic?Although there are validated competency frameworks for health service managers, they are rarely used in practice in Australia. What does this paper add?This paper illustrates the perceived differences in competencies between top and average health services managers using a validated framework. What are the implications for practitioners?The public health sector could work together to provide a more effective and efficient approach to talent management for public hospitals and community health services.

Extending freedom of information and privacy legislation to municipalities in ontario

CISM journal ◽  
1991 ◽  
Vol 45 (3) ◽  
pp. 383-391
Author(s):  
Margaret Ann Wilkinson
Keyword(s):  
Public Sector ◽  
Freedom Of Information ◽  
The Public ◽  
Provincial Level ◽  
Privacy Act ◽  
Public Sector Organizations ◽  
The Future ◽  
Privacy Legislation

In 1991, a new statute, the Municipal Freedom of Information and Protection of Privacy Act, 1989, came into effect in Ontario. It is modeled on the earlier Freedom of Information and Protection of Privacy Act, 1987 which continues to apply to public sector organizations at the provincial level. Rather than provide an overview of this area of legislation, this article concentrates on certain aspects of the legislation which may prove to be troublesome to members of the public using these statutes in the future. These potential difficulties in some cases lie in differences between this new statute which governs the conduct of municipal bodies and the original statute which applies to provincial organizations. Other problematic areas are common to both statutes.

Identifying and developing desirable soft skills for public service

2020 ◽  
pp. 014473942093155
Author(s):  
Chad Kinsella ◽  
Brandon Waite
Keyword(s):  
Public Sector ◽  
Public Service ◽  
Municipal Government ◽  
Soft Skills ◽  
Academic Program ◽  
High Performing ◽  
The Public ◽  
Graduate Employment ◽  
Public Sector Employment ◽  
Do So

One of the key goals of any academic program is to ensure that skills taught in the classroom apply to post-graduate employment. Failure to do so can impact an academic department’s recruitment and retention efforts, strain relations with alumni and damage the institution’s reputation. Using interviews conducted during a faculty externship at a high-performing municipal government, this paper identifies soft skills employers expect students to have when entering the public-sector workforce, and offers suggestions for how to best prepare students for public-sector employment in light of these findings.

A Symposium on the Future of Dentistry Report: Implications for the Public Sector: Introduction

1985 ◽  
Vol 45 (3) ◽  
pp. 122-122
Author(s):  
Dennis H. Leverett ◽  
Thomas J. Ginley ◽  
Martha H. Fales ◽  
Max H. Schoen
Keyword(s):  
Public Sector ◽  
The Public ◽  
The Future
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