PART I: Putting Strategy into Human Resource Management in the Public Sector
1. Human Resource Management’s Strategic Pressures 2. Using a SHRM-Balanced Scorecard as a Strategic Framework
PART II: Adding value in designing jobs and developing competencies to link to customer or client needs
3. Defining Competencies and Critical Requirements for a Job 4. Engaging Employees in More Productive Ways of Working 5. Workforce Forecasting and Planning
PART III: Adding value by improving internal efficiencies in linking staffing and performance management to customer/client needs
6. Recruiting a Diverse Workforce 7. Aligning Selection Strategies 8. Encouraging Employee Development in Reviewing Performance
PART IV: Adding value by Managing Developing and Engaging employees
9. Encouraging Individually-directed Career Development 10. Encouraging Competency-based Training and Development 11. Reducing Stress and Improving Workplace Health and Safety 12. Negotiating a Collective Agreement Using Positional and Interest-based Processes 13. Developing a Positive Labour Relations Climate
PART V: Adding value in the way we compensate and reward people
14. Designing Compensation Systems to Respond to Equity Requirements 15. Constructing Retirement and Benefits Plans 16. Paying for Performance and Recognizing Employees
