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Strategic Human Resource Management in the Federal Sector: HR's Emerging Role and the Demand for Leadership
By Nancy R. Lockwood, SPHR, GPHR, M.A.
Manager, HR Content Program
July 2006
Introduction
"All of our recent HR studies have emphasized the need for top agency leadership-both political and career-to become totally invested in the design, implementation, evaluation and communication of the human capital management system."
Source: Kinghorn, Jr., C. M. (2005, September 27). Before the Senate Homeland Security and Governmental Affairs Subcommittee on Oversight of Government Management, the Federal Workforce, and the District of Columbia. Washington, D.C.: National Academy of Public Administration.
In the realm of strategic human resource management (HRM), the role of HR in the federal sector is undergoing a transformation. Within this scope falls leadership, one of HR's most critical challenges. Increasingly, stakeholders demand effective leadership in government at all levels. Further, as leadership steadily gains status as a driver of organizational success, research points to the demand for strong leadership in the federal sector. Consequently, leadership in the federal sector is under substantial scrutiny. Based on the movement toward strategic human resource management, this article considers leadership, and leadership development, in the federal sector and HR's corresponding role.
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