400 Human Resources Management for Public and Nonprofi t Organizations
These new performance standards require improved skills and
competencies for employees throughout the organization, regardless
of position. Skills deemed to be necessary include the academic basics,
such as profi ciency in reading, writing, and computation; self - management
skills, such as self - esteem, motivation, goal - setting ability, and willingness
to participate in career development activities; social skills, such as inter-
personal, negotiation, and teamwork skills; communication skills, such as
the ability to listen and communicate clearly; and infl uencing skills, or
leadership abilities (Carnevale & Carnevale, 1993).
Today ’ s jobs require an educated workforce with advanced knowledge.
Training needs to be continuous; alternative training methods such as
interactive videos and individual training modules can be used. Employees
need to be trained not just for the positions they already hold but also for
future jobs and KSAOCs. Training must be available for all employees
regardless of their level in the organization.
As skill requirements increase, job tasks often become less specifi c. In such
situations, job requirements become more fl exible and overlapping, making
the development of standardized examinations more difficult. Due to
changes in the workplace and the rapid changes in technology that neces-
sitate a high degree of change and evolution, it will become necessary to
develop selection examinations that capture a variety of KSAOCs. More
accurate selection techniques need to be used, using many of the advanced
techniques identifi ed in Chapter Seven, to evaluate not only technical skills
but also interpersonal or leadership skills. Selection techniques will have to
assess many of the skills associated with organizational citizen behaviors,
adaptability, and fl exibility. Employees will need to possess initiative, judgment,
decision - making skills, leadership abilities, interpersonal skills, and other
competencies often neglected during the selection process.Conclusion
The underlying belief of strategic human resources management is the
conviction that public and nonprofi t employees are important assets to an
organization and critical for the organization ’ s success. Human resources
representatives should be part of the strategic planning process, along with
representatives from other departments. After strategies are formulated,
human resources specialists, department directors, line managers, employees,
and, in unionized organizations, union representatives should collaborate
with one another to develop programs, policies, job tasks, and responsibilities
that are compatible with the organization ’ s overall strategies.