2 Part Onecritical knowledge skills, abilities, and other characteristics (KSAOCs) to
perform their jobs, but they also need to be fl exible and willing to deal
with rapid and unstructured change. Knowledge - specifi c skills and general
competencies are important. To make this possible, HRM needs to be
more closely integrated with the organization ’ s objectives and mission.
Chapter Two addresses the strategic side of HRM and the importance
of strategic human resources and human resources planning. It explains
why SHRM and human resources planning are critical if agencies are
going to accomplish their missions. SHRM believes that realistic planning
is not possible unless strategic planning takes into consideration informa-
tion on current and potential human resources. Human resources plan-
ning requires the assessment of past trends, an evaluation of the existing
situation, and the projection of future events. The external and internal
environments must be scanned, and changes that might affect an organi-
zation ’ s human resources must be anticipated and planned for if organiza-
tions wish to remain viable.
Chapter Three focuses on the legal environment and federal laws
governing equal employment opportunity. Equal employment opportu-
nity requires that employers not discriminate in the administration and
execution of all HRM practices, such as recruitment, selection, promo-
tion, training, compensation, career development, discipline, and labor -
management relations. To understand the legal environment of equal
employment opportunity, public and nonprofi t administrators must be
familiar with the laws and regulations that govern its implementation.
Chapter Four is devoted to exploring the issues of managing a diverse
workforce. As already noted, the composition of public and nonprofi t work-
forces has changed. Women, racial and ethnic minorities, and older, dis-
abled, homosexual, and transgendered workers are more visible in today ’ s
workplace than in the past and may not always be accepted by other employ-
ees and managers. Other types of diversity issues exist in agencies as well.
Diversity must be understood if organizations want to deal effectively with
employees regardless of their personal characteristics. When diversity is well
managed, all employees are supported, valued, and included. A supportive
work environment enables employees to achieve their fullest potential.
Chapter Five discusses the use of volunteers in the public and non-
profi t sectors. These volunteers provide a range of services. Some serve
as board members for nonprofi t organizations or on local government
commissions or boards. Others provide assistance in cultural, recreational,
social service, health care, and educational agencies. Still others supple-
ment paid staff in professional roles.p01.indd 2p01.indd 2 11/12/08 8:27:40 PM11/12/08 8:27:40 PM