Preface
The quality of workers in the U.S. federal government is critical to the government’s efficiency and effectiveness. Members of the public naturally want their tax money spent well. And, since human resources are the biggest cost of doing government work, it makes sense to ask, “What does it take to recruit, develop, deploy, and retain the very best, most talented and productive people in government?” That is the key question this book explores, and answering it is the purpose of this book.
Sometimes, it seems that government workers are the favorite whipping boys of the mass media and many political leaders. Taking as an example any of the agency scandals that have broken during the past several years, if something goes wrong in government service, it is government workers who get the blame. And if money must be saved through sequesters, who suffers the furloughs and cutbacks first? Government workers. Yet, should things go right and a government program get astounding results, who gets the credit? Political leaders.
But the reality is that first-rate public service hinges on government workers, not on political leaders. Government workers are the unsung heroes who make sure that the government checks get out on time, that enemies are defeated on the battlefield, that passports are issued, and that necessary paperwork is processed. Often this work is not glamorous or as high-profile as the politics that take place on the national stage. But without the daily efforts of government workers, government would not be efficient or effective. And that would be costly to every member of the U.S. public.
This book is primarily, though not exclusively, written for anyone who cares about getting, developing, and keeping quality people in government service. While that should be everyone who pays taxes and therefore has a stake in good government service, it is most likely that the typical reader of this book is a manager or an HR professional who is already in government service.
—William J. Rothwell