Imagining Non-Human Resources (NHR) in an AI-Enabled Work Environment
What if AI can be a beneficiary as well as a benefit? This article imagines what it might look like to manage AI agents as (Non-)Human Resources.
What if AI can be a beneficiary as well as a benefit? This article imagines what it might look like to manage AI agents as (Non-)Human Resources.
Four decades of building programs that never had a blueprint — and the harder lesson about trust that made building any of it possible.
Trust is essential to effective government, but it’s not managed the way finance, cybersecurity, or operations are. Maybe it should be.
It’s true there are many things public-sector employees don’t get to choose. But it’s important not to let constraints become despair.
The “star performer” model sometimes comes at the cost of excusing difficult personalities. “No Brilliant Jerks” may be the solution.
When an agency loses experienced employees, it also loses institutional memory. Building a knowledge-sharing culture can help stem the loss.
Government agencies don’t escape legacy IT with massive transformations. The path out of the “messy middle” is deliberate, incremental and continuous.
For government employees, the pace of change has ramped up over the past several years. While this has become a new sort of normal, it remains stressful.
Artificial intelligence is changing how government work is performed faster than traditional workforce systems can adapt. Federal leaders must shift to developing dynamic competency architectures that prepare employees.
Without information readiness, modernization becomes a collection of disconnected technology projects. Learn what that kind of readiness involves and where it applies.