They say that knowledge is power. And we say that power is performance. We hope you can use the resources below to help improve your organization.

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“Change Management isn't a Spectator Sport”
by Patrick Ibarra

"In today’s ever-changing world the forces for change among public sector organizations—declining revenues, contentious political pressures, and increasing demands for services—have been fairly constant. When change becomes necessary is when those forces gather momentum by meeting up with newer issues such as shifting workforce demographics and expanding technologies. In public sector organizations large and small, change is ubiquitous and often overwhelming, especially to those who perceive themselves to be on the receiving end. For organizational leaders, the struggles in managing change and achieving good outcomes lie in both corralling the forces for change and shepherding their organization and its members though the process.."

“Mavericks at Work” Book Review
by Patrick Ibarra

" Governments are in business...in the business of public service. Whether in lean times or flush times, and applying Maverick-like solutions are a must. Dramatic dare I say radical change is necessary today and these authors provide a series of vitamins, instead of the same old pain killers, that mavericks can inject into your organizational mind-set.."

“Succession Planning: The Essentials”
by Patrick Ibarra

" You’ve attend the conferences where a presenter spoke about it. You’ve read the articles which focused on the impacts from it. You’ve scanned a number of Web sites to learn more about what your agency can do to address it. You’ve discussed it at staff meetings.The topic at the center of all this is the unprecedented number of retirements currently happening within public sector organizations. Retirement parties used to be an occasional office event; nowadays, they occur almost weekly, or so it seems. I have dubbed this phenomenon the “(baby) boomerang” effect: the impacts resulting from the exodus by baby boomers from government agencies. As these seasoned employees depart and take with them their judgment and problemsolving capabilities, (two areas essential to continued effectiveness for an organization), the question arises about what you can do to replace them and their talent? In two words: succession planning.."

“Governmental Succession Planning: An Idea Whose Time Has Come ”
by Patrick Ibarra

" Today, governmental succession planning requires more than just an organization chart that shows who holds what job within the government organization.  Best practice organizations use succession planning to develop and maintain strong leadership and to ensure that they address all the competencies required for today’s and tomorrow’s work environment."
Public Management by ICMA, January, 2005

“The Myths & Realities of Succession Planning "
by Patrick Ibarra

"One only has to pick up a magazine or newspaper, glance at a TV, pull up a favorite web site or attend another in a seemingly endless series of retirement parties at work,to realize the workforce is agingand as a result, new challenges are presented. We have all heard about the “baby boomer” generation and the staggering numbers with which members of this group will be hitting the retirement rolls starting now and continuing for the next several years."
IPMA-HR News, August 2006

“Get Up, Get Out, Get On It: How HR can Become a Strategic Business Partner”
by Patrick Ibarra

" …the future of HR is at a critical juncture: try to hang on to the past and risk becoming marginalized, or embrace a new and different future that requires different competencies. There is a clear and unambiguous imperative confronting the future of the HR professional: rethink the HR function’s structure, services, and programs to address how it can add value to today’s organizations or suffer the consequences."
IPMA-HR News, November, 2005

" Do you find yourself riding the ebb and flow of budgets dedicated to employee growth and development? Are the retirement parties you’re attending almost weekly, foreshadowing an uncertain future with regard to employee performance? If you answered yes to any of these questions, read on and you’ll discover a strategy and series of techniques to help your employees get better all the time through targeted training and development activities."
IPMA-HR News, December 2005

“Managing Performance Is A Process, Not An Event.”
by Patrick Ibarra

"Most public sector organizations have mission and vision statements hanging in their agency’s lobby, maybe even printed on the back of business cards. However, too few leadership teams have effectively established the connection between the organization’s vision, mission and strategy, and the employee’s role in making these happen. Performance management is a component of organizational management..."
IPMA-HR News, May 2004

“Keys to Building Great Teams"
by Patrick Ibarra

"A number of people subscribe to the theory that if you assemble a group of talented, high-performing employees they will inevitably come together and produce significant achievements. Based on my experience, there is another misplaced assumption circulating in today’s organizations and that is most employees recognize both the value of teams and what their specific role is in serving on teams. On the contrary to both points, in order for groups to blend together, start effectively and sustain momentum, a number of actions must be executed. These are characterized as the “Seven Keys to Building Great Work Teams.”
MMASC Conference Presentation, July 22, 2004.

“The Human Resource Professional as an Organizational Development Practitioner”
by Patrick Ibarra

"For too many years, the HR function has been looked on primarily to carry out administrative tasks, like recruiting new employees, overseeing payroll, handling benefits administration and the like. Changing that role will require a different mix of activities and necessitates reconfiguring the HR function to support changing business strategies and organization designs. It will also require the employees in the HR function to have very different competencies than they traditionally have had. Business-partnering effectiveness requires knowledge and skills in such areas as change management, strategic planning, performance consulting, and organizational design...."
IPMA-HR Presentation , April 2004

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