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Making Room for E-Government through Succession Planning

Making Room for E-Government through Succession Planning
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Author(s): Kim Loutzenhiser (Troy University, USA)
Copyright: 2012
Pages: 11
Source title: Human Resources Management: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-4666-1601-1.ch037

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Abstract

Few innovations have more impact on government’s work culture and the delivery of public services than e-government. E-government is a global phenomenon that is much researched, but researchers often neglect to research the demands it places on the human resources, the administrative infrastructure, and training and development. There is very little written on e-government and why it matters in succession planning. Those who design and implement well executed e-government systems need technological and culturally relevant competencies to make e-government responsive to e-citizens. In addition, there is no shortage of articles on government budget overruns tied to IT projects. The rush to have needed technologies has outpaced recruitment and training strategies to manage the technology infrastructure that makes e-government work. The infrastructure of e-government includes concepts tied to the provision of a seamless flow of services, logical one-stop-shops, efficiency, and an ability to do more with less. These concepts, however, will not support e-government indefinitely without adequate succession planning. The succession planning for this year and beyond must include training, maintaining and transitioning employees in a world where technical competencies need to be addressed and citizens clamor for more direct involvement. Succession planning can train employees to create a work culture that promotes accountability, transparency, efficiency, and build an appreciation for a competent representative bureaucracy. Succession planning, more than any other tool, can tap into the diversity pipeline, something that could narrow the digital divide. Human resources in the public sector faces fierce competition for talent. Talent is recruited nationally and internationally. Thus the public service is at risk if it persists in holding onto 20th century technology and 20th century cultural world-views.

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