【正文】 cplish their policy and programmatic goals, Senator Voinovich asked the GAO to develop two types of management questionnaires that could be used for confirming presidential nominees to administrative positions (GAO,2020b, p. 35). “It is clear that federal agency leaders must create an integrated, strategic view of their human capital—and sustain that attention to create real improvements in the way they manage their people,” argues the senator. The first questionnaire is intended for those appointees who will have significant program management responsibilities, and their responses will inform the Senate of their management experience and preparedness for addressing the current and future top management challenges facing federal agencies. The second questionnaire includes questions on agencyspecific management problems drawn from sources such as the HighRisk series (GAO, 2020). The purpose of this questionnaire is to improve the quality of federal programs by improving the quality of people appointed to manage them. Political appointees must be prepared to substantively address the problems at their agencies, not just give policy direction to the career civil servants. The questionnaires convey the message that the Senate considers effective managerial skills to be a priority for all nominees to senior agency positions. Presidential Management Agenda The President?s Management Agenda (OMB, 2020) has identified several government reform goals that will address the human capital crisis. Among its goals are:(1) workforce planning and restructuring undertaken as part of “strategic management of human capital” that will be defined in terms of each agency?s mission, goals, and objectives, (2) agency restructuring is expected to incorporate anizational and staffing changes resulting from “petitive sources” and expanded Egovernment, (3) as part of the 2020 budget process, OMB has asked departments and agencies to identify statutory impediments to good management, (4) agencies will strengthen and make the most of knowledge, skills, and abilities of their people in order to meet the needs and expectations of “their ultimate clients—the American people.” These reforms are expected to create longterm results that will allow agencies to build, sustain, and effectively deploy the skilled, knowledgeable, diverse, and highperforming workforce needed to meet the current and emerging needs of government and its citizens. These reforms will also allow the workforce to adapt quickly in size, position, and petencies to acmodate changes in mission, technology, and labor markets and will contribute to increasing employee satisfaction. Understanding New Public Service Light (1999) argues that the end of twentieth century marks the end of government centered public service and brings a multispectral service in its place. This means the labor market from which government workers will be drawn has also been altered significantly. “The governmentcentered public service has been replaced by a new public service in which government must pete for talent,” states Light (p. 1). His study of the graduates of the top twenty schools of public administration and public policy shows that the new workforce is likely to change jobs and sectors frequently, as well as be more focused on challenging work than on job security. Light argues that to seriously address this crisis, public anizations and graduate schools of public administration need to understand the changing nature of public service. The new public service is shaped by blurring of the lines between sectors, developing trends toward changing sectors during one?s career, worker preference for jobs that provide flexibility and an opportunity for growth, and the new types of skills required for public sector employees and managers. This greater uncertainty and job movement will make it increasingly difficult for the government to hold on to its talent and prevent agencies from building the kind of expertise needed for an effective public service. According to Light, higher pay and aggressive recruitment alone will not solve government?s problem。 河南理工大學(xué) 公共事業(yè)管理專業(yè) 2020 級 外文翻譯 姓名： 馮明雷 學(xué)號： 310919010220 班級：事管 092 班 From Crisis to Opportunity: Human Resource Challenges for the Public Sector in the TwentyFirst Century Vidu Soni Central Michigan University Abstract A great deal of attention has been focused on the human capital crisis in the public sector since the mid1990s. Experts and practitioners give many reasons why the current crisis emerged. This article examines the important factors that led to the crisis, what is being done about them through presidential agendas, legislators, oversight agencies, professional societies, and public policy think tanks. Concerns are many in terms of a large number of uping retirements, early retirements, unplanned downsizing, difficulty in attracting new generations to public service, and the changing nature of public service. However, the human resource crisis also presents an opportunity to fundamentally change those features of public sector human resource management practices that have bee outdated for contemporary anizations and position government agencies for the twentyfirst century by meaningfully reforming the civil service. This transformation would require public sector anizations to take a more strategic view of human resource management and to give greater policy attention to human capital issues. Introduction In 1989, the National Commission on the Public Service (monly referred to as the Volcker Commission) issued a report on the state of public service characterizing it as a “quiet crisis,” which referred to the slow weakening of the public service in the 1970s and 1980s. This period was marked by loss of public confidence in its