Reducing Uncertainty: A Second Example

A state agency assumed that it could not do any strategic staffing because it perceived that the services it provided were subject to the whim of the legislature and could change at any time. In fact, however, only a portion of the agency’s services was really in that category. Other services were well defined and regular in timing, and still others were at least predictable if not certain. In fact, staffing plans could be prepared for a large part of the agency. The agency created staffing strategies for each of these three categories of services.

The agency provided basic services to a segment of the state’s population. These services were to be provided (and were not subject to legislative control) for ...

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