Since the comptroller general placed the management of human capital
on the U.S. Government Accountability Offices list of high-risk programs
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in 1999, a series of legislative and policy initiatives have tried to
recast the way federal agencies think about and perform the human capital
function.Although many have been high profile, for the most part these efforts
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have not succeeded in redirecting the management of governments most critical
asset, the people who perform its work.
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