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Are Employment Policies or Handbooks Really Necessary?
Among my clients and many other businesses the question often arises: Do we need written employment policies or employee handbooks or manuals? The following is what I usually advise and why.

Other public sector contracts Related Articles

3.1.2 Training for the formal sector: Training priorities, resources and reorientation
Despite oft-repeated government pronouncements about the need for concerted efforts to improve the skills of the poor, responding to formal sector training needs has remained the top priority for most public sector training institutions during the 1990s.
The Bands of Public Sector Supplier Engagement
“To really leverage vendor partnerships, solution providers need an in. For the public sector, that entre has to go beyond the program to the individual behind it who understands the market nuances and challenges that can hold partners back.” From the article 25 Public-Sector Channel Leaders (ChannelWeb Network, March 19, 2007) In one simple statement within the confines of a single article there has never been a better or more succinct explanation of what plagues public sector procurement practice today. Especially in the area of supplier development and engagement!

Finding the hidden Intellectual Property (IP) value in procurement contracts (Future Path Profile)
Looking beyond what Future Path President and CEO Greg Waite referred to as the “casual conversation” surrounding the issue of Intellectual Property (IP) rights within the majority of procurement contracts, I thought of my own work as a consultant. I am often retained by both public and private sector organizations to prepare studies or reports on a variety of topics ranging from the viability of digital signatures within the contract routing process to assessing the changing technological landscape and its impact on current as well as contemplated e-procurement strategies.

MERX: An Evolution to a Broader Market (MERX Profile)
MERX: An Evolution to a Broader Market (MERX Profile) “Regardless of the moniker, the majority of government initiative elemental roots can be traced back to the New Public Management (NPM) ideology in which efficiency, accountability, decentralisation and marketisation are the main components or drivers (J.E. Lane, Public Sector Reform: Only deregulation, privatization and marketisation, Public Sector Reform, 1997).

An Oasis of Creative Thought and Action in a Desert of Conflicting Policy (Associated Manufacturing Marketing Group Profile)
“From a domestic engagement perspective, public sector procurement practices are leading to an erosion of the overall supply base. This escalating level of erosion and its negative impact on innovation was initially presented as part of an October 2002 U.S. report by the Executive Office of the President. Specifically, the practice of contract bundling which resulted in a steadily decreasing number of Small – Medium enterprises receiving federal contracts was seen as a direct threat to the nation’s pool of “innovation and creativity.” This of course has paved the way for newer legislation which has resulted in agencies such as NASA unbundling contracts in an effort to make business more manageable for small enterprises, or groups of small enterprises.

About.com’s Martin Murray’s post “Non-Profit Organization Suing ERP Supplier” A Sign of the Times?
In a white paper that I had written in 2007 titled “SAP Procurement for Public Sector” I had highlighted how the challenges with failed ERP-centric initiatives extended beyond the public sector to include the private sector. The difference as one senior Colgate-Palmolive executive told me shortly after scrapping a failed program was that “unlike the public sector in which a failed initiative becomes front page news, private sector company ERP failures rarely make a blip on the media’s collective radar screen.” The lack of media awareness notwithstanding, the frequency of failures in the private sector is comparable to the number of setbacks that occur in the public sector.
What are the three biggest challenges suppliers face in their efforts to win government business?
Being well into the 7-Part "Seven Steps to Success: Jump Start Government Contracts Series," with expert author Judy Bradt on the PI Window on Business Show on Blog Talk Radio, the launch of the Public Sector Suppliers Forum on LinkedIn and of course the Essential Connections Blog, we seem to have touched on a hot topic that has been simmering for some time. Specifically, the disconnect between the tremendous opportunities afforded companies through government contracting, and the practical realization of said opportunities for the majority of suppliers.
A Revenue Positive Business Model in Public Sector Purchasing (Part 1)
The core “philosophy” behind the New Public Management or “NPM” concept (which has been part of the government lexicon since the 1980s), is the belief that a “market orientation in the public sector will lead to greater cost-efficiency for governments, without having negative side effects on other objectives and considerations.” While there may be merit in the NPM vision, in reality its practical implementation has for the most part been sidetracked into an imitate versus innovate approach. Specifically, the philosophy has been reduced to one of using the same technological platforms and methodologies in the public sector as the ones used in the private sector.

Missing files and Tender Entrepreneur Brokers
It has now become recognised that an important catalyst to business growth is enabling entrepreneurs to compete on the public procurement market. And it is encouraging that young entrepreneurs are taking on the bottlenecks in the public sector, and developing new applications that equalize information asymmetries and promote transparency whilst combating public sector corruption.

Public Sector Pensions: Why “Fixing the Problem” IS the Problem
Dramatic increases in public sector pension liabilities at a time when state and local governments have seen their revenues shrink drastically have resulted in an explosive backlash against public sector unions and the workers they represent.
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