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oapen-20.500.12657-857742023-12-05T02:28:11Z Chapter 9 Best Practice Guidance for Political Staffing for Political Managers, Advisers, and Reformers Lees-Marshment, Jennifer Best practice, HRM, Human resources, Mental health, Political staffer, Prime Minister, Prime Minister's Office, SpAd, Special Adviser, Chief of staff, Government, Human Resource Management, Morale, Office structure, Orientation, Performance management, Political adviser, public administation, training, well-being, work-life balance, workload bic Book Industry Communication::J Society & social sciences::JP Politics & government::JPP Public administration bic Book Industry Communication::K Economics, finance, business & management::KJ Business & management::KJM Management & management techniques::KJMV Management of specific areas::KJMV2 Personnel & human resources management bic Book Industry Communication::J Society & social sciences::JP Politics & government This chapter sets out an overall vision and architecture for political staffing and why it is needed. It discusses the privilege of service in political staffing, notes the current crisis in political staffing human resource management but also argues strongly for the potential for positive human resource management. It provides guidance for practitioners by outlining best practice guidance for political staffers, their managers, and reformers. This makes clear the key approaches and tools they need to be aware of and use to improve political offices. Political staffers and advisers need to be properly trained, supported and developed. Not only will this benefit the individuals in the roles, it will provide significant benefit to the politicians they work for and in turn the voters who elect the politicians. Higher quality human resource management for political staffers and advisers will generate multiple long term dividends. It will create higher calibre, more experienced and diverse political staffers who are up and running in their role sooner, perform at a higher level and are retained for longer, preserving institutional knowledge. This will lead to higher functioning offers, generating better outputs, more effectively supported politicians, more strategic decisions, increased delivery of election promises. 2023-12-04T13:31:46Z 2023-12-04T13:31:46Z 2024 chapter 9781032636412 9781032621722 https://library.oapen.org/handle/20.500.12657/85774 eng application/pdf Attribution-NonCommercial-NoDerivatives 4.0 International 9781032636429_10.4324_9781032636429-9.pdf Taylor & Francis The Human Resource Management of Political Staffers Routledge 10.4324/9781032636429-9 10.4324/9781032636429-9 7b3c7b10-5b1e-40b3-860e-c6dd5197f0bb 53073fb3-ccfc-42fb-a402-d776d9d6c88b 73c44324-2dea-4efb-9052-e3608c2b12ed 9781032636412 9781032621722 Routledge 36 University of Auckland University of Auckland, New Zealand open access
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This chapter sets out an overall vision and architecture for political staffing and why it is needed. It discusses the privilege of service in political staffing, notes the current crisis in political staffing human resource management but also argues strongly for the potential for positive human resource management. It provides guidance for practitioners by outlining best practice guidance for political staffers, their managers, and reformers. This makes clear the key approaches and tools they need to be aware of and use to improve political offices. Political staffers and advisers need to be properly trained, supported and developed. Not only will this benefit the individuals in the roles, it will provide significant benefit to the politicians they work for and in turn the voters who elect the politicians. Higher quality human resource management for political staffers and advisers will generate multiple long term dividends. It will create higher calibre, more experienced and diverse political staffers who are up and running in their role sooner, perform at a higher level and are retained for longer, preserving institutional knowledge. This will lead to higher functioning offers, generating better outputs, more effectively supported politicians, more strategic decisions, increased delivery of election promises.
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