This study was designed to examine the career development and advancement patterns of Aboriginal executives in Canada's Federal Public Service to determine whether developmental opportunities; job assignments; education levels; training; mentoring; leadership experience; and networking increase the advancement of Aboriginal People to the executive category within the Canadian Federal Public Service. To obtain this data, multiple strategies were employed, including a mailed survey questionnaire to 55 self-identified Aboriginal executives in the Canadian Federal Public Service; in-depth interviews with randomly selected individuals from the cohort pool; a document review of Public Service internal executive recruitment notices; career development and advancement materials; and reports. The data indicated that Aboriginal executives within Canada's Federal Public Service utilized strategies providing leadership experience, training, and education to further their development and chances of advancement to the executive category. Future research needs to build on this study to examine career development and advancement patterns in the private sector with Aboriginal executives. The study may be replicated using different employment equity groups in order to generate comparative findings. There is also a need to examine further the influence of cultural differences on career development and advancement patterns among Aboriginal People.

According to Paul C. Light's controversial new book, The New Public Service, this January's 4.8 percent federal pay increase will do little to compensate for what potential employees think is currently missing from federal careers. Talented Americans are not saying "show me the money" but "show me the job." And federal jobs just do not show well. All job offers being equal, Light argues that the pay increase would matter. But all offers are not equal. Light's research on what graduates of the top public policy and administration graduate programs want indicates that the federal government is usually so far behind its private and nonprofit competitors that pay never comes into play. Light argues that the federal government is losing the talent war on three fronts. First, its hiring system for recruiting talent, top to bottom, underwhelms at almost every task it undertakes. Second, its annual performance appraisal system is so inflated that federal employees are not only all above average, they are well on their way to outstanding. Third and most importantly, the federal government is so clogged with needless layers and convoluted career paths that it cannot deliver the kind of challenging work that talented Americans expect. None of these problems would matter, Light argues, if the government-centered public service was still looking for work. Unfortunately, as Light's book demonstrates, federal careers were designed for a workforce that has not punched since the 1960s, and certainly not for one that grew up in an era of corporate downsizing and mergers. The government-centered public service is mostly a thing of the past, replaced by a multisectored public service in which employees switch jobs and sectors with ease. Light concludes his book by offering the federal government a simple choice: It can either ignore the new public service and troll further and further down the class lists for new recruits, while hoping that a tiny pay in

Chapter 13: "Manitoba civil service : a quiet tradition in transition", by Ken Rasmussen.

The public health landscape is one of the most rapidly growing and cutting-edge fields at the moment and, in the wake of the global COVID-19 pandemic, there has never been a more meaningful time to enter the field. This thoroughly updated and revised third edition of 101+ Careers in Public Health continues to act as a career guide both for students seeking a first job in the field of public health and for anyone seeking guidance on how to best navigate the next stages of an existing career. Discussing not only emerging career paths but also traditional and familiar job types in public health, this book offers comprehensive advice and practical tips. It includes a wide survey of career profiles, including careers closely involved with pandemic response, climate change, technology and data science, and social justice advocacy. This third edition continues to provide a clear introduction to the history of public health with detailed descriptions of the many educational pathways that lead to public health careers. The book explores more than 120 different jobs in public health, with complete job descriptions, educational requirements, and future outlooks in addition to public health profiles from working professionals in the field. Whether interested in positions in government, healthcare, non-governmental organizations, technology, research, academia, philanthropic organizations, global health, consulting, or other private sector companies, this exciting third edition of 101+ Careers in Public Health provides excellent career guidance and produces helpful self-reflection when deciding on a public health career path. Key Features: Provides an introduction to the important competencies, training, and requirements needed to secure job opportunities at different career stages Includes step-by-step advice on how to network, apply, and interview for the job that best matches your interests, complete with a sample resume and cover letter Presents 50 new interviews from early career, management, and leadership positions as well as job descriptions for 20 occupations new to this edition Expanded coverage on global health and related opportunities, in addition to jobs in data science and technology Offers career advice for entry-level candidates and also for anyone looking to change careers

The second edition of this important reference work provides important updates and new perspectives on the cases constituting the first edition as well as including contributions from a number of new countries: Australia, Finland, Japan, New Zealand, N