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Peter Bonner leads ASI Government’s Strategy and Organizational Development Practice. He has 25 years experience assisting government agencies, nonprofit organizations, and private-sector firms to improve their performance through strategy development, human capital strategy, workforce planning and staffing, business process redesign, and organizational change. Peter has particular expertise in inter-agency collaboration, facilitating initiatives on veteran employment, human capital cross-agency initiatives, and senior executive service performance management. Peter also served as a panelist on the White House initiative, multisector leadership development—an effort to use human-center design techniques to create new innovations in developing leaders for the future.

Peter Bonner

Paula Ketter outlines what readers can expect in the May 2016 issue of The Public Manager.

Dear Public Manager: Pay Attention to Collaboration and Customer Service

May 2016 - The Public Manager

When agencies do the hard work of collaborating across boundaries, they enjoy greater efficiency and better performance. Peter Bonner shares how Laura Stanton has used category management to promote collaboration. Kitty Wooley, founder of Senior Fellows and Friends, discusses how reaching out to newer employees can position agencies for greater success.

Working Together, Working Better

July 2015 - TD Magazine

How federal learning leaders use shared services to extend the power of their learning assets.

Make, Buy, or Share?

Peter Bonner highlights some things attendees can expect to learn at ATD’s Government Workforce Conference.

What Will You Learn at ATD's Government Workforce Conference?

July 2016 - The Public Manager

On September 7, 2016, the place to connect with government colleagues, learn best practices, find out how to get the most of your training dollar, and hear about cutting-edge issues affecting government personnel is the ATD Government Workforce conference.Designed for chief learning officers and human capital officers, executives, government managers, and learning professionals and designers, Government Workforce: Learning Innovations Conference offers the opportunity to learn about challenges facing government workers and those who work with them.The conference, which will be held at the Washington Hilton in Washington, D.C., is expected to bring together more than 300 learning professionals and subject matter experts to cover topics in these areas:Leading Through TransitionThe Workforce of the Future and the Changing Nature of WorkTalent ManagementBest Practices: Getting Results.Last year's attendees heard from Carolyn Colvin, acting commissioner of the Social Security Administration; John Koskinen, commissioner of the Internal Revenue Service; Beth Cobert, acting director of the Office of Personnel Management; and Carol Pope, chair of the Federal Labor Relations Authority.In addition, Peter Bonner facilitated a dialogue around hiring and retaining a resilient workforce. Panelists emphasized the need for ongoing communication with employees; transparency, trust, and respect in the workplace; and leadership diversity, as well as workforce that mirrors the agency's customers. A resilient staff is needed, the speakers said, because the government is regularly faced with a barrage of criticism from the media, constantly asked to do more with less, expected to meet priorities of new administrations, and forced to address the transfer of knowledge associated with changing demographics of its personnel.To the point of changing demographics, an engaged audience expressed frustration about succession planning being neglected until a person is leaving—well after the optimal point of addressing the issue. And while being detailed to another agency can help employees learn and increase their resiliency, it's difficult to do when a team is down two staffers, another audience member commented.A second 2015 program, "Training Up: Lessons Learned From the Ready to Govern Orientation," found panelists discussing the relationship between political employees and career staff during transitions, how to brief incoming employees, making onboarding broader than a one-time event, and the benefits of job aids.Attendees at this year's conference can expect similar high-level learning conversations. In addition to the outstanding line-up of speakers, exhibitors will be on hand to share their learning solutions with participants. Early bird registration for government employees is in effect through July 29 at a rate of $359; with group early bird rates available for $299. Be part of the conversation at the ATD Government Workforce conference.

Right Around the Corner: ATD Government Workforce

This engaging and interactive session was moderated by Peter Bonner and included a distinguished panel consisting of Quentin Currie, U.S. Department of Education; Mary Lamary, U.S. Department of Veterans Affairs; and John Palguta, the Partnership for Public Service.  After introductory remarks, the panelists dove directly into the challenges of building a successful leadership pipeline.Key StepsThe moderator and panelists together came up with a series of foundational steps that must be taken in order to build a successful pipeline:Identify the mission.Determine what it will take to complete.Look to buying talents while building a plan.Identify potential candidates and assessments to evaluate them.Engage frontline managers, who are crucial to influencing and owning the process.Manage resources and lead people.Identifying Potential LeadersThe panel also discussed creative strategies to identify and develop top talent.  Alumni networks for agencies can be great places to find people given that these are people with government experience and experience specific to a particular agency.  There wouldn’t be so great of a need for extensive onboarding for people with pervious federal experience, thereby reducing ramp up time.  Alumini are also people who may know other alumni, whether or not they are affiliated with alumni groups.The panelists also agreed that they liked to see people with multiple agency experience as it told of a number of leadership qualities, such as initiative, risk-taking, and flexibility, along with a more holistic view of government.One of the panelists suggested that when looking at retention of quality leadership candidates within the government, one should broaden the definition of retention by looking at retention across multiple levels, including agency, department, and within the broader framework of public service.

Creating a Leadership Pipeline

Summer 2013 - The Public Manager

What do fighting fires on federal lands, combating terrorism, transitioning veterans from military careers to civilian life, responding to and recovering from disasters, building highways, and scouting infectious diseases have in common? All these tasks depend on interagency collaboration. Over decades, various administrations, congresses, and federal agencies have used interagency collaboration to accomplish missions individual agencies could not get done alone.

Balancing Task With Relationship to Create Interagency Collaboration

The result of a partnership between OPM and the GSA, HCaTS is the first government-wide human capital solution to “buy-as-one” using category management.

Using Category Management to Buy Human Capital Solutions

A modern intranet is a vital component of any effective culture strategy in today's distributed work landscape. It’s often how new employees first experience a company’s culture (during onboarding), and it remains a key connection point for a growing virtual workforce.When built thoughtfully, your intranet helps communicate core values, encourages open dialogue, and fosters a sense of belonging, all of which are key elements in driving mindsets and behavior. Here’s how to establish your digital ecosystem as a powerful tool for shaping and reinforcing your organization’s culture.Embed Core Values Into the IntranetYour intranet should reflect your organization’s identity and values. It’s more than a functional platform; it should visually and practically integrate the behaviors and principles you want to encourage.Consider dedicating sections of your homepage to highlighting your organization’s values. For example, visually appealing banners or callout boxes can remind employees of the values the organization celebrates, recognizes, and strives to live by. Go a step further by featuring stories of “values in action”—real-life examples of employees who demonstrate these values in meaningful ways. Not only does this make your values tangible, but it also shows your team that living the values is recognized and appreciated.Provide a Leadership Communication HubLeaders play a critical role in shaping and communicating an organization’s cultural vision. An intranet that’s designed to promote leadership visibility and transparency can help drive culture transformation.Creating a dedicated leadership communication hub offers employees direct access to leaders’ thoughts, plans, and visions. This could include regular blog posts, video or podcast updates, or live Q&A sessions that support sharing ideas and asking questions.It’s important to provide spaces for leaders across business units and departments to deliver messaging that reinforces strategic perspective and makes it tangible for their teams. When employees feel they have a direct line to leadership, it builds trust and helps align the entire organization around a shared vision. These communications should be authentic, relatable, and align with the organization’s values. Whether it’s a heartfelt video about the company’s future or a blog post reflecting on recent successes, these touchpoints help reinforce the cultural direction in an approachable way.Foster Community and CollaborationA thriving organizational culture is one where employees feel connected—not just to leadership but to each other. The intranet can be a powerful tool for fostering that sense of community and collaboration.Interactive features, such as discussion forums, virtual team spaces, or recognition walls, allow employees to engage with one another beyond their immediate teams. These features encourage cross-departmental collaboration and provide a space for employees to share their thoughts, challenges, and successes in real time. Doing so creates moments where culture can flourish organically.Recognition walls, for example, can act as a social center where employees highlight peers for outstanding contributions or living the company’s values. This not only boosts morale, but it also reinforces a sense of belonging—critical components of a strong organizational culture.At TiER1, we strive to ensure that our culture is clear throughout our Microsoft365 digital ecosystem in the following ways:Our main intranet home on SharePoint has highlighted pages that articulate our core values and aspirations.Our TiER1 Matters Weekly newsletter includes insights from our president and is published via SharePoint News, so it’s automatically archived and searchable.We use Forms to capture peer-to-peer nominations for our Values in Action Awards, which trigger automated posts to our Viva Engage community.Our Pulsecast Power App provides a mechanism for leaders to publish podcasts around quarterly priorities, personal growth reflections, and “whole-self stories” to create an inclusive environment.We regularly publish key metrics around our business and employee experience leveraging Power BI to reinforce transparency and accountability.Embrace Human-Centered Design and Continuous ImprovementTo truly be a driver of culture transformation, your intranet must be designed with employees at the center. The best intranets are built through a process that considers the needs, behaviors, and pain points of the people who will use it every day. A human-centered design approach ensures that the intranet is intuitive, easy to use, and genuinely helpful.The design process starts with understanding user needs. By collecting feedback from employees, conducting usability tests, and refining features based on real-world use, the intranet becomes more than a static tool—it evolves into a living platform that adapts to users’ needs.Continuous improvement is key. As your organization grows and changes, so will your employees’ needs. Regular updates based on user feedback help ensure that your intranet remains relevant and engaging. Focusing on ongoing refinement creates a dynamic space that reflects the pulse of the organization, evolving alongside your company’s culture.Intranets can be powerful drivers of transformation when they are intentionally designed and continuously improved. After all, culture lives in the interactions between employees, their leaders, and the tools they use to connect with one another. When your digital ecosystem becomes a space where values, communication, and community thrive, you’re not just building a platform—you’re building a culture.

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