The National Press Club recently
hosted a panel of distinguished human capital experts who opined about
the future federal workforce recruitment and retention in the midst of
a significant federal staffing crisis. As the token Generation X-er
amongst the many baby boomers who filled the room, Chris Meyers Asch,
co-founder of the U.S. Public Service Academy, said "young people were
brought up to believe government is the problem."
Asch continued, explaining that the expectations of the new
generation of federal workers differs from their predecessors.
For younger employees, the much vaunted career ladder is passé.
Instead, they require constant feedback, instant gratification,
flexibility in working conditions such as telework options, and a need
for responsibility and decision-making power early on in their careers.
Most importantly, he stated, this generation wants to make a difference
and want their work to be meaningful.
Toni Dawsey, Assistant Administrator for Human Capital Management, National Aeronautics and Space Administration (NASA),
complained to other panelists and their audience that market forces are
making federal recruitment efforts difficult for a number of
reasons. Since the 10 NASA Centers are located in remote areas
that are "not necessarily the place where the young people want to
live," and the pay is not as competitive as in the private sector,
recruiting young talent is proving difficult. And as a large
proportion of US colleges and university science and engineering
students are foreigners who return to their home country after
graduation, the talent pool for technical jobs continues to be
limited.
To fill the recruitment gaps, NASA is working
hard to attract the lost Generation X by creating training programs at
higher pay-grades, allowing more employees to work from home, and
instituting more in-house design and development work at NASA instead
of contracting these services out.
Dr. Ronald Sanders, Associate Director of National Intelligence
for Human Capital, Office of the Director of National Intelligence (DNI),
disclosed a differing viewpoint. With an organization with over 17
Agencies and a very sexy mission, DNI receives over 100,000 job
applications per year. The reason, according to Sanders, is that
"brand recognition and the mission is the magnet." However,
Dr. Sanders stated this new generation of government staff want a link
between performance and pay, want poor performers to be held
accountable, and seek a shorter career path toward key leadership
positions. Then again, who doesn't?
While this young generation may imagine a more productive,
flexible, and lucrative future for themselves in the private sector,
the reality is that federal jobs are equally, if not more, attractive
in the benefits and opportunities they afford. Not only does a
government job grant job stability, a reasonable work week, and a clear
career path; it also offers a place to showcase skill sets and
talents. Government workers are designing and launching
spacecraft, hunting down terrorists, providing cutting edge, integrated
health care, finding alternative energy sources, and overseeing the
allocation of $300 billion in goods and services. To thwart the old
stereotype of the boring, underpaid bureaucrat, agencies must continue
to market the excellent work benefits, missions, and accomplishments
garned from public service in the same fashion as the various military
branches continue to refine and re-energize their image with television
ads and clever slogans.