An astounding 31 percent of Federal employees are projected to be eligible for retirement in 2017. While that sheer volume would be a concern for the future of any workforce, succession planning for the Federal government is more complicated, as it is compounded by several factors rarely seen in the private sector. These factors include:
- Significant challenges attracting younger workers
- Higher turnover of newer staff in a workforce accustomed to decades-long tenures
- A perception of slower adoption of the newest and “trendiest” advances in management and professional development
- The data management and knowledge transfer challenges inherent in an institution with such a large of a history, scope, geographic footprint, and workforce.
The issue is complex and multi-faceted, as is any potential workaround. However, while there is no silver bullet for the “Silver Tsunami,” there are strategies Federal agencies can embrace to improve the outlook of their future workforce in meaningful ways. Throughout 2016, this new monthly online column will share the insights of many of the greatest government strategists and L&D thought leaders as we explore the public sector’s succession planning challenges, as well as Learning & Development’s role in overcoming them.
Key topics will include:
Recruitment: According to civil service-focused nonprofit Partnership for Public Service, although 23 percent of the U.S. workforce is under the age of 30, a mere 7 percent of full-time permanent Federal employees fall within that demographic. What are younger workers seeking that they don’t believe they would find as Federal employees? What practical steps could Federal agencies take to change that perception?
Retention: Beginning with Generation X, employees began to experience a sense of reduced job security in the private industry. In turn, employee loyalty to employers began to dwindle. Ironically, despite the perception that Federal employment currently provides the highest level of job security, it is the Federal workforce that has been most affected by retention challenges of younger workers. Once a generation gave up on the idea of lifelong employment with one organization, a focus on personal growth and a clear career path took hold. Relative to private industry, the Federal workforce struggles to satisfy that desire in its younger workers, leading to high turnover rates. Why is this and what can agencies do to demonstrate growth opportunity to the employees who have become their biggest target?
Knowledge Management: When Federal employees leave, how have the agencies historically managed knowledge transfer from predecessor to successor? How well do agencies share knowledge among intact teams and what role could improve knowledge management play in mitigating the effects of employee turnover? To what extent will Federal government’s emerging focus on centralization (of data, processes, services, and beyond) help? What is the role of Learning & Development in facilitating enhanced knowledge transfer?
Talent Development: With the ability to access virtually any information instantaneously, today’s learners have new expectations. As the Federal government begins to evolve from a more traditional learning model to a less formal, consumption-based approach, including more online courseware and coaching for employees at all levels, is the highly structured culture of Federal government prepared for more fluidity? What will happen with the standardized learning metrics to which Federal agencies have become so accustomed? What will be the role of new data analytics in driving talent development?
Leadership Pipeline: With only 4 percent of the Senior Executive Service–the Federal leaders just below the highest-level presidential appointees–under the age of 40, what steps can agencies take to identify the next generation of leaders? How will they prepare them?
I look forward to taking a deep dive into all these areas. If you would like to share your best practices for public-sector workforce succession planning, please send an e-mail to govsolutions@xerox.com for potential inclusion in an upcoming column.
Darci Hall is vice president of Learning Solutions for Xerox Learning Solutions, where she is responsible for growing, delivering, and developing high-impact learning solutions for Xerox’s clients.
