Keeping Talent: Strategies for Retaining Valued Federal Employees
Author(s): Partnership and Booz Allen Hamilton
Publication Date: 01/19/2011
Publication Topics: Federal Retirement Trends, Strategic Human Capital Planning
Publication Type: Research Reports and Surveys
Government agencies spend enormous amounts of time, energy and resources to hire and train qualified employees. But federal managers, human resources (HR) professionals and workforce planners often fail to focus on another important aspect of the human capital equation—retaining the newly hired and experienced workers already on the job.
The retention of qualified federal employees will take on added significance in the near term with Congress already having enacted a two-year pay freeze for nonmilitary employees and poised to consider a moratorium on the hiring of new federal employees as part of the broader effort to cut spending and reduce the growing budget deficit.
A pay and hiring freeze could create conditions that may prompt some employees to seek other opportunities or cause eligible workers to retire sooner than anticipated. Agencies could certainly find themselves short-staffed and unable to fill key positions if a hiring freeze is enacted.
All this means that keeping the right talent, those who are motivated and have the skills that match job requirements, is potentially more critical than ever for federal agencies to perform at a high level and to meet the needs of the American public.
The Partnership for Public Service is a nonprofit, nonpartisan organization that works to revitalize our federal government by inspiring a new generation to serve and by transforming the way government works.
The Biggest Bang Theory: How to get the most out of the competitive search for STEMM talent
Individuals with science, technology, engineering, mathematical and medical (STEMM) skills play a key role in helping our government fulfill its critical missions and foster America’s global competitiveness. However, as the demand for STEMM talent increases and the supply shrinks, the ability for government to fill these critical positions is at risk. In this hyper-competitive environment, how can agencies increase their odds of landing the best STEMM talent?
Best Places to Work Snapshot: Most Innovative Agencies
In this uncertain environment, many federal employees are facing the same challenge: do more with less and do it better. The Partnership and Deloitte’s new Best Places to Work in the Federal Government® analysis found that the vast majority of federal workers want to be innovative and are looking for ways to perform their jobs better. However, many employees said that they often lack their leaders’ support to do so, and even fewer said that creativity and innovation are rewarded in the workplace. There are exceptions, and the new analysis includes rankings of the most innovative agencies along with the biggest movers.
Best Places to Work Snapshot: Perspectives from the Senior Executive Service
With broad strategic oversight and high-level responsibilities, the Senior Executive Service (SES)—the federal government’s elite cadre of leaders—provide key insights into an agency’s workplace culture and the unique pressures of federal leadership. How do these senior executives view their jobs and workplaces? Do their opinions differ from other federal employees?
Best Places to Work Snapshot: Federal Leadership on the Decline
How satisfied are federal employees with their agency leadership? In the Partnership and Deloitte’s new Best Places to Work in the Federal Government® analysis, federal leaders can find out their employees’ opinions of senior leadership and see whether their attitudes have changed from 2011 to 2012. The analysis also includes steps for improving employee job satisfaction and performance and the workplace environment.
#ConnectedGov: Engaging Stakeholders in the Digital Age
Social media has redefined how people, organizations and government interact. How can federal managers use social media technologies more effectively to change how they carry out their work, fulfill their agency’s mission and broaden how they communicate and engage with the American public?
From Data to Decisions II: Building an Analytics Culture
The Partnership for Public Service and the IBM Center for The Business of Government released, "From Data to Decisions II: Building an Analytics Culture." This second report on using information to measure and improve performance examines what it really takes to build analytics into an agency's decision-making processes and culture. The report includes concrete steps for building a discipline approached to analytics and profiles of seven agencies using analytics to achieve better results.