The Presidential Management Fellows Program: First Impressions from the Class of 2011
Publication Date: 11/30/2012
Publication Topics: Attitudes Toward Government Service, College Students and Entry-Level Careers, Recruiting and Hiring, Strategic Human Capital Planning, Training and Development
Publication Type: Issue Briefs, White Papers and Snapshots
For 35 years, the Presidential Management Fellows (PMF) program has been the government's premier initiative for recruiting and developing top talent from graduate schools across the country. How is the PMF program meeting the expectations of its participants? What changes need to be made to ensure the program remains a critical pathway to federal service for future government managers and leaders?
In the Partnership's new issue brief, we surveyed, with assistance from the Office of Personnel Management, members of the PMF class of 2011 during their first two to five months on the job to better gauge their expectations for the program and how those met the fellows' first impressions. The findings reveal some positive aspects of the program and some warning signals that deserve attention.
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.