Aging is a fact of life. An aging workforce, however, can pose a real challenge.
The Office of Personnel Management has struggled to address the challenge for a number of years now, as the percentage of federal employees eligible for retirement increases. The risk is one of sheer numbers, of course, but it's also one of vibrancy, of tapping the new skills and approaches that younger generations can offer.
As part of the Federal Times 50th anniversary campaign that spotlights government transformation past and future, acting OPM Director Beth Cobert offered Editor Jill Aitoro her thoughts on the federal workforce evolution currently underway. Are we facing a crisis? Cobert seems to see it more as an opportunity. Tap a new generation, and agencies will be more inspired to modernize processes, shed dated policies, and use technology to be more efficient and competitive with the private sector market.
Change is hard. But here's what we do know: the federal workforce of today is very different than the federal workforce of 50 years ago. Looking ahead, the federal workforce of tomorrow could be even more unfamiliar. But if Cobert's vision proves true, then that might be a powerful thing.
See our special report: 50 Years of Federal Times
What demographic shifts have changed the federal government over the years?
Like the American economy as a whole, the government now has a workforce that comprises four generations of Americans. Understanding different generational styles adds complexity to the management of any workforce.
Yet, as more federal workers near retirement, the government faces the challenge of preserving the technical expertise and institutional memory that is critical to delivering top tier services to the American people. This underscores the importance of attracting new people into federal service and providing them tools and opportunities to grow and benefit from the knowledge and skill of current government leaders.
The federal government has [also] made a dedicated effort to build and sustain a diverse workforce. We have accomplished a great deal, particularly in hiring minorities, people with disabilities, and women in the Senior Executive Service.
So how does diversity of the federal workforce compare to the broader population?
In 2005, 31.8 percent of federal employees were minorities, as compared to 27.4 percent of civilian workers nationwide. Today, minorities represent 35.3 percent of the federal workforce, as compared to 32.5 percent of the civilian labor force. It is important that we retain a diverse workforce by fostering engagement and inclusion and through efforts to support diversity in government leadership.
Do you see a tangible advantage to that strategy?
Our nation derives its strength from its diversity. In both private and public sectors, organizations are at their best when their workforce draws upon the talents, experience, and perspectives of all segments of society.
Describe some of the misconceptions of public service that the feds try to overcome to lure younger generations.
In our search for well-qualified applicants from all segments of society, we have found that applicants from younger generations, especially millennials, place a high value on working in environments that they find exciting, innovative and collaborative. They value environments where they can be creative, take on new challenges and try new things.
To combat the misconception that a career in government will not allow for this kind of dynamic experience, the federal government has implemented a series of new initiatives focused on creating opportunities for new employees to broaden their experiences and reducing perceived barriers to government employment.
These include new hiring authorities that allow agencies the flexibility to recruit, hire and develop talented applicants who are students or recent graduates of higher education programs, as part of their overall recruitment and hiring program. There are also increased efforts to expand job rotations, increase opportunities to serve on detail, and expand training and mentorship programs. So far, these efforts have paid off: The 2014 Federal Employee Viewpoint Survey revealed that federal millennial employees were satisfied with their jobs and strongly believed the work that they do is important.
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How does age factor into diversity?
Recruiting millennials from diverse backgrounds into careers in government, as part of a comprehensive recruitment plan, and investing in employees' growth and development will help ensure that our workforce remains diverse and that its leadership becomes increasingly diverse.
What's the long-term payback of drawing on the younger generations, beyond preventing a workforce exodus?
While millennials make up a smaller portion of the federal workforce than other generations, they already have played meaningful roles through their commitment to transparency and their familiarity with the potential of new technologies to improve communications with stakeholders.
As members of Generation X enter management positions, many are powerful voices in support of workplace flexibilities like telework. They also tend to feel comfortable leading less traditional teams, which will become increasingly important as the government continues to modernize and evolve. These younger leaders are important voices in government, and we rely on their insights to help the government as a whole be responsive to the American people.
Jill Aitoro is editor of Defense News. She is also executive editor of Sightline Media's Business-to-Government group, including Defense News, C4ISRNET, Federal Times and Fifth Domain. She brings over 15 years’ experience in editing and reporting on defense and federal programs, policy, procurement, and technology.
