Improving Retention in Public Sector Roles With Cross-Generational Support
Eleanor Hecks is a senior HR and business writer at Designerly Magazine. After growing up with parents who both worked in the public sector, Eleanor is passionate about specifically applying her insights to those in the government and education professions. You can connect with her on LinkedIn or follow Designerly on X for business and design insights.
Public sector jobs can be rewarding, offering meaningful work and secure positions. However, the weeks and months after people accept these roles can be overwhelming, potentially requiring them to adjust to new organizational structures, terminology, office cultures and more.
Mentorship programs support aspiring or new public service workers as they learn to navigate these new employment circumstances. They also enable cross-generational collaboration, proving that people have valuable insights to share, regardless of age or background.
How Mentorship Improves Success and Job Satisfaction
Mentoring is critical for helping people who hope to land and be successful in public sector roles. Similarly, it could keep people motivated to achieve their goals.
Perhaps someone wants a public sector role and plans to earn a college degree first but has recently felt they can’t handle the university route. That feeling can be even more common among underrepresented groups. However, a mentoring program between New York college students and high schoolers found those in the younger group were 7% more likely to enroll in colleges if they connected with their mentors over the summer.
Cross-generational mentorship programs can also reassure those new to public service by normalizing experiences they initially find daunting. In one case, a Forest Service employee decided to participate in one of the organization’s four mentorship programs.
That experience involved monthly online meetings with an assigned coach who provided numerous assignments and tools, assuring the new worker had plenty to work on between those sessions and discussion topics for the next ones. These exercises also encouraged the mentee to reflect on his professional skills and areas for improvement.
Additionally, the mentored employee confided about feeling intimidated while engaging with colleagues who had three decades of experience in their roles. That exchange showed him he was not alone in that experience and encouraged him to speak up about communication difficulties.
Cross-generational arrangements can also help older workers embrace the technologies many public sector organizations use. Although they didn’t grow up using them, many younger workforce members did and can provide tips to turn someone’s frustration into empowerment.
Mentoring is critical for helping people who hope to land and be successful in public sector roles. Similarly, it could keep people motivated to achieve their goals.
ELEANOR HECKS
Tips for Implementing a Public Service Mentorship Program
Public service employees — especially those in management positions — may become responsible for launching or overseeing mentoring opportunities. Practical tips can increase their success.
Make the Arrangement Inviting
One reason mentorship is such a valuable option is it gives people knowledge that can prevent mistakes and lets them brainstorm with those who have had similar experiences. The individuals providing or receiving this support will get the most out of it if both parties feel comfortable enough to be honest and open.
Explore ways to make mentoring programs maximally accessible for participants. That might mean offering them fully online or through a hybrid arrangement. Alternatively, these sessions may occur during the workday rather than comprising an additional commitment during off time.
It’s also important to give people enough time to get to know one another so they can form valuable professional connections. Following the best practices of well-established mentorship programs make newer offerings more effective.
Offer Mentorship as a Benefit
When college students rank their top three career options, 25% consider government roles among the possibilities. That is already a significant percentage, but it could be larger if more candidates knew about these positions’ perks.
Recruiters and other hiring professionals should mention mentoring opportunities in job listings and onboarding materials for new hires. This approach will increase awareness and show people they can access support soon after accepting their roles.
Discussions of mentorship programs should also emphasize how knowledge flows both ways. Even someone who has recently accepted a position likely has many skills and experiences to share with a person in a more senior role.
Consider Partnering With Relevant Organizations
Public sector mentorship programs can be even more effective when those organizing them explore mutually beneficial collaboration opportunities. This strategy could provide a direct talent pipeline for finding well-equipped people eager to seek relevant roles.
One arrangement between Kennesaw State University and the Department of Health and Human Services offers mentorships, career fairs, workshops and other targeted resources for students participating in the Pathways to Public Service program. Federal data shows more than 100 students have been offered internships through this route since 2019.
When taking this approach, set appropriate goals and parameters, such as stating the length of the mentoring program, the number of participants and the expected outcomes. These details will give representatives from partner organizations useful specifics about whether to take part.
Mentorship Is Mutually Meaningful
When people feel well-supported in public service roles, they’re likely to stay in them for longer and even recommend the organizations to people they know. Mentorship aids retention by offering cross-generational opportunities for participants to share knowledge and tips, creating situations that enhance all involved parties’ career growth and success.
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