When presented with the opportunity to prepare a guest post for Careers in Government, I struggled to identify a topic that would be applicable for the wide audience touched by their web and social media presence.
Having spent quite a bit of time providing classification and compensation consulting, I could speak with some authority on best practices in pay system administration. Then again, I recently finished my tenure as a municipal CIO and could write about the challenges of and opportunities for effective public sector technology.
As I thought more about these ideas, however, I realized that they couldn’t keep a diverse readership engaged. So, I approached a colleague for his thoughts. He immediately directed me to the Beloit College “Mindset List,” which is compiled annually by Ron Nief and Tom McBride, director of public affairs emeritus and professor of English emeritus respectively. The premise behind The List is simple: it provides information about each class of students entering the first year of their post-secondary education.
“How is this relevant to Careers in Government?” you’re probably asking yourself. I’ve had the pleasure of working with a large number of public sector organizations, and the recruitment and retention of staff is always a top priority. To that end, I’ve drawn some conclusions about what public sector organizations (not exclusively local governments) must do to become more successful in their recruitment and retention efforts given the differences in perception that exist and are exemplified by The Mindset List.
#1 – Acknowledge that gaps are far more significant than we are mindful of!
I was floored when I read that the September 11 attacks happened when most of the students described in the 2018 List were in kindergarten! It takes this kind of milestone to truly appreciate how quickly the years go by. Acknowledging (and adjusting for) the generational differences that exist in our workplaces is vital. For example, the factors that brought many of today’s senior leadership into public service is not necessarily going to motivate those coming into entry and mid-level positions. The emergence of voluntary groups such as Code for America is indicative of an opportunity to change our recruitment strategy to focus less on what an employee receives in exchange for their time but instead the opportunity to be involved in government and the impact of that involvement on citizens.
#2 – Don’t let turnover be an excuse!
I had no idea that Bud Selig has been MLB Commissioner for 22 years (until I read the 2014 List)! While it’s impressive to see that kind of tenure, we can no longer expect individuals to spend their entire career with one or two organizations. Given the improvements in travel and the ease of communication, today’s workforce is more mobile than those in the past. As a result, people are changing jobs more regularly. I have often heard turnover used as an excuse to avoid investing in staff (apprehension about hiring and/or training people only to have them gain experience and leave). Public organizations simply cannot make this mistake! Once an organization accepts the fact that younger workers may have less tenure, they will see the tremendous talent pipeline that exists nationally, especially if flexible work options such as telecommuting or variable schedules are offered.
#3 – Recognize that technology is more than just the tools we use (a cost)…it’s an investment!
Looking at my “class,” the statement that stood out to me is that 24*7 news, weather, etc. have always been the norm. Since the 2004 List was assembled, though, technology has evolved from around-the-clock availability on cable to instant and direct access via smartphones, tablets, social media, etc. It is critical, therefore, that the public sector recognize technology has become more than just tools, but in many ways the very foundation of how we deliver services. This means that senior leadership needs to stop viewing technology as a cost and instead, when properly managed, an investment. The individuals joining the public workforce simply do not want to spend 40+ hours per week using outdated systems. Ranking technology expenditures with those in other priority areas will make public sector organizations more efficient and effective, but also more enticing places to work.
