The Future of Work: Finding the Next Generation of Public Servants
By Joan Slattery Wall
The Great Resignation. Quiet quitting. A generational divide. Baby boomer retirements. Amidst today’s workforce challenges, how can we find — and retain — employees in public service and administration?
One of the issues facing the workforce is a lack of turnover.
“Most of the government workforce is older and more experienced, and they’ve not been replaced with the same level of people. When there are vacancies, agencies are not attracting enough good candidates in many ways,” said Josh Hawley director of the Ohio Education Research Center (OERC), a unit of the John Glenn College of Public Affairs.
Meanwhile, we’re seeing a gap of employees between the more experienced generation and new hires.
“The problem with having so few people in the middle layer of 30- and 40-year-olds is that when the 60-year-olds leave, you’re leaving the agency or division to the youngest without any supervision,” Hawley said, “and they may or may not have the skillset to manage it.”
In addition, churn in the labor market continues.
Management Advancement for the Public Service
For more than 50 years, public and nonprofit professionals have relied on the Glenn College MAPS program, Management Advancement for the Public Service, to become better leaders. Each one-day course is designed to sharpen your skills, prepare you for the next step in your career and nurture your passion for public service.
White explains that ‘inclusion intelligence’ means consistently and successfully incorporate others into the group, regardless of their diverse make-up. It is based on habits of being fair, open, cooperative, supportive and empowering. Pulling collective intelligence from everyone leads to more productivity.
“Leverage inclusion as an organization tool,” White said. “When you do that, people feel valued, respected and appreciated. They feel like they want to give more, more, more and more.”