Given sequestration and other budget pressures, we’ve seen a strong push among federal agencies to trim their real estate footprints and the associated costs. Telework—the ability for employees to do some or all of their work away from their employer’s traditional office— is the enabling factor here. When people are able to work off-site, less on-site space is required, and the square footage retained can be used more effectively to avoid paying for unused, idle space. The potential is significant—not only for monetary savings that can then be used in a more productive way to promote the mission, but also to increase employee engagement and satisfaction and to attract new talent.
Posted by Dr. Michael Gelles on December 11, 2012
With four generations — Veterans, Boomers, Generation X and Millennials — currently in the workforce, it’s not uncommon for government managers to adapt their management style to their own generation rather than fully consider how to manage a multigenerational workforce. On the contrary, all four generations are ultimately looking for the same thing in the workplace— an opportunity to serve the public interest in an engaging way, work-life balance and opportunities to develop professionally.
As the U.S. presidential election draws closer and the policy discussions and debate continue at a brisk pace, we’re examining the connection between public policy and talent. The gap between talent supply and demand is growing in this country. By now you know the issues and perhaps have experienced them firsthand: Shortages in skilled workers; a graying workforce; increasing competition for talent on a global scale; and a relatively short shelf-life for technical skills, making it difficult, but imperative, for workers in all types of jobs to keep up. America’s competitive advantage is also slipping. In the past five years, the U.S. has fallen from first to seventh place in the World Economic Forum’s Global Competitiveness Report.