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Materials for July 2019 EWF COI meeting

 

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Abstract

Key Talent Management Strategies for Agencies to Better Meet Their Missions - Briefing from GAO
July 11, 2019

July Meeting Agenda

  • Welcome and introductions – EWF COI Leadership
  • Updates from EWF COI Leadership - Projects & Upcoming EWF COI Meetings
  • Panel Presentation from GAO

 

Background on the Presentation

Technology, demographics, and attitudes toward work are evolving in the private and public sectors. But federal government employment policies were designed generations ago. As a result, the government may struggle to compete for talented workers—which is one reason why federal human capital management is an issue on GAO’s High Risk list.

At this Evolving the Workforce COI meeting, GAO will present and discuss their recent report, “Key Talent Management Strategies for Agencies to Better Meet Their Missions” that covers agencies’ talent management strategies, among other things. GAO will discuss how agencies are attracting and keeping talented workers by:

  •     Offering work/life balance such as flexible scheduling
  •     Recruiting graduating students earlier in the school year
  •     Making work meaningful and offering development opportunities


GAO Findings: Key Trends Affecting Federal Work

Federal work is changing amid demographic and technological trends.  Given these trends, key talent management strategies can help agencies better manage the current and future workforce. These strategies are all within agencies' existing authorities:

Align human capital strategy with current and future mission requirements. With shifting attitudes toward work, technological advances, and increased reliance on nonfederal partners, agencies need to identify the knowledge and skills necessary to respond to current and future demands. Key practices include identifying and assessing existing skills, competencies, and skills gaps.

Acquire and assign talent. To ensure agencies have the talent capacity to address evolving mission requirements and negative perceptions of federal work (e.g., that it is too bureaucratic), agencies can cultivate a diverse talent pipeline, highlight their respective missions, recruit early in the school year, support rotations, and assign talent where needed.

Incentivize and compensate employees. While federal agencies may struggle to offer competitive pay in certain labor markets, they can leverage existing incentives that appeal to workers' desire to set a schedule and to work in locations that provide work-life balance.

Engage employees. Engaged employees are more productive and less likely to leave, according to the Office of Personnel Management (OPM). Agencies can better ensure their workforces are engaged by managing employee performance, involving employees in decisions, and developing employees.

Key Talent Management Strategies for Agencies to Better Meet Their Missions - Panel

Moderator: Robert Goldenkoff, Director, Strategic Initiatives, U.S. Government Accountability Office (GAO)
Robert Goldenkoff is a Director on GAO’s Strategic Issues team where he leads a portfolio of work aimed at improving the federal personnel system, and making the decennial census more cost-effective. Outside of GAO, Robert serves on the Advisory Board of the George Washington University’s Trachtenberg School of Public Affairs and Public Administration, and his articles on federal management, science policy, and other subjects have been published in various journals. He received his B.A. (political science) and Master of Public Administration degrees from the George Washington University, and was a Presidential Management Fellow.

Shannon Finnegan, Assistant Director, U.S. Government Accountability Office
Shannon Finnegan is an Assistant Director with the Government Accountability Office examining human capital and tax administration issues.  Prior to joining GAO, she served as a Presidential Management Fellow at the Federal Air Marshal Service.  She earned her Master in Public Affairs from Indiana University’s School of Public and Environmental Affairs.

Shelby Kain, Senior Analyst, U.S. Government Accountability Office
Shelby Kain is a Senior Analyst with the Government Accountability Office examining human capital issues. She earned her Master in Public Policy from American University.

ACT-IAC Evolving the Workforce Community of Interest Leadership Team
Andrew McCoy, Industry Chair • Terri Shaffer, Government Chair
Christina Gonzales Vay, Government Vice Chair • Deb Tomchek, Industry Vice Chair
Bob Clarke, Communications Chair • Craig Petrun, Knowledge Chair

Document Date: 
Jul 10, 2019
 
Author (organization): 
ACT-IAC Evolving the Workforce COI
 
Document type: 
Other
 
Interests: 
Workforce Management