Agencies need to transform recruiting to replace retirees and replenish government workforces

No question, government workforces continue to grow. Government employment in the United States increased by 56,000 in May, compared with the average monthly gain of 42,000 over the prior 12 months, according to the U.S. Bureau of Labor Statistics’ “The Employment Situation-May 2023” report.

As government workers retire, there are a number of steps government departments can take to recruit new, diverse talent, says John Dow, senior vice president – public sector and federal market unit lead at Revature, a global technology talent enablement firm, and the largest employer of emerging tech talent in the U.S. “Those steps start with reimagining the hiring process entirely,” Dow explains.

He urges agency talent scouts to be more flexible and to focus on candidates’ soft skills. “While some prospective employees may not have the specific experience recruiters are searching for, many can still thrive in the position with the correct training. Hiring for soft skills like resilience, flexibility, and customer service, while being willing to train on specific technical skill sets, can increase diversity and help organizations fill positions quickly.”

Dow says agency personnel directors should consider using non-traditional staffing methods as they recruit and hire new talent to replace retirees. Governments, he explains, need to think beyond traditional staffing methods in order to find and attract more diverse, readily available talent. “Organizations should consider approaches such as boot camps, apprenticeships and hire-train-deploy models. Under a hire-train-deploy model, for example, a trusted staffing partner hires candidates, screening prospective employees from a wide range of non-traditional sources with an emphasis on soft skills like resilience. Then, they’ll train the talent to the client organization’s liking while keeping the individual on their books.”

Dow’s firm, Revature, uses a hire-train-deploy model on behalf of its clients. It enrolls recruits in technology development trainings focused on building technical skills, enterprise development methodology and soft skills. “This ensures that candidates can become more well-rounded in their careers and continue to find opportunities for growth in the future,” Dow explains.

The Revature executive tells Co-op Solutions that agency headhunters need to tap into non-traditional talent sources. He notes that U.S. colleges and universities collectively produce around 4 million graduates every year, while the Bureau of Labor Statistics reports that 42.5 percent of recent college grads are unemployed or underemployed.

Dow explains: “Hiring and training recent graduates who demonstrate the attitude and aptitude to succeed, and regardless of the name recognition of the college or university they attended, for specific positions on government workforce teams can help bring those unemployed and underemployed numbers down while increasing diversity. For example, when state and local governments look to hire IT professionals, their first thought may be to seek graduates with computer science degrees from top-tier higher education institutions. By expanding the search parameters, agencies will gain access to a new, highly capable pool of talent.”

Dow says that upskilling, where the employer provides current employees or recruits with additional skills, is essential and non-negotiable in today’s highly competitive labor market. “No matter the industry, organizations everywhere should implement upskilling programs for their employees. By investing in a continuous training curriculum that is tailored to their organization, government agencies are better equipped to accelerate productivity and expedite talent mobility—i.e., promoting junior- to mid-level transition among workers at the agency.” He says this tactic will help to significantly boost employee retention. He adds that this tactic will yield another benefit: “Helping junior-level talent grow their career within an organization will increase diversity at every level.”

One ingredient is key, Dow believes. “It is more important than ever that local and state governments make diversity, equity and inclusion (DE&I) a top priority when recruiting for open positions—no matter the department.” He says that today, there are millions of young professionals who possess the attitude and aptitude to launch successful careers, but they don’t have access to the opportunities that can get them there. “It’s time for organizations everywhere to close that opportunity gap, by taking a holistic approach that identifies candidates based on soft skills, training them for specific roles, bringing the opportunity to them, and in doing so setting them up for success in their careers.”

Michael Keating is senior editor for American City & County. Contact him at [email protected].