Selden (2009) observes that there is a need to recruit people who are not only talented but who are ethical, accountable and loyal to the public interest. This raises the third possible solution to the competency challenge: the role of the Millennials: Millennials add value to the work place – they are great at multitasking, willing to make themselves available after hours and weekends are tech savvy, adept with social media and willing to speak their minds. Moreover, there is an increasing amount of literature out there that holds the view that Millennials actually like working for and favor the public sector. In a July 2010 report, commissioned by the Center for American Progress, Guy Molyneux and Ruy Teixeira find that a majority of Millennials are more likely to support political candidates who favor increasing government efficiency, effectiveness and performance. See report here: http://www.americanprogress.org/issues/public-opinion/report/2010/07/27/8078/the-generation-gap-on-government/

It was strong support from this very group that helped Barack Obama to win the White House in 2008. The study notes that 62 % of Millennials versus 46 % of non-Millennials favor a strong government whilst about 50 % share a favorable opinion of the federal government compared to just 30 % of nonMillennials who do not. It appears that this group strongly supports improving work force performance by reform of the federal government’s hiring and firing practices. They also favor modernizing technology systems for better service outcomes and applying the best private-sector management practices in order to improve government performance. This generation seems genuinely interested in solving big problems, assuming leadership responsibility and building a better future for their communities and the world. Young employees today are more mobile and are more loyal to people than employers. They are far more demanding of their employers than previous generations. It will be a great challenge for HRM systems to keep the most talented ones. Takeaway from this report: These two factors along with their strong support for performance-based policy decisions may in fact be the next critical step towards governmental meritocracy and bridging the generation gap. Millennials will be the next major generational group to” invade” the workplace. They may in fact “hold the key to a new era of public confidence in government”.Only time will tell.

Hannam and Yordi:”Successful integration of the four generations can lead to a stronger organization. Each generation can bring different sets of skills and life experiences to the workplace. Studies show that the successful integration of the four generations can also increase innovation and improve productivity if properly managed.”

Conclusion

             This is the first time in the history of the modern workforce that so many generations have worked side by side. Many employees today find that they are working closely both with people who are as young as their children and as old as their parents .To manage this diverse workforce it is imperative that

government leaders and HR administrators understand the mind-sets of different generations and how each group perceives the world – based on their experience. Administrators need to create a culture that draws in the younger ones and retains and motivates the older ones. There needs to be a platform where knowledge-sharing can happen. Most managers see intergenerational diversity as an asset. “Managers are realizing that age has just as much to do with employees’ hopes, learning styles and expectations as do culture, gender and other characteristics. By understanding each generation and by giving employees what they need to thrive, managers can do much to improve productivity and morale “[Kogan M, 2001). Selden observes that “Workforce planning is the process of identifying the positions, skills, and competencies that will be required in the future. The goal behind workforce planning is to place the right people in the right jobs at the right times, so that [government] agencies can accomplish their missions” [Selden S, 2009]. By engaging in proper workforce planning government agencies will find it a lot easier to bridge the generation gap.

 Hannam and Yordi:” Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, and deal with change and increase employee engagement”.

Selden [Selden S, 2009] defines Human Capital Management (HCM)   as the systems, policies, procedures, and practices of managing human capital within public organizations, whether merit or non-merit systems, civil or non-civil services. Ultimately the primary goal of an effective HCM system is to create a performance-aligned workforce utilizing human capital management systems, policies, procedures and practices, and more importantly, the latter must be aligned with the agency’s mission. Governments therefore should see the generational changes not as a crisis but as an opportunity to implement meaningful change by building a competent workforce.

  

References

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Selden, S. [2009]. Human Capital. Tools and Strategies for the Public Sector. Washington: CQ Press.

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Hannam, S,Yordi B. Engaging a Multi-Generational Workforce: Practical Advice for Government Managers. Retrieved from http://www.businessofgovernment.org/sites/default/files/Engaging%20a%20Multi-Generational%20Workforce.pdf