Analyzes lessons-learned from government downsizing in the 1990s and provides eight budget reduction strategies for policy makers and agency leaders as they begin to make difficult fiscal decisions about what’s important—and what’s expendable at federal agencies.
During the past week, revelations about misdeeds by Internal Revenue Service employees have provoked widespread and understandable outrage and provided ammunition for those who like to tear down government and its employees.
Just last month, headlines told a far different story — one of public servants playing critical and, in some instances, heroic roles as the nation experienced a series of disturbing events in rapid succession: the Boston Marathon bombings; the ricin-laced mailings to the president and a U.S. senator; a deadly fertilizer plant explosion in West, Tex.; and severe flooding in the Midwest and, in the background, saber-rattling from North Korea.
In these cases, law enforcement officers, first-responders, public health professionals, forensic analysts, intelligence officers and diplomats were on the job, answering calls for help, providing expertise and guidance, risking — and, in some instances, losing — their lives.
Individuals with science, technology, engineering, mathematical and medical (STEMM) skills play a key role in helping our government fulfill its critical missions and foster America’s global competitiveness. However, as the demand for STEMM talent increases and the supply shrinks, the ability for government to fill these critical positions is at risk. In this hyper-competitive environment, how can agencies increase their odds of landing the best STEMM talent?
That is what the Partnership for Public Service and Booz Allen Hamilton set out to understand in the newly released report, “The Biggest Bang Theory: How to get the most out of the competitive search for STEMM employees.” The report includes 10 best practices for how federal agencies can sharpen their recruiting and hiring game and land top STEMM talent.
Marking the start of Public Service Recognition Week, the Partnership is pleased to announce this year’s Samuel J. Heyman Service to America Medal finalists — outstanding federal employees engaged in important work to spur the economy, protect the environment and advance the health, safety and well-being of Americans.
The finalists are contenders for eight prestigious Service to America Medals, including Federal Employee of the Year, set to be announced on Oct. 3 at a Washington, D.C. gala. The Service to America Medals have earned a reputation as one of the most prestigious awards dedicated to honoring America’s civil servants.
In this uncertain environment, many federal employees are facing the same challenge: do more with less and do it better. The Partnership for Public Service and Deloitte’s new Best Places to Work in the Federal Government® analysis found that the vast majority of federal workers want to be innovative and are looking for ways to perform their jobs better. However, many employees said that they often lack their leaders’ support to do so, and even fewer said that creativity and innovation are rewarded in the workplace. There are exceptions, and the new analysis includes rankings of the most innovative agencies along with the biggest movers.
With broad strategic oversight and high-level responsibilities, the Senior Executive Service (SES)—the federal government’s elite cadre of leaders—provide key insights into an agency’s workplace culture and the unique pressures of federal leadership. How do these senior executives view their jobs and workplaces? Do their opinions differ from other federal employees?
According to the Partnership and Deloitte’s latest Best Places to Work in the Federal Government® analysis, members of the SES are more satisfied with their jobs than their employees. The government-wide score based on data from 2012 for senior federal executives was 82.6 out of 100, compared to a score of 64 for all other employees, an 18.6-point gap. To help diminish this satisfaction gap between agency executives and employees, the analysis includes actions that agency leaders can take.
It is a challenging time for federal agencies, and effective leadership is a necessity for guiding employees through the uncertainty. Federal employee attitudes toward their leadership are a major influence on job satisfaction and commitment and also have a significant impact on performance.
How satisfied are federal employees with their agency leadership? In the Partnership and Deloitte’s Best Places to Work in the Federal Government® analysis, federal leaders can find out their employees’ opinions of senior leadership and see whether their attitudes have changed from 2011 to 2012. The analysis also includes steps for improving employee job satisfaction and performance and the workplace environment.
The Partnership is pleased to announce that it has been selected as one of the “Best NonProfit Organizations to Work For 2013,” ranked five out of 50 nonprofits. The rankings are produced annually by The NonProfit Times, the leading business publication for nonprofit management.
The rankings are based on a nationwide survey of nonprofit employees that examines workplace practices in categories ranging from leadership and planning to work environment and training and development.
“It is a great honor to be recognized by our employees,” said Max Stier, president and CEO of the Partnership for Public Service. “Our success depends upon our people — they are the organization’s most important asset.”
The Partnership is recognized alongside well known nonprofits including the Wounded Warrior Project, Natural Resources Defense Council and American Heart Association.
The Partnership for Public Service is a nonprofit, nonpartisan organization that works to revitalize our federal government by inspiring a new generation to serve and by transforming the way government works.
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Identifying and implementing strategies to engage managers throughout the employee lifecycle is critical to meeting agencies' human capital needs. Join us for an interactive workshop, featuring executives from the Department of Labor, Department of the Treasury and National Science Foundation to find out where and when collaboration between managers and human resources professionals will have the most impact, ranging from recruitment and hiring to retention and more.
Wednesday, May 22
Developing your agency's virtual presence is critical to building and managing your brand, recruiting the right people, and recognizing and tracking your existing employees. In today's fiscal environment, effectively using social technologies can be a budget-friendly way to maintain your agency's presence as an employer of choice. Please join us for an interactive workshop to find out how your organization can select and implement social media to attract and hire talent. You will also learn which tools can be used most effectively in the federal space and tips for employing them at your agency through case studies and practical examples from government and private sector leaders.
Wednesday, June 12