According to the Office of Personnel Management, 57 percent of Federal employees eligible to retire, will do so through FY 2014. A study by the U.S. Merit Systems Protection Board (MSPB) reports that since a majority of supervisors tend to be older and have more years of service, they will be the first to retire before non-supervisory positions. Agencies need to determine how they are going to fill this supervisory void now rather than later.
This opens a plethora of doors for the next generation of government leaders. Earlier this year, Young Government Leaders (YGL) and GovLoop, a social media site for government employees, wrapped up the first-ever Summit dedicated to young rising stars in the federal, state, and local government. The event was an opportunity for first-time leaders to connect and share ideas, develop leadership skills, and learn from current government officials.
What changes will the next generation of government leaders bring to the work environment?
Agencies will have a mix of four or five generations working together in the next ten years. Each generation brings different backgrounds, educations, and work/life experiences to the workplace. Changes are evident. Virtual training, teleworking, and more flexibility will be requirements. What is important now is how agencies are preparing for the needs of new government leaders. According to the book, Generations at Work, organizations that have successfully leveraged the strengths of an intergenerational workforce have applied five critical operating principles into their workplace. If you would like to read more about these operating principles, you can access the white paper here.
How are you and your agency preparing for the “retirement tsunami?”