Most supervisors want to support their teams — but where’s the line between helpful guidance and too much oversight? In our most recent Supervisors in Government Community of Practice session, we sat down with Julia Barr, Senior Manager, Partnership for Public Service, for a candid discussion on the differences between coaching and micromanaging, how eachRead… Read more »
People with disabilities, and particularly autistic individuals, struggle with lower employment rates and incomes compared to people who are disability-free.
Public servants rarely seek the spotlight. They spend their days solving problems, improving services, supporting colleagues, and helping communities thrive. Yet many of their contributions go unrecognized outside their immediate teams. That’s why the NextGen Public Service Awards were created: to celebrate the government employees who are making a real difference and ensure their workRead… Read more »
Even when people with disabilities have at least a college degree, they are employed much less frequently than people without disabilities with comparable education.
Working in government is fundamentally different from working in the private sector. It takes different tactics to build a successful public-service career.
The “star performer” model sometimes comes at the cost of excusing difficult personalities. “No Brilliant Jerks” may be the solution.
When an agency loses experienced employees, it also loses institutional memory. Building a knowledge-sharing culture can help stem the loss.
For government employees, the pace of change has ramped up over the past several years. While this has become a new sort of normal, it remains stressful.
In a federal workplace, the only constant is change — and sometimes chaos. Here’s how to stay steady, focused and productive through the shuffle.
An initiative to consolidate the federal government’s more than 100 disparate HR systems is long overdue, but technology alone isn’t enough. This is a once-in-a-generation opportunity, says one Featured Contributor, to create a human-centered, AI-enabled federal HR system designed for current workforce challenges, not for administrative problems that troubled government in the past.