When looking to build out your team, how do you determine cultural fit? Given the need for government to hire candidates who align with the long-term objectives of an agency, one framework to use is missionary vs. mercenary.
We tend to hire those who look, act, think, and sound like ourselves – often without even knowing it. We just inexplicably feel better about those who remind us of us. We mistakenly call it “hiring for fit.” But it really is our egocentric bias.
Retaining talent is an obstacle currently faced by managers in the federal service. Here are three challenges we uncovered.
During the training, “5 Tips to Retain Your Team,” we suggested five approaches for managers who want to keep top performers.
This approach could be particularly useful for technical roles that receive large numbers of applicants but also those that have a clear set of qualifications.
Answering personnel management questions will be critical if the government is to excel in its missions and break free from overly bureaucratic processes in the 21st century.
User experience in government isn’t just about tech – it refers to how easy or difficult it is for government employees to get their job done.
It takes courage to hire folks who disagree with you. It sounds crazy, but the proof of value is there.
In the public sector we’re still recruiting for yesterday’s world. But this can change, and quickly, if you use talent pooling.
Most people would rather eat ground glass than write essays for job applications. Nevertheless, if you apply for Senior Executive Service (SES) jobs, training programs, fellowships or other selective career opportunities, you will probably have to answer odious essay questions.
