WORKFORCE
employees could enter through Enterprise Civilian Talent Acqui- sition Programs, such as the Army Fellows program, which offer an array of developmental opportunities.
“Organizations are learning that they have to be adaptive. Now they are saying, ‘If I can’t offer this benefit, what I can offer is some- thing else,’ ” said Maj. Kevin Harris, DACM proponency officer.
“Using old recruitment, retention and workforce management methodologies is like trying to force yesterday into tomorrow.”
MISSION FIRST, PEOPLE ALWAYS “We take ourselves wherever we go, therefore personal concerns influence professional behaviors and engagements,” said Compton.
Because of this, connectivity through work experiences is vital to attracting candidates. Today’s workforce looks for work environ- ments that prioritize meaningful work and workers’ well-being.
As the most diverse and outspoken generation, Gen Z is partic- ularly concerned with having a sense of belonging and feeling appreciated in the workplace. From the start, hiring managers will need to show that the organization is worthy of trust.
How does a budget officer or human resources specialist support the Soldier in the field? Tis is the question hiring managers must answer for potential hires. If they can’t make a connec- tion between the daily tasks they’ll be doing and the broader accomplishments of the organization, then the motivation to work isn’t there.
Organizations can communicate that connection by personaliz- ing candidate experiences as much as possible. During the hiring process, remember the following:
• Job postings should be concise yet compelling and cover how certain tasks contribute to the big picture, possibly linking candidates to career pages or media content that
highlights employee experiences or how the organization is fulfilling its mission.
• Focus job descriptions on the candidates’ needs, not just the skills the employer is seeking.
• Getting on the phone or into an interview as soon as possible allows interviewers to demonstrate their own passion for the job, and helps candidates understand the value of the mission in guiding their objectives.
• Bring awareness to benefits that show a concern for work- ers’ well-being, like mental health resources, counseling programs and diversity, equity and inclusion initiatives. Emphasizing how the organization prioritizes the well- being of its employees builds a positive rapport with the candidate.
CONCLUSION “Using old recruitment, retention and workforce management methodologies is like trying to force yesterday into tomorrow,” Compton said, adding that employers must innovate not only with technology but with all their resources, especially human capital. In this job economy, “how we demonstrate meaningful- ness, safety and availability in the workplace will determine the type of employees we have in the roles.”
Part of the effort to innovate is practicing what is preached. Whether it is upholding concepts like work-life balance or foster- ing connectivity, organizations need to commit to the long-term vision. It’s one thing to hire great workers; it’s another to keep them. As the boomer generation rolls into retirement, it is imper- ative that government employers not only bring on young talent but keep them in the workforce long after hiring. Improving the hiring process may just be the beginning, nevertheless, it is an important step in the right direction.
For more information on DACM’s civilian programs or acquisition career development opportunities, go to
https://asc.army.mil/web/ career-development/civilian.
BRIANNA CLAY is an Army Public Affairs Fellow and public affairs specialist at the U.S. Army Acquisition Support Center. She holds an M.S. in international affairs from the Georgia Institute of Technology and a B.A. in international affairs from the University of North Georgia.
https://
asc.ar my.mil
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