Overview of the Problem
As Utahns who hold the bulk of the institutional knowledge approach retirement age, employers will need to replace larger numbers of workers. Across all sectors, but especially in the public sector, the greatest turnover in aging workers will be in executive and managerial occupations. A human resources crisis of this scale will threaten the government’s ability to serve the public well and meet the expectations of the people it serves. So what happens when the experienced Boomers start to leave the workforce and replacement workers are not available in the numbers necessary because the younger generations are choosing different, often multiple, career paths? Part of the solution involves creating a workplace that attracts and cultivates high caliber employees. Understanding how different generations act and interact can aid in addressing these problems. Public entities can then achieve their missions and we can look forward to a future where, once again, a job in the public sector is sought after and coveted.

There are Solutions
Researchers have associated different characteristics with each generation. Take a look at the following chart. Where do you fit in? Where do your co-workers? If you are a Boomer managing a Gen Yer, based on these characteristics, what could you do to motivate and reward this employee?

Recommendations for attracting and maintaining quality staff include:

• Streamline hiring practices.
  While government agencies have made great strides in this area over the past decade, some systems still operate slowly. In order to compete for the best and the brightest, public employers need to streamline their hiring systems into more timely and efficient mechanisms.

• Consider remuneration that rewards employees without having to accept promotion.
  Generation X and Generation Y are less attracted to climbing the ladder and more attracted to building their skills. Though government agencies cannot pay wages equal to the private sector, they are well advised to seek out remunerations strategies that are creative and will attract and retain younger generations. Try increasing time off amounts, offering tuition reimbursement, or allowing time off to attend training sessions and classes designed to build work skills. Also, consider nontraditional approaches to work, including flexible work schedules, job sharing, telecommuting, and part time employment.

• Rethink and redesign retirement plans.
  Traditional defined benefit plans may not attract Gen X and Gen Y applicants because they are considered too static. Given that the majority of Gen X and Gen Y members will work three or four different jobs before they reach age 40, defined contribution plans – 401(k) etc. - lend mobility and self-directed investment strategies to retirement savings, allowing potentially greater earnings.

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