Human Resources and Security Specialists should use this tool to determine the correct investigation level for any covered position within the U.S. Federal Government.
It’s no secret that we need more millennials in the Federal government. Currently only 7% of the workforce is under the age of 30. And this sought-after demographic is a constant topic of the national conversation – their habits, their vices, their skills. But instead of talking about them, I want to talk to them.
So millennials, here’s what I want you to know.
We have a place for you in the Federal government. You tell us you want a job that matters, that you want to work for organizations that make a difference. You want to be in a place that encourages and rewards innovative thinking. You want to be able to develop your skills. And, most of all, you care about public service and believe that government can make a difference.
We know we can’t offer all the perks that the private sector does. We don’t have endless free food, company cars to get you to work or huge signing bonuses. But we can offer you the chance to develop, to lead, and to make a difference in people’s lives.
In the Federal government, you can have the job you dreamed of as a child. You can be a firefighter, an astronaut, or a doctor. You can help the homeless, care for our veterans, or meet with foreign dignitaries. You can help a budding entrepreneur start a small business, a student be the first in her family to go to college, or an inventor get his first patent. You can do almost anything in the Federal government.
I know you want a better hiring process. We’re working hard to make our job announcements easier to understand. We’re expanding our outreach to job seekers by increasing our use of technology to recruit, especially social media. And we’re launching a new applicant website this summer that will make one-stop shopping possible. It will have resources ranging from how to tailor your resume for a job with government to how to apply to the Pathways Program, all in one place.
I know you may not want to commit for the long term. You want to try new things and grow in a variety of jobs. I admire that and I respect that. So I am asking you to give us a try, to give Federal service a few years. We need your energy. We need your knowledge. We need your innovation.
Try us out. Check out the Pathways and Recent Graduates Programs. Apply to be a Presidential Management Fellow. Join the Federal family and see if we’re a fit. We have a lot of important work we can do together.
As I work to make sure we continue to build a model workforce for the 21st Century, I have been traveling around the country meeting with Federal employees, college students, faculty members and community leaders to learn from their experiences. This week, I spent some time in Silicon Valley talking to technology industry leaders about recruiting, retaining and engaging our employees.
What I learned is that cutting-edge companies like Facebook, LinkedIn and Google share many of the same goals and face many of the same challenges we do. The leaders I met with shared some compelling insights based on their experiences. We also shared best practices that are common to private industry and government.
Like the Federal government, businesses in Silicon Valley are competing for the best talent in their fields. And also like us, they know that attracting and retaining talent is vital. Each company has found its own, innovative way to tackle these challenges. One executive I met with talked about the need to find qualified candidates where they are. Another said that his company uses staff to act as recruiters on their own social networks.
It makes sense in today’s media environment to find ways to reach potential employees across social media platforms. We need to target qualified candidates by using the communications tools that they are already using. In order to recruit the most talented candidates in the hyper-competitive Silicon Valley environment, employers aggressively pursue candidates rather than wait for applicants to come to them.
Just as diversity is one of my highest priorities, the same is true in Silicon Valley. I talked with officials at several companies about how important it is to have a diverse and inclusive workforce. Many of these firms are using similar tactics. Some work with underprivileged and underrepresented communities to cultivate interest in IT and related fields from an early age. Most rely heavily on internship programs as a pipeline for talent. And others turn to advocacy groups to help recruit to underrepresented groups.
Officials at these companies also agree with me that an engaged workforce is vital. They are looking for creative ways to not only improve the workplace culture, but to use that culture to attract talent.
Some technology companies use an equivalent of our Federal Employee Viewpoint Survey to provide insights into employee morale and job satisfaction and as a vehicle for employee feedback. Company officials know that employees who believe in their mission and see a collegial workplace will want and encourage others to join them.
These companies really are a lot like the Federal government. We have the same goals and the same challenges. Our collaboration can only help to make our own efforts that more powerful.
My conversations with these companies, and others like them, are just beginning. We have agreed to maintain an ongoing dialogue and to continue to share best practices to help each other be model employers of 21st century.
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