1. Governments face significant skills gaps, especially in digital areas like cybersecurity and data analytics. Younger talent are also not attracted to government careers.
2. To compete for top talent, governments must transform their approach to talent acquisition. This includes emphasizing purpose over long-term careers, focusing recruitment on social media platforms, and using data to anticipate skills needs.
3. A new talent acquisition strategy should build the government brand on social media, use analytics to track skills gaps and campaign effectiveness, elevate talent acquisition as a strategic priority, and continually test and refine recruitment efforts.
A somewhat longer version of my Frontiers talk about technology and the future of the economy, with additional material pitched to an audience of Internet operators at Apricot 2017, in Ho Chi Minh City, Vietnam on February 27, 2017
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
Early Stage Real Estate Tech Investment Thesis (Sept 2016)Earnest Sweat
Here is an example of a personal investment thesis that I created to share with venture capital firms. In this example, I provide my personal perspective on the real estate tech sector. For details on how I build this thesis check out my blog (https://goo.gl/CU4Qid).
Note: Some of the confidential information has been redacted for privacy.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Seizing opportunities with AI in the cognitive economybaghdad
Citizens increasingly expect that they own their
own data.2
They also expect heightened service
standards and stewardship from Government.
Yes, most discussions around AI center around
the “potentially devastating negative use
cases and unintended consequences” but
leaders recognize that technology-inspired,
society-scale innovation now fueled by data
is (again) changing life as we know it.
Leaders also see similar patterns from the early
internet days and not only want to transform
the business of government, but to also enable
citizens to navigate the transition well and position
to seize the exponential opportunities of the
new era. All are now asking critical questions
regarding data and its nascent foundations:
• Who owns the ‘data’ in big data?
• Where does big data stop and privacy start?
A somewhat longer version of my Frontiers talk about technology and the future of the economy, with additional material pitched to an audience of Internet operators at Apricot 2017, in Ho Chi Minh City, Vietnam on February 27, 2017
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
Early Stage Real Estate Tech Investment Thesis (Sept 2016)Earnest Sweat
Here is an example of a personal investment thesis that I created to share with venture capital firms. In this example, I provide my personal perspective on the real estate tech sector. For details on how I build this thesis check out my blog (https://goo.gl/CU4Qid).
Note: Some of the confidential information has been redacted for privacy.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Seizing opportunities with AI in the cognitive economybaghdad
Citizens increasingly expect that they own their
own data.2
They also expect heightened service
standards and stewardship from Government.
Yes, most discussions around AI center around
the “potentially devastating negative use
cases and unintended consequences” but
leaders recognize that technology-inspired,
society-scale innovation now fueled by data
is (again) changing life as we know it.
Leaders also see similar patterns from the early
internet days and not only want to transform
the business of government, but to also enable
citizens to navigate the transition well and position
to seize the exponential opportunities of the
new era. All are now asking critical questions
regarding data and its nascent foundations:
• Who owns the ‘data’ in big data?
• Where does big data stop and privacy start?
In this edition of our Work Ahead study, we explore the increasing primacy of digital within the context of the COVID-19 pandemic and assess what’s next for the future of work.
Porous Organisations
Here is our latest 2030 foresight.
This time we focus on the challenges for the future of work. Increasing competition for talent forces organisations to open their doors to a growing number of independent workers. This makes it difficult to maintain corporate knowledge and becomes a challenge for business big and small. In a highly volatile and increasingly complex landscape, many must learn how to manage a seamless flow of knowledge and ideas so they can adapt to changing customer demands, ensure capabilities are maintained and keep the doors to innovation open. Looking ahead, it seems that only the wealthiest and most attractive organisations (in the main technology companies) will be able to retain the loyalty of their employees. For everyone else, building and preserving corporate know-how within increasingly porous organisational boundaries will become a priority. As ever your thoughts and provocations are very welcome.
To access via website https://www.futureagenda.org/foresights/porous-organisations/
The Lone Star State is well known for being large in size, but did you know that they are also a major technology hub? Texas ranks only second to California in the number of technology jobs in America. In this infographic, Experts Exchange highlights the growth of the industry in Texas and takes a look at employment across technology jobs within the state. See how it stacks up next to other states, and explore the showdown between the two growing hubs of Austin and Dallas.
The Impact of the Consumerization of IT on the Public SectorGovLoop
The consumerization of IT is a trend that is not being taken lightly within government. With the speed at which technology changes, new devices, strategies and technologies have emerged in the workplace. Consider this, a computer in the early 1970s was a device that could fill an entire office. Today, 130 million Americans carry around smartphones with the same or greater computing power in their pockets. Not surprisingly, those same 130 million Americans want to bring those devices to work and access resources anytime, anywhere. But that access is a nightmare for security and regulatory personnel. So how can government move forward without risking the enterprise?
http://www.govloop.com/profiles/blogs/new-govloop-report-the-impact-of-the-consumerization-of-it-on-the
Government agencies are using the power of analytics to understand government performance as well as analyze key trends, catch fraud, and drive better citizen engagement. In this session, you will learn tips on using data to effectively do your job better. Learn key analytical strategies that will help you become an analytical star within your agency or organization.
What does it take to improve existing public services? Or create new ones which better address citizens’ needs? Which stakeholders need to be involved in order to have real impact? Which organisational set-up is required to create public value?
After recently visiting the ‘Politics for Tomorrow’ conference and being deeply inspired, we invited to an evening on ‘Designing services for the public’. While we discussed the basics in a meet-up two years ago, we took it a step further this time. What can we learn from international government labs for Germany? What are the pressing issues which need to be addressed? How can we as service designers contribute to this change?
Looking at examples from other parts of the world our very own Katrin Dribbisch and Martin Jordan pitched idea of running a ‘Public Service Lab’ in summer 2016 in Berlin. The event took place in the brand-new office of Fjord Berlin in Prenzlauer Berg.
As companies and governments around the world grapple with accommodating changes in the workplace, the workforce and the nature of work itself, we are pleased to be continuing our Future of Work foresight programme. Building on previous global research undertaken over the past few years, we are now looking in depth at six pivotal issues that have been prioritised as areas of major potential change. These are digital skills, soft skills, reinventing roles, the blurring of work, green jobs and digital productivity. Initially taking a European focus, with the support of Amazon, over the next couple of months a series of expert digital workshops are exploring the core shifts ahead and their implications for organisations and wider policy.
This PDF sets the scene for the dialogue both within the workshops and more widely. If you would like to be involved or have comments on the potential changes ahead, do let us know and we can accommodate. As always all discussions are under the Chatham House Rule and so there is no attribution and, as we progress with each area, we will be sharing a synthesis of all new insights and recommendations over the rest of the year.
In this edition of our Work Ahead study, we explore the increasing primacy of digital within the context of the COVID-19 pandemic and assess what’s next for the future of work.
Porous Organisations
Here is our latest 2030 foresight.
This time we focus on the challenges for the future of work. Increasing competition for talent forces organisations to open their doors to a growing number of independent workers. This makes it difficult to maintain corporate knowledge and becomes a challenge for business big and small. In a highly volatile and increasingly complex landscape, many must learn how to manage a seamless flow of knowledge and ideas so they can adapt to changing customer demands, ensure capabilities are maintained and keep the doors to innovation open. Looking ahead, it seems that only the wealthiest and most attractive organisations (in the main technology companies) will be able to retain the loyalty of their employees. For everyone else, building and preserving corporate know-how within increasingly porous organisational boundaries will become a priority. As ever your thoughts and provocations are very welcome.
To access via website https://www.futureagenda.org/foresights/porous-organisations/
The Lone Star State is well known for being large in size, but did you know that they are also a major technology hub? Texas ranks only second to California in the number of technology jobs in America. In this infographic, Experts Exchange highlights the growth of the industry in Texas and takes a look at employment across technology jobs within the state. See how it stacks up next to other states, and explore the showdown between the two growing hubs of Austin and Dallas.
The Impact of the Consumerization of IT on the Public SectorGovLoop
The consumerization of IT is a trend that is not being taken lightly within government. With the speed at which technology changes, new devices, strategies and technologies have emerged in the workplace. Consider this, a computer in the early 1970s was a device that could fill an entire office. Today, 130 million Americans carry around smartphones with the same or greater computing power in their pockets. Not surprisingly, those same 130 million Americans want to bring those devices to work and access resources anytime, anywhere. But that access is a nightmare for security and regulatory personnel. So how can government move forward without risking the enterprise?
http://www.govloop.com/profiles/blogs/new-govloop-report-the-impact-of-the-consumerization-of-it-on-the
Government agencies are using the power of analytics to understand government performance as well as analyze key trends, catch fraud, and drive better citizen engagement. In this session, you will learn tips on using data to effectively do your job better. Learn key analytical strategies that will help you become an analytical star within your agency or organization.
What does it take to improve existing public services? Or create new ones which better address citizens’ needs? Which stakeholders need to be involved in order to have real impact? Which organisational set-up is required to create public value?
After recently visiting the ‘Politics for Tomorrow’ conference and being deeply inspired, we invited to an evening on ‘Designing services for the public’. While we discussed the basics in a meet-up two years ago, we took it a step further this time. What can we learn from international government labs for Germany? What are the pressing issues which need to be addressed? How can we as service designers contribute to this change?
Looking at examples from other parts of the world our very own Katrin Dribbisch and Martin Jordan pitched idea of running a ‘Public Service Lab’ in summer 2016 in Berlin. The event took place in the brand-new office of Fjord Berlin in Prenzlauer Berg.
As companies and governments around the world grapple with accommodating changes in the workplace, the workforce and the nature of work itself, we are pleased to be continuing our Future of Work foresight programme. Building on previous global research undertaken over the past few years, we are now looking in depth at six pivotal issues that have been prioritised as areas of major potential change. These are digital skills, soft skills, reinventing roles, the blurring of work, green jobs and digital productivity. Initially taking a European focus, with the support of Amazon, over the next couple of months a series of expert digital workshops are exploring the core shifts ahead and their implications for organisations and wider policy.
This PDF sets the scene for the dialogue both within the workshops and more widely. If you would like to be involved or have comments on the potential changes ahead, do let us know and we can accommodate. As always all discussions are under the Chatham House Rule and so there is no attribution and, as we progress with each area, we will be sharing a synthesis of all new insights and recommendations over the rest of the year.
A widening IT skills gap is preventing many companies from cashing in on digital’s bright promise, casting a dark cloud over the global economy. Here’s how business leaders can attract, develop and retain the talent needed to succeed in today’s digital era.
The quest for digital skills is an Economist Intelligence Unit report, sponsored by Cognizant, on the supply and demand of digital skills across four industries: financial services, healthcare, retail and manufacturing.
Whitepaper - The need self service data tools, not scientistsJosh Howard
The federal government is one of the organizations most in need of data scientists, but hiring freezes, slashed training budgets and a lack of qualified candidates have all hampered the ability to recruit these types of professionals. Faced with such obstacles, agencies have been developing creative solutions to fill the hiring gap. Learn how to overcome these challenges with big data analytic tools.
An integrating framework that reconciles the gaps of supply and demand side initiatives and fuses together numerous GOI programs is the need of the hour. Model of such a framework is proposed here.
( Tasc One members are Parasuram Balasubramanian, Padmanabhan Jayasimha, T.R. Sankaranarayanan and Hariharan Shankar. All are alumni of IIT Madras)
An abridged version of this article was published in "Report: IITMAA Sangam 2019 - Reimagining India in 2030"
The Australian Digital Skills and Salary Survey Report 2015sladegroup
The Australian Digital Skills and Salary Survey was commissioned by the Slade Group Digital Practice and NET:101 and undertaken by Sweeney Research. The survey was conducted across 150 small to large Australian businesses from a range of sectors.
The survey focused on the current skill-level of digital talent; the acquisition, development and retention of digital employees; and the salary levels in line with responsibilities of digital talent in Australian organisations.
The study reveals: Australia is facing a major digital skills-shortage. In fact Australian employers are under-investing in the skills development of current employees, as well as struggling to find new digital talent. With the growing importance of digital in today’s business landscape, a lag in digital expertise in Australia is a major concern – one that has the potential to hinder the ability for growth and innovation.
Big data and analytics are held in high regard by agencies worldwide, but implementing government programs remains challenging. Bloomberg Businessweek Research Services and SAP launched a global survey in summer 2013 to analyze the views of public sector executives on the use and benefits of analytics.
The Australian Digital Skills and Salary Survey Report 2015 (authored by Eliz...Elizabeth Ebeli
AUSTRALIA IS FACING A MAJOR DIGITAL SKILLS SHORTAGE with a new study suggesting Australian employers are under-investing in the skills development of current employees, as well as struggling to find new digital talent.
Authored by Elizabeth Ebeli.
Commissioned by the Slade Group Digital Practice and NET: 101, and undertaken by Sweeney Research, The Australian Digital Skills and Salary Survey was conducted across 150 small to large Australian organisations from a range of sectors.
#NowHiring - The Role of Social Media in Agency RecruitingMichael Cirrito
LinkedIn & The Partnership for Public Service assess the rules of the road for Federal recruiters and talent acquisition professionals who want to be more engaged on Social Media. They spoke with The Office of Personnel Management (OPM), the Office of Government Ethics (OGE), and six different agencies to identify effective and approved practices for being more engaged.
2. 1. “Federal Workforce: OPM and Agencies Need to Strengthen Efforts to Identify and Close Mission-Critical Skills Gaps,” U.S. Government Accountability Office, 2015.
2. “The digital skills gap in government,” UK National Audit Office, 2015.
3. “Central government staff costs,” UK National Audit Office, 2015.
4. “Federal Workforce: OPM and Agencies Need to Strengthen Efforts to Identify and Close Mission-Critical Skills Gaps,” U.S. Government Accountability Office, 2015.
5. “The digital skills gap in government,” UK National Audit Office, 2015.
Missing out on talent poses a significant risk for
governments
The “government of the future” requires the right talent
in middle and upper management to drive effective
decision-making and lead the execution of new service
delivery models. As the needs of government change,
talent acquisition must step up to meet them. First,
digital is disrupting governments worldwide as public
sector organizations work to adapt to a digital model,
including “smart” infrastructure, e-government services,
open government, and new cybersecurity and privacy
challenges. Having people with the required knowledge is
essential to making the transition. Second, young people
are a shrinking proportion of public sector talent. With
a wave of retirements coming, it is time to replenish the
talent pool.
Skill surveys, including for several major governments,
point to a sizable gap in digital talent, highlighting
problems with recruiting. In 2015, the U.S. Government
Accountability Office (GAO) identified skills shortages
in various government occupations: cybersecurity,
information technology, economists, scientists and
engineers, as well as contract and acquisition specialists,
human resources specialists and accountants.1 That
same year, the UK Civil Service recognized skills gaps in
digital leadership, cybersecurity, data analytics, digital
forensics, digital program and change management,
and agile delivery.2 The Australian Government has also
acknowledged a shortage of data skills, releasing a data
capabilities framework in 2016 to drive its preparations
for a digital future.
Acquiring, developing and retaining the right talent are crucial
elements of an effective public sector talent management strategy.
The front end — talent acquisition — is particularly important
because governments must compete with the private sector
for top talent, sometimes at a disadvantage. To succeed, public
sector organizations must transition from reactive to proactive
recruitment. That means refocusing on digital and social platforms
to drive the quest for in-demand talent, including in technology,
data and analytics.
Furthermore, the public sector workforce is aging, and employment
surveys indicate that governments are not attracting young talent
to civil service. Many agencies globally report a glaring “generation
gap.” A UK Civil Service agency said the proportion of its workers in
their 20s dropped from 14% to 9% over four years, while those aged
50 to 59 rose from 26% to 31%.3 By failing to attract young talent,
governments have a weak pipeline for filling positions that will soon
be vacated by retiring civil servants, and they lack access to young
workers trained in new technologies.
The cost of skill shortages is high. The GAO report showed that
insufficient telecommunications knowledge across government
agencies led to delays and cost overruns of 44% when those
agencies transitioned to new technology platforms.4
In the UK, the
National Audit Office cites the risk of unsustainable cost reduction
or service deterioration if the government cannot transform its
digital skill sets by 2020.5
2 | Talent acquisition for the government of the future
3. 6. Search engine optimization/search engine marketing.
7. “The digital skills gap in government,” UK National Audit Office, 2015.
8. Yi Xue and Richard Larson, “STEM crisis or STEM surplus? Yes and Yes,” U.S. Bureau of Labor Statistics, 2015.
“Assessing the need for consultants and temporary staff,” UK Parliament, 2015.
Governments are on the back foot in the race for
needed talent
The gaps in digitally savvy and young talent highlight
a critical need for governments to attract an
unprecedented amount of skill and experience from
outside their organizations. However, competitiveness is
a roadblock in recruiting the digital talent, young talent
and, in particular, young specialized talent (such as data
scientists) required for the “government of the future.”
Key business drivers and widespread demand for these
competencies are fueling intense competition. LinkedIn data on
hiring and recruiting activity (2015) shows that government and
the private sector are competing for the same talent. The most
in-demand skills in 2015 were cloud and distributed computing,
along with data storage, retrieval and analysis. Mobile development,
network and information security, and user interface also ranked
high, further reflecting the importance of technical and data skills
to organizational efficiency, including for governments.
In this competitive environment, governments are lagging in
talent acquisition. In a UK Civil Service survey, 78% of respondents
indicated that demand, scarcity and competition pose major
challenges to recruiting to fill skills gaps.7 In the US, the Federal
Employee Viewpoint Survey indicates that the proportion of
agencies reporting that their work unit is “able to recruit people
with the right skills” is 43% for “mission critical” occupations. US
agencies report 800 funded positions open for at least 90 days
for systems engineers and other science, technology, engineering
and math (STEM) roles, with open and unfilled opportunities in
cybersecurity as well.8
Such results underline that attracting young
talent, particularly with in-demand digital skills, is a significant pain
point for governments. For example, millennials make up just 12%
of US federal employees in “mission critical” roles and just 10% of
all federal STEM employees.
In-demand skills, 2016
Cloud and distributed computing
*NR (Not recorded in 2015)
1
2
3
4
5
Statistical analysis and data mining
Web architecture and development framework
Middleware and integration software
User interface design
Network and information security6
7
8
9
10
Mobile development
Data presentation
SEO/SEM6
marketing
Storage systems and management
0
0
+6
+1
+5
+1
-1
NR
-5
-2
3Talent acquisition for the government of the future |
4. 9. “Purpose at Work,” LinkedIn, 2016.
10. “Assessing the need for consultants and temporary staff,” UK Parliament, 2015.
To compete, governments must transform their approach to
talent acquisition
Clearly, the face of in-demand talent in the public sector is changing to those
with a digital skill set, to young people and, in particular, to young talent with
a digital or data specialization. To match these needs, governments must
transform their approach to talent acquisition by speaking to the audience
they want to attract — the young and the digitally savvy.
To revamp talent acquisition, governments can reframe
their value proposition …
The value proposition for recruiting today’s top talent should emphasize skill development
and purpose at work. In this market, the employer-employee relationship is impermanent
and is instead focused on an alliance between both parties for a common purpose. Gone
are the days of long-term tenure and retirement benefits. Instead, entrepreneurship and
adaptability are now critical to growing a career. For the public sector, that means focusing
the talent acquisition strategy on mutual value creation rather than long-standing loyalty.
Employees invest in the organization’s adaptability, and the organization invests in the
employee’s employability. The public sector should explore reframing recruitment to hire
talent for specific, impermanent “tour of duty” jobs, encouraging employees to build
networks outside the government organization and creating active alumni networks.
The value proposition can also center on purpose, with a public sector career promising an
opportunity to make a difference and work on impactful projects. This message resonates
with in-demand talent and can be a crucial differentiator for government. LinkedIn research
shows that this message is effective with millennials, that 30% of the workforce is purpose-
driven and that purpose-driven candidates are highly productive performers who stay in
an organization longer.9
Furthermore, the US Federal Employee Values Survey shows that
90% of employees surveyed “say that the work they do is important.” Similarly, in the UK,
the Cabinet Office estimates that “interesting and demanding roles on offer in the public
sector” are a key driver for recruitment, and also work to overcome pay differentials with
the private sector.10
… and transition to a digital, social talent acquisition
strategy
Transforming talent acquisition is also about approach, with a switch to a digitally driven
strategy and digital platforms. The LinkedIn Global Recruiting Trends Survey (2016) shows
that recruiting top talent is a social strategy and highlights the importance of relationships.
Among 4,000 respondents, social professional networks ranked first as the key source
of quality hires, besting internet job boards (second) and employee referral programs
(third). Employer investment in brand is also making a resurgence and is now cited as a key
element in effective recruiting.
This is telling because it reflects the changing pool of in-demand talent as much as the
availability of new media to drive recruitment. By and large, millennials possess the sought-
after skills, so the way top talent in this generation looks for work is a vital consideration. US
survey data suggests that 60% of millennials apply directly to a company when searching for
a job. That is significantly ahead of the 45% who search through a networking or recruiting
event and 42% who use their campus career services. Thus, the “pull factor” of a social and
digital talent acquisition strategy — through both brand and relationships — is crucial.
Purpose is global
Purpose-oriented companies have
better talent outcomes
73%
of purpose-
oriented people
are satisfied
in their jobs
Five most purpose-oriented
job functions
Five least purpose-
oriented job functions
more likely
to be in
leadership
positions*
longer
tenure
more likely
to achieve
a high
performance
score
more likely
to be
promoters
of their
employers*
*Imperative 2015 Workforce Purpose Index
Compared with
64%
who are not
purpose-oriented
31%
31%
31%
30%
25%
Operations
Support
Finance
Purchasing
Accounting
Community and social services 54%
Entrepreneurship 51%
Education 49%
Healthcare Services 43%
Research 41%
Culture and values Mission and vision
Products and
services
37%
of Linkedin members in 40 countries
surveyed are purpose-oriented
Purpose brings satisfaction
Purpose-oriented professionals are
in every industry
Top three factors that entice purpose-oriented
people to accept a new job
3.5x
more career page
followers per employee
Awareness
Higher profile
+29%
average apply clicks for
LinkedIn jobs
Application
Drive applications
+24%
employees promoted
company-relevant content
Engagement
Deeper engagement
+27%
higher InMail
acceptance rate
Attraction
More sought-after
+10%
impacted hires
Hiring
More hires
Purpose-oriented
talent perform better
Performance
50% +47% +11% +30%
Source: LinkedIn
4 | Talent acquisition for the government of the future
5. Four elements of talent acquisition for the ‘government of
the future’
For governments to secure necessary talent, we
recommend a four-part action plan. Through these
steps, governments can transition to a digital, social and
analytics-focused approach and compete effectively for
the right candidates.
1. Use social platforms to build your brand
and consistently communicate your value
proposition
Compared with more conventional recruiting, transitioning
talent acquisition to social platforms is an obvious and
immediate win in cost reduction, reach and transparency.
Governments can widen the pool of available talent by
communicating at scale, including connecting with “passive”
candidates who are not actively looking for a new role but could
still be considered for a viable position.
Social-led digital recruitment also presents an opportunity to
develop a personalized connection with potential candidates.
Governments can create a dialogue with top talent focused on
purpose at work. Through direct communication and discussion
with young candidates and digital specialists, governments
can build a brand focused on career opportunities with social
purpose and the ability to “make a difference.” This is a huge
differentiator for the public sector and should be amplified in
the strategy.
Governments can use tailored digital communications to
consolidate their brand in diversity and flexibility. This will help
convey a crucial message — that government is a desirable
place to work — to younger workers or those from a tech or
digital background who are accustomed to an entrepreneurial
organizational structure. This brand strategy can also promote
gender diversity, a key consideration given that women
are significantly underrepresented in senior public sector
leadership. Communication tailored to in-demand female talent
could include, for example, clear messaging on the flexible work
culture and career options that promote work-life balance.
Gender diversity in public sector talent acquisition
For more, see the EY report “Think governments are achieving
gender diversity in the workforce? Think again”
EY research shows that diversity is
crucial to combating the challenges
faced by the public sector. In our
2016 survey of public sector leaders,
96% of respondents indicated they
believe diversity of thought and
experience will be key to navigating
public sector change.
Despite valuing diversity, many
public sector organizations are
not addressing the gender gap
in a way that will deliver the
needed change. Fifty-five
percent of respondents agree
that women are the single
most-underutilized pool of talent
in the public sector today.
55%
96%
2. Use data analytics to stay ahead of
talent needs
Through data analytics, public sector organizations can
assess and anticipate demand for certain skills. This should
be a collaborative effort by senior leadership, department
leaders and human resources. One possible form is a thorough
workforce assessment that examines talent, gaps, intersections
and threats, then links talent data to market and economic
information so government entities can anticipate future needs
and shortages. It could include the use of data mapping tools to
5Talent acquisition for the government of the future |
6. better see the ecosystem of available talent. Government and
public sector organizations can use this information to plan for
the future, including connecting with relevant talent early.
Digital social channels are an important asset not just for
executing talent strategy but also for generating information.
For example, the LinkedIn Economic Graph details labor trends
in certain geographies and skill sets. Granular and near-
real-time data on talent acquisition activity, as well as the
effectiveness of social campaigns, enables efficient and active
pursuit of much-needed talent.
Government and public sector organizations need to embed
these new analytics in decision-making frameworks. The ability
to connect market and economic information with internal
strategy and projections, including through predictive analytics,
provides a powerful platform for talent planning and for wider
budget and resourcing decisions. This new data and these new
test cases should be incorporated into planning and performance
metrics at the leadership level and within human resources.
3. Elevate and expand talent acquisition skills
in government
The burning need for young, in-demand talent points to an
elevated role for talent acquisition in government. Talent
acquisition would become a strategic priority at the level of
organizational leadership, giving it executive sponsorship, while
ownership of strategy would sit with human resources.
The rising importance of social talent acquisition strategies can
be a conduit for governments to reposition recruitment in their
organizations and revamp recruitment skills far and wide.
The social nature of recruitment means that everyone, at all
levels, is the “face” of the company and can play a proactive
role in acquiring talent. Governments should train existing
employees to strengthen this function. In particular, mid- and
senior-level managers can be advocates for their organization
in digital channels. Executives must also be present in the
social dialogue, with clear messaging to candidates and the
relevant skills to manage their role.
4. Test, measure, refine, repeat
Social talent acquisition runs on a fast feedback loop in
a noisy environment. Organizations must keep sight of
long-term objectives and work within a formal monitoring,
evaluation and investment framework. This requires solid
investment in testing, measuring and refining strategies.
Human resources departments should start building
credentials and metrics in relevant digital social circles —
for example, by testing and refining carefully researched
campaigns targeting specific groups; developing curated
and engaging content; and publishing material tailored to
target communities. At the same time, agencies should
develop specific criteria for monitoring and reporting on
skills gaps and on the “fit” of candidates acquired through
social channels, including individual action plans, targets and
outcome metrics. The metrics must be tracked consistently,
such as in regular reporting dashboards within human
resources and for department leadership.
Taking action on talent acquisition: immediate steps to kick-start transformation
• What is our value proposition in the
market, and where are there gaps
between our objectives and how
top talent sees our organization?
• Where are the “mission critical”
skills gaps in our workforce?
• Does our organizational structure
champion talent acquisition?
• How can we learn from new talent
acquisition strategies?
• Assess your value proposition through surveys or crowdsourced feedback from
in-demand talent
• Use data analytics to assess and predict skills gaps, reflecting organizational
strategy, macroeconomic trends and citizen feedback
• Partner with human resources to critically review talent acquisition in your
organization, including ownership and training at all levels
• Establish a formal mechanism for collecting, analyzing and sharing data-driven
insights from new strategies across the organization (including with leadership for
organizational strategy and service delivery, and with mid-level management for
program management
Ask Act
6 | Talent acquisition for the government of the future
7. 7Talent acquisition for the government of the future |
This insights report is the first collaboration between EY Global
Government Public Sector (GPS) and LinkedIn. It follows the
newly established strategic alliance between EY and LinkedIn, with
a foundation in social understanding and data and insight analytics.
In the spirit of the alliance, this report combines behavioral insights
from the LinkedIn platform and diverse perspectives from EY Global
GPS networks.
About EY Global Government Public Sector
At EY, we have global experience and advisory capabilities in
talent attraction, workforce planning, organizational design,
restructuring and lean programs, and change management for
government and public sector clients. EY is the most globally
integrated professional services organization — in our mindset,
actions and structure. We recognize the unequivocal importance
of talent and are growing a practice built on new insights
and integrated services for governments and public sector
organizations around the world.
Social media management HR function management Organizational design
EY Advisory’s customer services help
manage the client’s social media
function, usually as part of services
designed to improve performance in
marketing.
EY People Advisory Services (PAS)
assists the client with HR business
process outsourcing, HR function
performance, HR function strategy and
design, HR information systems, HR
process efficiency and standardization,
and HR shared services and global
business services design and
implementation.
PAS can help create the right type of
organizational design for the long-term
health of an organization. Services
include operating model design reviews,
as-is process and accountability mapping,
standardization capability and capacity
assessments, and implementation.
Strategic workforce planning Talent management and leadership
development
Mobility processes
PAS can help organizations develop the
right capability and capacity. Services
include workforce analytics, workforce
modeling, workforce planning and
deployment, and workforce strategy.
PAS can help enhance workforce
performance. Services include
conducting as-is culture diagnostics;
designing future state culture blueprints;
developing talent management
approaches and frameworks; assessing
as-is competencies; building leadership
development programs and performance
management approaches; and
developing and implementing diversity
and inclusiveness strategies.
Global Mobility Policy Advisory within
PAS can help develop and implement
international assignment and tax policies.
About LinkedIn
LinkedIn is the largest professional network
in the world. With 467 million members
(in the first quarter of 2016), it has
seen consistent double-digit growth in
membership in recent years and is forecast
to reach about 700 million by 2022. The
network offers insights on trends in the
global workforce to many of the world’s
major employers.