Cities across the nation are seeing great shifts in the workforce due to technology, changing demographics, a global pandemic and the call for more remote work options.
Georgia’s Cities caught up with Douglasville City Manager Marcia Hampton who is also the International City/County Management Association president, and Stan Brown, GMA Member Services Consultant and American Public Works Association President, to uncover some workforce trends they are seeing.
GC: What top two trends or changes have you seen in the municipal workforce? What successful strategies have you seen cities implement to manage these changes and employee retention?
MH: One major trend is tenure. Municipal employees are on average staying three to five years or less. The cost of turnover is hitting all government services. The second trend is a highly skilled work force. We are getting employees who have an educational attainment far higher than I have seen in the past 20 years of local government. This forces higher wages and expectations for performance and delivery.
I’ve seen cities utilize tools such as sign on bonuses, housing allowances, flexible schedules and a variety of other means to attract and retain talent. In Douglasville, we have heavily tapped into our internship and fellowship programs. We believe those just starting out in their careers that specifically seek out interest in local government are prime candidates for long-term interest in local government.
SB: The two trends that I’ve seen are the employees’ desire for more work/life balance and more effective communication. Today’s employee doesn’t always see work as the thing that defines them, but that it is just a part of the overall life experience. To assist in keeping work in perspective with family, friends, and other life passions, cities can consider alternate work schedules, telecommuting policies, more social interaction and creative efforts to insert “fun” in the workplace. As for communication, “one size-fits all” does not work. City leaders should consider staff web portals, community service projects and team building events to strengthen relationships that can lead to better flow of information.
GC: Have you seen “unintended” efficiencies that resulted from changes implemented due to the pandemic?
MH: The best unintended efficiency that I have witnessed is a revaluation of how to provide services. The pandemic gave everyone an opportunity to take a step back and force efficiencies in all areas.
SB: I’ve found that through remote work, employees seem to deal with life distractions in a more flexible way while still getting the job done – which after all is the goal. Also, virtual platforms have brought our workforce closer and encouraged more interaction.
GC: What new ways have cities had to learn to compete with the private sector for top candidates?
MH: For years, cities were able to boast about benefits offerings such as healthcare and retirement offering that were superior to the private sector. Currently potential candidates aren’t as interested in those things as they are environment and culture. Local governments are forced to educate potential employees about the intangible benefits of local government, such as giving back, community service, and building and maintaining quality life for today and the future.
SB: One of the most effective ways to compete for top candidates is to focus on the service aspect of working for the city. Public service is more than a job—it’s a calling. Recruitment for the top candidates should focus on how the candidate can make a difference in the community and have a true impact on the lives of others. Competitive pay and benefits as certainly important, but a culture that values and engages employees and truly strives to provide the workforce with the tools for success are likewise important.
GC: What’s the most significant change you expect for your city’s workforce in the next two years, and how are you preparing for it?
MH: As a long-term employee of the city, I’ve witnessed many employees that I know retire or move on to other careers and/or local governments. I am preparing for this by educating my elected officials and department heads about how to survive and understand turnover. Turnover is not always a bad thing. It can be chaotic if not managed properly. We must fiscally plan for it as well as prepare our workforce for it. Employees will have to be crossed trained and ready to take over at a moment’s notice as the wheels of government continue to move.
GC: What advice would you give to cities about managing change in the workforce?
MH: My advice is to accept the current climate, make the most of it and prepare for its impact on today and the future.
SB: I’d advise cities to remain flexible, focus on how you communicate, recognize generational differences and strive for diversity, equity and inclusion. We should always keep in mind that it’s our differences and uniqueness that make us stronger. I’d also recommend fostering a culture of work-life balance, communication and career development. Showing your workforce that you truly care about them makes all the difference.