Innovative programs help governments cope with generational change: we must adapt our methods to best reach the talented upcoming generation of public servants and finance officials, and continue to get the best from more experienced public servants.

• Position: Solutions - Column

Adapted from the GFOA's Generational Change Task Force Report, available as a downloadable PDF at www.gfoa.org.

While state, provincial, and local governments have been busy in recent years addressing an array of challenges, an issue has been lurking in the background that has been described as the "retirement tsunami." Few governments are prepared for the many challenges that must be faced in addressing generational change of the workforce. There are differences in work style, motivation, technological skills, and personal values among the generations in the workplace, and we must adapt our methods to best reach this talented upcoming generation of public servants and finance officials, and continue to get the best from more experienced public servants. To assist local governments in making this transition, the GFOA has prepared a Generational Change Task Force Report that provides practical and supportive tools that will assist governments in meeting the upcoming challenges.

GFOA task force staff looked at public agencies with initiatives focused on issues related to generational change. Initially, these were identified through research and interviews with nonprofits such as the Center for State and Local Government Excellence, International Public Management Association for Human Resources, and AARP. Additionally, an article in the GFOA Newsletter requested information on programs addressing generational change. With the responses received, staff conducted interviews from August 2009 through March 2010. These interviews were supplemented by secondary research from professional and academia literature. Cases included initiatives in the areas of workforce/succession planning, internships, fellowships, university partnerships, encore careers, and employee development/training programs--areas GFOA research identified as offering promising practices for addressing the issues and objectives identified in the report. These interviews provide a foundation for the identification of strategies and task force recommendations.

INTERCONNEXT

How the Program Works. One of the case studies featured in the report outlines the Government of Saskatchewan's Interconnext mentoring and training program. Interconnext was started two years ago out of the New Professionals Network, which was created in 2003 to support employees who had five years or less of experience in executive government. The program focuses on providing this support through discussion forums, learning events, and networking opportunities. At its peak, the New Professionals Network had only 100 members, and it had difficulty in achieving some results. Interconnext, a formal division of the Saskatchewan government, was created to build on the program. Interconnext created a coordinator position to be funded by each ministry in the government, as well as establishing both an advisory committee and an executive sponsor group. The Interconnext proposal was approved and implemented in 2007. The program allows new public-service employees to make connections with other new employees, enjoy opportunities for professional growth, talk with senior officials, and share questions in a constructive environment. As of...