The goal of the program is to help early-career young government professionals (GS-9-GS-12) to achieve greater clarity around their career goals and to develop the skills that align to their goals over the course of the program so that they can move to the next level in their career.
Permanent link to this article: http://younggov.org/programs/developingleaders/
The Fascination for Knowledge
Millenials grew up with access to the latest technology and the Internet but they also saw the market crash in 2008. The increasingly high cost of living changed their outlook for the future and led them to reexamine their career goals. Nowadays, more Millennials are choosing to take advantage of obtaining a graduate degree in order to increase their chances of obtaining a well-paying job in an increasingly competitive market. For some, however, going back to school is simply a way to satisfy their craving for learning.
A recent study from Forbes showed that Millennials value training and development the highest among the dozen categories of benefits offered in the workplace. These results showed that Millennials want to continuously learn new things and develop skills as they grow in their careers.
The Challenges in Training and Development
Training costs money and since government agencies have a responsibility to tax payers to use funds appropriately on every level of the organization, getting approval for training courses and other professional development programs for agency employees can be challenging at times. There’s the approval process, which in itself can take ages. Then there’s always the possibility of pushback from higher ups because the program office do not have the budget or the resources to cover your absence. If government agency practices continue to derail opportunities for information starved Millennials, they are in danger of losing emerging leaders in government. TinyPulse, an organization that studies employee engagement and retention stated that 75% of Millennials would consider leaving their job if they don’t see options for professional development. This telling statistic makes it clear that Millennials consider training and professional development a priority and a major deciding factor in their careers.
How to Find the Balance?
It can be frustrating when something like government bureaucracy prevents you from getting approval for training that will enhance your skills in your current role. The best thing to do is to remain pro-active when it comes to your career and take advantage of every resource available to you including those outside of your agencies. Keep in mind that professional and even personal development opportunities can come in different forms. Some are through formal channels such as agency driven organizational initiatives like shadow and mentor programs, lunch and learn meetings, and/or lecture series presented at your agencies. You can also take advantage of the vast amount of internet-based trainings available for free and professional organizations such as Young Government Leaders that offer similar opportunities. Finally, come up with a strong case as to why a training or conference is important for your development as an employee and volunteer to share lessons learned with the agency upon return. Work with your supervisor and director in developing an individual development plan because understanding the barriers to accessing training and development in your organization will help you close that gap.
This article was written by By Doni Mckoy
Permanent link to this article: http://younggov.org/training_and_development/
Today is Mother’s Day and we thought it would be a good time to hear from some inspired moms who raised the next generation of young leaders and learn about their perspective on their children’s careers and on public service in general.
Joni Pfeffer’s daughter Danielle is a YGL member from the Greater Kansas City Chapter. Janice McKoy’s daughter Doniella serves on the YGL National Board while Janice Nealy’s daughter Ashley is President of the YGL Atlanta Chapter. Carol Zur’s daughter Julia is a new employee at the Department of Health and Human Services working in Rockville, Maryland and Branka Balac’s daughter Jovanka serves on the YGL National Board.
When asked, what do you say your child does?
Joni: “I tell them proudly that she works for OSHA and she’s a whistleblower investigator.”
Janice M: “She’s an emergency manager for the New York City Office of Emergency Management. I wouldn’t say I have details, but overall I know she pulls different agencies together in an emergency. She protects people.”
Janice N: “She works for Treasury and she works in IT. I know she does the website, and she talks about tickets from people.”
Carol: “She works for SAMSHA. She works at HHS with opioid research and projects related to financing health services.”
Branka: “She’s working for the government. I don’t know what, but every time I talk to her, she’s happy and she’s smiling, so I assume she likes it.”
Why is the work they do important?
Joni: “She helps people who are the underdog and are trying to do the right thing. It’s helping people who’ve been wronged.”
Janice M: “Any kind of essential service that protects people, if it’s a civic duty, I think it’s important.
Janice N: “She keeps the public informed and makes sure they have the information they need.”
Carol: “So many people need behavioral, mental health, and addiction services and it’s not a high priority for the powers that be. Hopefully the work she does will have an impact on the funding of social services.”
Branka: “I can see how she’s taken care of, that she likes what she does—not just likes, but values what she does—and she has a lot of possibilities. That’s what ‘important” means to me, taking care of her.”
What did they want to be when they grew up?
Joni: “I don’t remember now. I remember talking to her about being a lawyer because she liked to argue (laughs).”
Janice M: “I think she wanted to be an anesthesiologist for a really long time until her guidance counselor talked her out of it.”
Janice N: “I remember at one time she wanted to work on animated movies, like Disney movies.”
Carol: “Once she was in high school, and certainly in college, she had a real soft spot for homeless people. She wanted to do something to help them, and the mentally ill among them, but she wasn’t sure in what way.”
Branka: “I remember she was always saying she was going to be a a brain surgeon. She said she wanted to operate on her aunt and I. I didn’t worry, because she was scared of blood.”
Do they like their job? Why?
Joni: “She loves her job. It’s mentally stimulating. We used to call her ‘the rule police’ when she was a kid. Now that’s what she does for a living, enforces the rules. She finds the cases interesting and each one is different.”
Janice M: “I think she does. She’s very civic-minded and wants to make a difference. In a crisis, she can try.”
Carol: “I think she’s passionate about the causes. There’s a lot of red tape though and I know that frustrates her. She is learning a lot and feels she is helping to create change for underserved populations.”
Branka: “She likes it. She’s told me many times. She’s had jobs before with a lot of pressure, and I never saw her smile.”
Has their work changed how you feel about government?
Joni: “I work for the government myself. It’s a great place to be: the pay and benefits are good and it’s a secure place to be. The other side is that the government is a huge bureaucratic organization and you have to deal with a lot of bureaucrats and bureaucratic b.s.. That trickles down and you deal with it on the front lines sometimes. As screwed up as the government can be, I believe that we have the best country out there.”
Janice M: “I think it’s scary that they don’t pay them enough. They encourage them to find a roommate! If you’re a decision-maker in a crisis, you should get paid enough to have a roof over your head. We don’t take care of people who are providing an essential service.”
Carol: “Having worked in local government for many years, I am familiar with policies, politics and red tape. On the flip side, I’m also familiar with the many dedicated people working for the government who actually are able to institute change. I think she’s observed the same.”
Branka: “In the government, you have a job and you aren’t scared. One day I might come in to work and not have a job. If I was younger, I’d be looking for a government job.”
What do you hope your child gets out of their career in public service?
Joni: “I see her as a leader. I’d love to see her rise up in administration. She’s one of the fairest people I’ve ever known and I want to see her get what she deserves.”
Janice M: “Are you kidding me? I still haven’t figured out what I want to do! I’m sure that she’ll still be doing something that helps people’s lives. I don’t see her stopping that. She’s a very tenacious person.”
Janice N: “I hope she can get into a leadership position one day. She does a lot of training in leadership and so I think she’d like to follow that path. She has a lot of activities outside of work and she’s always taking the lead. She makes sure to get things done. I don’t know how she finds so much time in the day, but she finds the time.”
Carol: “I hope that she’s able to see some of her dreams to come to fruition. I hope she maintains her passion and enthusiasm and that she is able to impact the lives of many people. She has a wonderful work ethic and I’m confident that will remain. If she stays in the public service field, I hope she is able to take on a higher leadership role and move mountains for the underserved.”
Branka: “I came to the U.S. from Bosnia. All of the English I know is what she taught me. I never got a nice job like the one she has and I had to work and work and work to take care of my family. We’ve worked very hard to give her a chance for an education and not to want for anything. She is so smart and she’s seen so much of the world already, I am so proud of her. My goal would be that she continues doing what she likes and establishes roots in a field like that for most of her career. With all the trouble I went through to have her, and bring her here, I want her to have the best.”
What do you do?
Miesha: “I work for DHS. I’m also a mother of three.”
How old are your children? Do they understand what you do yet?
Miesha: “12, 3, and 1. The way the 12 year-old describes it, I work for the President. It’s hard to explain it to her. I think she just assumes I work all day to support her needs and wants.”
Are there things other parents working in the government have said or done which make sense to you now?
Miesha: “I was fortunate enough to work with several moms with teenagers. One of the biggest things they used to say was how important it is to cherish your time with your children. They won’t always be young; they won’t always look up to you the way they do now. I took that to heart and now I take every chance I get to spend time with them and cherish them right now.”
This article was written by Joseph Maltby.
Permanent link to this article: http://younggov.org/ygl_moms/
GovExec recently reported that the IRS sees a looming demographics crisis caused by low recruitment of younger workers coupled with an ever-growing share of its workforce eligible for retirement: 40% by 2018. As Commissioner Koskinen put it, “…if we don’t have enough young workers in the pipeline, the IRS will have great difficulty developing the next group of leaders it needs 5 or 10 years down the road.”
This isn’t just one agency’s challenge. According to OPM, less than 1% of the federal workforce was under the age of 25 in 2013, and approximately 6.5% was under 30. Analysis by Deloitte suggests this isn’t because younger workers aren’t interested in federal service, but because there haven’t been enough jobs available to the average young person interested in federal service. To make matters worse, the wave of retirements may start sooner than 2019. The GAO reports that 30% of the federal workforce will be eligible to retire by September 2017 and that attrition from the federal workforce has been increasing since 2012.
In searching for tomorrow’s leaders to carry on the valuable work our federal agencies perform and to secure the legacy today’s leaders will leave behind, agencies must seek new solutions. Luckily, they have a valuable and often overlooked asset in this quest: their existing young workforce. No one understands young potential recruits like their peers inside the government. It’s like having a free market research group inside your agency. This is a group of people who are passionate about serving the public and craving opportunities to make a difference. Agencies can use them to help fill the pipeline of future leaders.
Unfortunately, one of the biggest reasons Millennials leave government is because they feel disconnected and their careers are stagnant. With that in mind, here are three potential solutions to resolve the looming government demographic crisis involving recruitment and retention:
- Have Employee Resource Groups (ERG) catering Millennials. Research has shown, that ERGs are a proven way not to only raising cultural awareness but to increase retention.
- Develop a portfolio of learning and development opportunities encompassing mentoring, coaching and leadership development programs. Millennials crave constant learning. Limited budgets hinder the growth of young employees needing training to move their career forward.
- Highlight programs that benefit work-life balance. In other words, embrace the motto work hard play even harder.
But it won’t be enough to change the way young people are recruited or the programs agencies implement to keep them engaged. Agencies must also be open to changing how they think about jobs, career paths, and workplace culture in order to ensure that there is a constant flow of new ideas and fresh blood revitalizing the federal government. Federal agencies, like all workplaces, are beginning to feel the influence of new generations on their standard practices. This is a chance to start a dialogue with young workers and future recruits. The agencies and leaders who are most open to new ideas will be the ones that succeed at sustaining their workforce of the future. As a result, agencies will be able to successfully continue implementing their mission. In addition, they will be at the forefront of building a better model of federal service for employees of all ages, which will be a competitive advantage when seeking top talent.
As President of Young Government Leaders (YGL), I’ve had the privilege of talking to many of my peers inside and outside our organization. I’ve heard their passion for service, their enthusiasm for the mission, sense of innovation and creativity, and their burning desire to stand up and be counted. When we bring them together for trainings, events, and conferences, we hear one question above all else: “How can I make a difference?” Allowing us to lead the way in resolving this demographic crisis is one answer to that question. The federal government has many challenges to face in the years ahead and all those we serve are counting on us to find a way forward. We won’t let them down.
This piece was written by Joseph Maltby with contributions from Miguel Joey Aviles.
Miguel Joey Aviles is the President of Young Government Leaders, the only 501 (c)3 non-profit professional organization founded by, and led by, young government employees. He is an emerging leader advocate and works as a Program Manager in Leadership Development at a federal agency.
Joseph Maltby is the YGL Research and Advocacy Director, overseeing research for the organization as well as helping YGL use the results to inform the public about the interests and needs of the next generation in government. He is a change management consultant for a federal agency.
Permanent link to this article: http://younggov.org/young-feds-solve-government-demographic-crisis/
Deloitte released the results of its 2016 Annual Human Capital Trends Survey and the revelations were all too familiar. As it turns out, government employees are facing almost the same challenges as our private sector counterparts. Here were some of the highlights.
The private sector is also concerned about demographics.
From the report: “Millennials now make up more than half the workforce, and they bring high expectations for a rewarding, purposeful work experience, constant learning and development opportunities, and dynamic career progression. At the same time, Baby Boomers working into their 70s and 80s are being challenged to adapt to new roles as mentors, coaches, and often subordinates to junior colleagues.”
There have been hundreds of blog posts and articles about generations in the government workforce over the past few years and OPM covers the topic as part of last year’s REDI workforce roadmap. This is happening everywhere.
We may soon be facing more technological change at work.
“Technologies such as mobile devices, 3D printing, sensors, cognitive computing, and the Internet of Things are changing the way companies design, manufacture, and deliver almost every product and service, while digital disruption and social networking have changed the way organizations hire, manage, and support people.”
While the private sector embraced technological change, government remained mostly in the dark ages. The resistance to change however is slowly crumbling, therefore expect to see the same technologies now impacting corporate life appear in government offices over the next 5-10 years.
Career paths are changing for everyone, but faster in the private sector.
“The days when a majority of workers could expect to spend a career moving up the ladder at one company are over. Young people anticipate working for many employers and demand an enriching experience at every stage. This leads to expectations for rapid career growth, a compelling and flexible workplace, and a sense of mission and purpose at work.”
Government employees stay longer in their jobs, nearly twice as long according to the Bureau of Labor Statistics, but that is shortening, especially as the public sector workforce gets younger. As people move around and as their expectations change, will government professional development programs keep up? The private sector is struggling, with half of executives surveyed saying their companies aren’t ready to meet leadership needs.
Employee engagement matters everywhere.
“Last year, ‘culture and engagement’ ranked as the most important issue overall. This year…both [culture and engagement] placed near the top of the importance list, with 86 percent citing culture as an important or very important issue.”
Just as it was on the Federal Employee Viewpoint Survey, the private sector employees also felt that employee engagement within the workplace was important and will remain relevant for years to come. As such, the younger employees in both private and public sectors will be playing a crucial role in shaping a new work culture for the future.
This article was written by Joseph Maltby.
Permanent link to this article: http://younggov.org/future-human-capital/
I first heard about YGL from an ex-colleague just as I was starting my new career. The details she gave me were vague but it was enough to pique my curiosity. I researched the site and ended up signing up for the newsletter. Couldn’t hurt right? After all, the concept that it was an organization filled with young professionals working in federal government greatly appealed to me. Little did I know that me signing up to receive the YGL newsletter will eventually lead to me becoming its editor.
In all honesty, the primary reason I joined YGL was to make friends. I was (and still am to an extent) very new to federal government and to the Washington, D.C., metro so I wanted to connect with people my own age that understood what it is like to work for the government. It wasn’t long after I started my government career when I realized that life in a federal agency was a completely new ball game. It was particularly challenging for Millennials like me so I sought to find teammates who not only shared the same interests, but also have the same forward thinking attitudes.
The second was to widen my professional network and YGL seemed like a great place to start. I identified with being young, both in age and career level within government, and I always thought of myself as a natural leader. What I liked most was YGL’s pitch about providing “a voice to aspiring government leaders.” It signaled to me that this was an organization that welcomes change and isn’t afraid of evolving. The career advancement opportunities were aplenty too. Finally, the membership was free. I weighed the pros and cons of joining and the decision, really, was a no-brainer.
I’ve only been on the YGL leadership board since December of 2015. Despite that short tenure I can honestly say that the rewards have exceeded my expectations. Not only have I met plenty of interesting folks, I became friends with some of them too. In addition to expanding my social network, I’ve also picked up tips about organizational management, leadership, and communications that I began to apply within my own agency. The results are encouraging thus far proving once and for all that any empowered “young” person in government has the capability to facilitate change, a little bit at a time.
What’s your YGL story? Share your own motivations for joining the organization and let us know your personal and professional success stories.
Permanent link to this article: http://younggov.org/why-i-joined-ygl/
This lecture will provide guidance and strategies for young professionals as you strive to develop the knowledge and techniques that will make you successful in navigating the challenging business environment in the Public and Private sectors. It takes you from where you are now through the next steps of your career, covering topics such as personal branding, goal setting, the recognition of business and personal agendas, and the interplay of all these within the formal and informal structures of an organization. The concepts shared are easily relatable, enabling you to develop your own strategies as you prepare to advance in the business environment. By providing you with tools to recognize the impact of competitive forces on your plans and identifying key tactical steps that you can take to ensure success, the highly interactive and engaging session will help you extract real value relative to your position in life and the next steps you will be facing in your careers.
Permanent link to this article: https://www.eventbrite.com/e/keys-to-navigating-the-business-environment-tickets-19973776102
Permanent link to this article: http://www.affirm.org/event/affirm-and-yafcea-after-hours-november
WASHINGTON – On October 1st, 2015, Miguel Aviles will be confirmed as the next President of the Young Government Leaders (YGL), a 501 (c)(3)non-profit professional organization founded by, and led by, young government leaders. Aviles will lead a membership of over 20 chapters and 8,000 emerging leaders from across the nation.
“I’m honored and excited to lead such an amazing orga
nization. It has always been my passion to recruit, develop, and bring future government leaders together. We must bring in and retain young, smart, diverse, and passionate people in government and help mold them into the government leaders of tomorrow. Young Government Leaders is in a great position to meet these critical challenges.”
Aviles assumes this role after spending 2 years as YGL’s Chief Learning Officer. Aviles founded YGL University, a novel initiative that empowered emerging leaders to thrive in dynamic environments through knowledge sharing, learning & development events and mentoring. During the last year YGL U successfully executed the Senior Executive Association and YGL Mentoring Program, launched a cloud-based Learning Management System and provided multiple developmental forums on resume writing, resilience, and Executive Core Qualifications.
“When we can connect, train, and create a workplace to foster the leaders of tomorrow, it creates a more responsive, transparent, and responsible government at the state, local, and federal level. YGL is committed to providing authentic voice for our generation of aspiring government leaders. We provide a community and infrastructure that will educate and inspire current and future public service leaders to create positive change within the government.”
Aviles takes over for Virginia Hill, who served as President of YGL since July 2013. Under Hill’s leadership, YGL grew its membership by 5,000 and quadrupled its budget. Hill focused her term on establishing YGL as an authentic voice for young feds. She met with the OPM Director and top government officials on recruiting Millennials to government. One of Hill’s favorite moments was delivering a keynote speech at the second annual Employee Resource Group Summit in 2015 where she spoke about employee empowerment.
Aviles stated, “YGL is in such a great position to help tomorrow’s public service leaders because of the passionate and dedication of volunteers, past and present. I look forward to working with a talented group of change makers and doers.”
About Miguel Joey Aviles
Miguel Joey Aviles is a Talent Management Strategist and one of the winners of the HR Leadership Award of Greater Washington, DC. Miguel currently serves as the Deputy Program Manager for two nationwide developmental programs at a US Federal Agency and has been recently selected as the new President of Young Government Leaders, a non-profit organization that provides an authentic voice for over 8,000 aspiring government leaders. As a former Recruitment & Outreach Strategist, he designed and coordinated award-winning initiatives to optimize the representation of diverse talent, with a sharp focus on Hispanics and Millennials. Miguel is a thought-leader featured at the Society of Human Resource Management (SHRM) National, Regional, Diversity and Talent Management Conferences, the Global Change Management Conference, Human Capital Institute, Excellence in Government, FEDManager, Federal News Radio and other government and private sector conferences. You can connect with Miguel on LinkedIn and Twitter @miguejoeyaviles
Permanent link to this article: http://younggov.org/young-government-leaders-welcomes-president-miguel-joey-aviles/
by Kehli Cage, Director of Mentoring and GOLD Fellows for the YGL National Board
Permanent link to this article: http://www.fedmanager.com/columns/young-gov/2284-engaging-millennials-government