Agencies need retention strategies to keep employees on board, report shows

With federal employees under a two-year pay freeze and some House members proposing a moratorium on hiring new federal employees, agencies must focus on developing retention strategies or they might be short staffed, according to a Partnership for Public Service report released today.

The report calls for agencies to use technology, such as internal social networks, to encourage cross-agency networking and communication about mission-related projects, among several other recommendations.

“For some young employees, this kind of access and sharing is an important aspect of the environment they favor and seek,” the report states.

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The report’s authors conducted focus groups and surveyed representatives from more than 20 agencies to understand current retention problems.

The partnership found that overall attrition rates vary among agencies and identified three categories of employees who represent attrition risks, including those who are new to their agencies, those eligible to retire in one to five years and those classified as having mission-critical jobs.

When employees leave an agency, their co-workers are often demoralized and federal managers must scramble to reorganize existing work, according to the report.

The report emphasizes the current situation federal employees face – a pay freeze and a potential halt in hiring – and urges federal agencies to understand who is leaving their agencies and pinpoint contributing factors in the work environment.

If an agency fails to implement retention strategies, it could be short-staffed and unable to meet its goals, the partnership said.

“A pay and hiring freeze could create conditions that may prompt some employees to seek other opportunities or cause eligible workers to retire sooner than anticipated,” the report states. “Agencies could certainly find themselves short-staffed and unable to fill key positions if a hiring freeze is enacted.”

The organization said agencies can retain employees by outlining elements of the work environment that are important to employees, such as teamwork, leadership and supervision, performance management, training and development, and a work/life balance, among other factors.

“In general, employees want to be recognized for their work, use their talents, have an impact, feel empowered, receive support and have opportunities for growth,” the report states. “They want to have good relationships with their supervisors and colleagues, as well as a sense of teamwork and shared mission.”

Focus-group respondents also indicated that an employee’s experience the first few weeks of a job is particularly significant, and so is a family-friendly work environment and fair compensation.

The study highlighted retention efforts by the Government Accountability Office and the Transportation Security Administration. For example, TSA has increased retention by providing supervisory training, adding new bands and making available realistic job previews.

The report said using realistic job previews means ensuring applicants understand what a job entails and whether they are a good fit.

The partnership recommended agencies use those previews and periodic surveys to gain insight into the way different employees feel about agency operations and leadership, and strengthen the assessment process for evaluating and selecting new employees.

Agencies should also establish mentoring programs, provide leadership training, operate a robust internship program and offer flexible work schedules, the report suggests.

“Agencies that focus on meaningful performance, productivity and positive working conditions are increasingly seen as being a ‘best place to work’ or an employer of choice,” the report states.

Beyond recommending specific retention strategies, the partnership advised agencies on ways to determine what strategies would be the most effective. These steps include analyzing attrition rates, reviewing current retention techniques, identifying and implementing new retention strategies, and evaluating results to improve programs and achieve agency goals.