FROM THE EDITOR, September 2022

Since I started working on IPMA-HR publications in June, I’ve had the pleasure of interviewing some of your peers. All of them share one thing in common: They value learning and are continually climbing the lattice to a successful career in public sector HR. I use the term “lattice” instead of ladder because it’s a more holistic, creative visual. It allows for a customized approach to how each professional navigates the framework of their own development and growth.

Accomplished individuals stay active. They gain knowledge and motivation from a variety of avenues and sources. Some attend webinars and courses, while others experience the IPMA-HR Annual Conference (September 28-30 in Washington, D.C., this year, and in person for the first time in three years!). Others crowdsource for vital information from their colleagues on the IPMA-HR platform, Engage. And, yes, some manage to go above and beyond, and they earn respect by getting IPMA-CP certified in the process!

It doesn’t really matter how you develop new capabilities in today’s hybrid workplace. The key is that you develop them. No government employee (city, state or federal) can afford to stay idle without being left in the dust.

It’s a complicated, multigenerational workforce with high expectations and a low tolerance for unpreparedness. They expect authorities to know what they’re doing and how to do it. What a concept! 

This September issue of HR News has eight features that cover critical human capital issues. How do you satisfy the needs of a diverse employee population? You begin by listening to what they tell you is important. What’s the No. 1 predictor of job satisfaction? Personal accomplishment. That may seem intuitive, but many organizations and managers fail to emphasize how the civil servant’s work is valued, valuable and honorable. (See “Top 10 Predictors of Federal Employee Job Satisfaction,” the first in a two-part article series.)

Behavioral science may not be a subject you contemplate in your day-to-day work life but learning about it may help you advance diversity and minimize bias in hiring. For example, to fill vacant job slots, have you considered encouraging your employees to act as workplace ambassadors to their alma maters or communities? Leveraging these social connections may welcome underrepresented candidates to apply for open positions. (See “How Behavioral Science Can Help Advance Diversity and Minimize Bias in Hiring.”)

We all know that the pandemic has significantly transformed the workplace and how people interact, but what has it done to the learning and development paradigm? While hard skills and upskilling remain integral to the efficient, mission-critical operations of an organization, the enrichment of soft skills, such as emotional intelligence, communication and decision-making, is more valuable now than ever. (See “3 Consequential Soft Skills That Should Be Part of Your Post-Pandemic Learning & Development Curriculum.”)

Other highlights from this month’s issue include informative discussions on how to bring women back to the fold, why you should consider boomerang employees as one solution to the Great Resignation, and how to prepare for a Gen Z workplace.

We all know it’s hard to play workplace superhero every day, but if you’re looking for a shot of courage and two sips of inspiration, read this month’s member spotlight on Malena Murray, MSHR, IPMA-SCP, the HR director for Draper City, Utah. Her mantra (“embrace change”) really does say it all.