Some federal agencies are falling into the trap of investing in technology rather than IT talent, especially at budget cut time. Here's how to keep the two in balance.
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CIOs excel at creating value by consolidating technologies, streamlining processes, and keeping abreast of the latest innovations. But what about the workforce that makes the IT function possible?
With limited resources and growing demands, federal agencies are falling into the trap of focusing their investment on technology rather than people. Too often, the workforce bears the brunt of cost-cutting and other austerity measures, but the whole organization suffers if the pendulum swings too far.
The 2013 Federal Employee Viewpoint Survey results, which showed a significant year-over-year decline in employee satisfaction, offer proof that the consequences of salary and training freezes across the federal workforce are severe. The current situation compelled the Senate to examine declining employee morale this spring, and Katherine Archuleta, the new director of the Office of Personnel Management, to reiterate the need to address the recent decline, vowing to "take the talent, experience and wisdom of our employees and build upon it."
Veteran CIOs recognize that the management and development of their IT workforces is as vital to their operations as making critical IT investments. But even CIOs who have a human resources and recruiting function in place are discovering that's not always enough to address the full breadth of human capital support needed to build the leadership, talent, culture, and organizational capabilities IT departments require.
Thus, CIOs need a strategy, not just an HR function, to develop a highly skilled, highly engaged workforce equipped to deliver an increasingly complex mission with fewer resources.
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Fortunately, there are a number of approaches agencies can take to tackle current challenges with planning, training, and development, while laying the foundation for a high-performing IT workforce. Here are a few strategies agencies should consider in developing that kind of IT workforce.
1. Look strategically at talent. Does your agency regularly assess the critical competencies and skills needed to deliver on IT priorities? Leading organizations continually analyze their workforces, and diagnose and close skill gaps, either through targeted recruiting efforts or by building on the existing workforce. Developing a database of employee capabilities and talents is essential to mining the organization for key skills and supporting internal job mobility. Proper incentives can encourage employees to move into different roles based on changing skill needs or develop more timely and relevant skills. Rotational assignments can also build a cadre of adaptable individuals who are prepared to deal with unpredictable management challenges ahead.
2. Make learning collaborative. Do employees have the opportunity to continually learn new skills in the context of their everyday jobs? These opportunities can include learning by observing colleagues, receiving coaching from a supervisor, having access
Elaine Beeman leads the management consulting practice for Accenture Federal Services, with responsibility for the sales and delivery of management consulting work for US civilian, defense, intelligence, and public safety agencies. She specializes on strategy, talent and ... View Full Bio
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