Publications

With Millennials comprising only 8.5 percent of the federal workforce, agencies must attract, hire and retain top talent from colleges and universities to ensure our government is positioned to tackle the country’s most pressing problems. In an analysis, the Partnership for Public Service working with the National Association of Colleges and Employers analyzed a survey of more than 37,000 students from 646 colleges and universities, asking about everything from their expectations about their first job to whether they would consider a career in public service.

In the report, “Helping Government Deliver: Transforming Mission and Support Services,” the Partnership for Public Service and Deloitte identified four organizations who are developing transformative, enterprise-wide approaches to shared service delivery.

The Partnership for Public Service and Federal Management Partners, Inc., developed a roadmap highlighting the important role of Chief Human Capital Officers (CHCOs).

The Partnership for Public Service and Deloitte examined the past decade of Best Places to Work rankings to profile six high-performing agencies. Learn from their experiences and get tips to increase employee satisfaction and commitment at your agency.

The Partnership for Public Service and the IBM Center for the Business of Government set out to learn how agency leaders and program managers can get past the hype about big data to reap mission value from analytics.

How has performance management been impacted by the Government Performance and Results Modernization Act of 2010? Where have advances been made and what challenges remain? That’s what the Partnership for Public Service and Grant Thornton set out to understand in the report, “Taking Measure: Moving from Process to Practice in Performance Management.”

As government agencies face reduced budgets and greater demands for accountability and efficiency, federal leaders need to adopt strong performance management approaches to help motivate employees, increase productivity and ensure high-quality services are being provided to the American people.

In the next five years, nearly two-thirds of the Senior Executive Service (SES)—the elite cadre of civil servants who hold the top managerial and policy positions in government—will be retirement eligible. Given the complex challenges confronting our government, the need for strong leaders to fill these executive positions is critical. Are federal agencies prepared for the potential turnover? Are agency leaders identifying and developing aspiring executives?

In the climate of pay freezes, budget reductions and furloughs, it’s become more challenging and more important for federal leaders to find ways to reward and recognize high performing employees. Unfortunately, only four out of 10 federal workers believe they will be rewarded or promoted for doing good work, according to the Best Places to Work in the Federal Government® analysis from the Partnership for Public Service and Deloitte.

Individuals with STEMM skills play a key role in helping our government fulfill its critical missions and foster America’s global competitiveness. In this report the Partnership looks at how agencies increase their odds of landing the best STEMM talent.