The typical work environment in a federal agency no doubt has little in common with Google’s, but government can still learn something from Google’s practices, especially with regards to how managers lead (or fail to lead) employees in the federal workforce. The author explains how he believes this to be so.
FedSmith.com users indicated in a recent survey a common theme: they feel there is a need for federal managers to stop micromanaging their employees. The author, who is a consultant focusing primarily on pay and performance, analyzes the responses from the survey and what they mean for federal employees.
FedSmith.com recently asked our users for their suggestions on ways to improve the federal work experience. The responses covered a number of areas respondents felt needed improvement, such as agency leadership or dealing with problem employees. The author takes a closer look at the feedback received and gives his analysis as to what it means for the federal workforce.
How do you think your agency could improve performance and make government a better place to work? Here is your choice to submit your opinion.
The author says that studies comparing federal benefits to those in the private sector miss a key issue and that there are substantial differences in the benefit packages across industry sectors.
Columns on federal pay always prompt strongly stated comments that confirm the General Schedule system is broken. Two recent articles by FedSmith.com author Howard Risher are no exception. Risher says that employee stories of personal experience should be read by every leader concerned about government and about achieving agency goals. He highlights some of the most telling comments from FedSmith.com users on his recent articles on federal pay.
The author says that replacing the General Schedule pay system is inevitable and that it needs to be done. However, he says that the anxiety and distrust that would come from federal employees upon moving to a new system must be overcome as part of the process and offers some ideas as to how to best manage the transition.
Virtually all stakeholders agree that the General Schedule system needs overhauling, but each needs to see something different to move forward. The author says that problems with the GS system could lead to a deteriorating work environment.
The author offers some analysis on the debate over whether federal employees are paid too much or too little and says that neither side is going to concede to the other. He says that salary surveys are a waste and must be done differently for there to be any real conclusion on the debate.
Changes recently proposed to the GS pay system represent a difficult organizational change. Change is always resisted, especially when it is seen as a threat to future earnings and careers. The manufacturers of those old Victrolas no doubt also resisted change but change did occur.