Fortune<\/em> reported 73% of business leaders are concerned the shortages \u201cwill disrupt their businesses over the next 12 months.\u201d\u00a0 Recent reports show companies are acting aggressively to introduce changes to recruit needed talent.\u00a0 A December CNN headline read, \u201cEmployers are preparing for big pay raises in 2022.\u201d\u00a0<\/p>\nThe changes in the way work is organized and managed started when the 1990 recession prompted companies to cut costs.\u00a0 Change has been ongoing.\u00a0 The \u201cnew normal\u201d work management paradigm is very different.\u00a0 Employers committed to the new paradigm can attract better-qualfied workers and raise performance levels. \u00a0They are among the most successful companies.\u00a0 Today the \u2018best places to work\u2019 are recognized in industry publications as well as by states and cities.\u00a0 The \u201cwork revolution\u201d as it\u2019s been called has made headlines for years.\u00a0 But it\u2019s been largely ignored in government.<\/p>\n
Then the COVID-19 crisis hit unexpectantly, forcing employers to shift to remote working. The crisis triggered layoffs through 2020.\u00a0 Working at home triggered increased job satisfaction but it also prompted workers to think about their work life. Starting in early 2021 workers started resigning in large numbers.\u00a0 A record 4.0 million Americans quit their job last April.\u00a0 The number of job openings ran above 10 million through the last half of 2021.\u00a0 The monthly totals show the openings exceed the number of workers looking for jobs by more than a million.<\/p>\n
The talent shortage is not new.\u00a0 In 2019 CNBC reported, \u201c7 in 10 companies reported talent shortages\u201d.\u00a0 Reports show it\u2019s been a concern for public employers since at least 2017.<\/p>\n
Today public agencies are reporting shortages in education, law enforcement, public health, nursing homes, libraries \u2013 the list is long.\u00a0 Florida recently reported applications to government jobs dropped 35 percent over three years.\u00a0 Research shows the interest of students majoring in government declines as they near graduation.\u00a0 And of course, government continues to lose workers to retirement.<\/p>\n
An added issue is that large percentages of government employees are thinking about quitting.\u00a0 A recent survey sponsored by MissionSquare found 52% of state and local public sector workers are \u201cconsidering abandoning their jobs\u201d.\u00a0 \u201cBurnout and inadequate pay<\/em>\u201d were mentioned as two reasons.\u00a0 Burnout is in part triggered by high turnover.\u00a0 The author stated, \u201c. . . we are teetering on the brink of a public sector workforce crisis.\u201d \u00a0Employee turnover as high as 75% has been reported.\u00a0 That is a crisis.<\/p>\nCompanies are taking the necessary steps to retain needed talent. \u00a0A December Wall Street Journal<\/em> column reported, \u201cFor many college-educated workers, 2021 will close with big bonus payouts and raises in sectors such as finance, law, and technology.\u201d\u00a0 Apple reportedly awarded stock grants worth as much as $180,000 to retain engineers.<\/p>\nThe Key to Recruiting Talent Is More Than Pay But . . .<\/h4>\n
Aside from a few states that have announced plans to move to a $15 minimum pay, there are no known plans to adjust pay to respond to the staffing crisis.\u00a0 There have been reports of plans for across the board increases of 5% or more.\u00a0 But in light of the size of the pay gaps that is hardly a solution.\u00a0 It also ignores the market trends in managing pay.<\/p>\n
Studies show wages and salaries do not have to be fully competitive.\u00a0 Other job characteristics \u2013 the approach to supervision, benefits, development opportunities, collegial work relationships, etc \u2013 are also important to job seekers. \u00a0However, being paid \u2018fairly\u2019 is always at or close to the top of every applicant\u2019s list.\u00a0<\/p>\n
For young job seekers, \u2018benefits\u2019 now go far beyond the traditional paid time off, insurance, and savings plans.\u00a0 The most-wanted benefits include \u201cflextime and remote work opportunities, corporate recreation centers and gym memberships, free food or catered meals, mentoring and development programs, and casual dress code.\u201d\u00a0 Note — the priorities of Gen Z job seekers do not include retirement benefits.<\/p>\n
The renewed focus on pay equity is making it increasingly common to find salary ranges shown on vacancy announcements.\u00a0 Websites like Glassdoor make it easy to search for salaries.\u00a0 In highly competitive markets, transparency and a commitment to fair pay is a key to attracting young job seekers.<\/p>\n
Saying pay does not have to be competitive does not mean below-market salaries are of no consequence.\u00a0 When gaps grow to 10%, 15%, or larger percentages, job seekers start to turn away. \u00a0Public employers may offer better benefits but that is not going to attract recent graduates.<\/p>\n
In other sectors, HR offices routinely participate in surveys of wage and salary levels.\u00a0 They monitor developments in local labor markets. The textbook practice is to adjust pay programs annually to maintain a planned alignment with market pay levels.\u00a0 In periods like today, companies have the agility to react quickly with increases to stay competitive.\u00a0 Websites and social media enable everyone to know what\u2019s unfolding. \u00a0\u00a0<\/p>\n
Public employers, in contrast, are rarely as responsive to market developments.\u00a0 Possibly the worst is the federal pay system.\u00a0 To illustrate, federal white collar salaries were adjusted for 2022 based on survey data from March 2020.\u00a0 The delay in using the data to adjust salaries \u2013 16 months — voids the relevance of the data. \u00a0The GS system remains, except for the 1990 introduction of locality pay, essentially unchanged since 1948.\u00a0 Annual reports show federal pay is below market but presidents have repeatedly rejected recommended increases.<\/p>\n
In the federal system, the 2022 starting salary for new graduates in all but major urban areas is $44,740.\u00a0 (The highest locality area is San Francisco\/San Jose at $54,959.)\u00a0 Those pay levels are significantly below the average for graduates in several high-demand fields.\u00a0 For the 2020 graduating class the highest were in technology (Computer Programming graduates started at $86,098) and engineering (Electrical engineering graduates started at $80,819).\u00a0<\/p>\n
Federal salaries are competitive in a few fields.\u00a0 The lowest average salary was for graduates in social work, $35,662.\u00a0 The average graduate in public administration started at $40,122.\u00a0 Keep in mind that these are 2020 national averages (from a survey conducted by the National Association of Colleges and Employers). \u00a0<\/p>\n
The salaries offered to new graduates of top schools like MIT and Stanford typically are significantly higher.\u00a0 Graduates with the best GPAs can also expect above-average salaries.\u00a0 That\u2019s also true for jobs in urban areas.\u00a0 In managing pay, employers also take into account commuting difficulties, the essential nature of the expertise, and the local availability of talent.\u00a0 The best private employers work to attract the best talent.<\/p>\n
The problem will get worse. The starting salaries for new graduates in the class of 2022 are expected to be at least 10 percent higher.\u00a0<\/p>\n
An obvious problem with the GS system, which is common to all but a handful of government pay programs, is that graduates, regardless of field, start at the same salary.\u00a0 The \u201cschedules\u201d are static; annual increases are the same for everyone. That is obviously out of sync with dynamic labor markets.\u00a0 Public employers have ignored new thinking in other sectors.\u00a0<\/p>\n
Another problem is the failure to focus on the pay practices of the true competitors for talent.\u00a0 In other sectors, employers in an industry agree to exchange pay information through a third party paid to compile and report summary pay data.\u00a0 Hospitals, for example, rely on surveys of other local hospitals. All those flower shops, restaurants, dry cleaners, etc — the mom-and-pop businesses found in every community — have no relevance for planning government pay programs.<\/p>\n
The common goal, of course, is to attract applicants with essential skills.\u00a0 That makes it important to rely on survey data for the employers where those specialists work.\u00a0<\/p>\n
Unfortunately, government pay systems have proven to be extremely difficult to change.\u00a0 Budget concerns, union resistance to change, legislative disinterest in workforce problems, and the failure to value employees make it extremely difficult to build support for maintaining a competitive pay program. History suggests the longer they remain static, the more difficult it is to agree change is needed.\u00a0 But now and for the foreseeable future, with the public\u2019s trust in government declining, agencies will need to balance the cost with the need to satisfy the public\u2019s expectations.\u00a0<\/p>\n
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Today public agencies are reporting shortages in education, law enforcement, public health, nursing homes, libraries \u2013 the list is long.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
[\/et_pb_text][et_pb_text _builder_version=”4.4.6″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”]HOWARD RISHER[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”3.25″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.14.4″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”19px||0px|||” custom_margin_tablet=”40px||0px|” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
A Solution to the Core Pay Problem<\/h4>\n
A core problem is the force-fitting of very different job families into a one-size-fits-all salary system with across-the-board salary adjustments.\u00a0 Decades ago the federal GS system was the program model adopted by state and local public employers.\u00a0 Today that model is out of sync with the talent shortages. The changes in jobs, occupations, and labor markets have been huge but the internal administration is the same today as it was in the late 1940s. \u00a0It’s costly and does not work with jobs that are hard to fill. That continues to be the basic model used in government, but it will not solve the government\u2019s staffing problems. \u00a0<\/p>\n
Workforce planning to document essential skills and difficult-to-fill vacancies would be a valuable first step.\u00a0 It would also be valuable to document the jobs where vacancies are undermining agency missions.\u00a0 The staffing problem in prisons is an obvious example.<\/p>\n
Documenting the problems is the first step in defining the scope of the crisis.\u00a0 It will also highlight the fields where the government is having trouble attracting applicants. \u00a0\u00a0The current crisis combined with the inflexibility of the common program model is a compelling argument for new approaches.\u00a0 \u00a0<\/p>\n
A proven strategy is creating new occupation-specific pay systems.\u00a0 There are well-established examples of job families that have had separate pay programs for decades \u2013 teachers, police, firefighters, and judges stand out.\u00a0 Hospitals maintain a number of separate pay systems. There are many other examples.\u00a0<\/p>\n
Currently, the federal government is developing a separate pay system for cybersecurity specialists.\u00a0 That program model could be extended to the full range of STEM occupations \u2013 Science, Technology, Engineering, and Mathematics.\u00a0 Survey data show the starting salaries of each of these specialists are well above the NACE national average, $55,250 in 2020.<\/p>\n
There are other knowledge fields important to government.\u00a0 Although sometimes omitted from lists of sciences, the specialists focused on climate and weather is another group where their expertise warrants higher salaries.\u00a0 Economics is another field where expertise is essential. \u00a0<\/p>\n
With these so-called knowledge occupations, an employee\u2019s value depends on what they know.\u00a0 Their career progress depends on demonstrated job skills and achievements.\u00a0 Years of experience and seniority are not relevant.\u00a0 The pay program model that fits knowledge occupations is based on a small number of salary bands, defined by market pay at each career stage.\u00a0 Pay increases are based on an assessment of an employee\u2019s growth and expertise. \u00a0The program model is very similar to college faculty pay systems (i.e., professor, assistant professor, etc).<\/p>\n
Another important group of knowledge occupations is the medical and public health job families now in the headlines.\u00a0 The long hours and health concerns in those fields is exacerbating what has been recognized as a long-standing staffing crisis.\u00a0 Separate pay systems and higher salaries will not solve the staffing problem, but it will over time attract more interest in these careers.\u00a0 The pay programs for these specialists should follow the hospital model and be locally controlled.\u00a0 An important measure of their expertise, as well as other knowledge occupations, is the ability to work autonomously, react quickly and address problems successfully.<\/p>\n
In other sectors, the pay of skilled and unskilled hourly workers is governed by local supply and demand.\u00a0 The Federal Wage System is based on this model.\u00a0 Significantly, the FWS is a large, successful program, covering 36 job families, over 200 local pay programs across the country, and almost 200,000 workers but the program is rarely mentioned by the White House or members of Congress.\u00a0<\/p>\n
Companies routinely delegate pay management to local executives and managers.\u00a0 That has been the model for paying non-exempt workers in the private sector going back to the 1930s when the Fair Labor Standards Act was passed.\u00a0 In large, diversified companies those pay decisions rarely rise to the attention of headquarters staff.\u00a0 In unionized companies and in the FWS, union representatives play a role in local pay administration. Government should trust its local managers and also hold them accountable.<\/p>\n
It\u2019s Time to Talk to Young Employees<\/h4>\n
A central issue is the difference in job \/career priorities of Gen Z workers and those in their 40s, 50s, and 60s.\u00a0 Older workers typically dominate the governance of unions and employee associations.\u00a0 Many are accustomed to addressing pay issues in negotiations.\u00a0 Those discussions traditionally focus on across the board increases. \u00a0But the priority now and going forward has to be on creating a work environment that attracts new talent, typically under age 40, to careers in government.<\/p>\n
Leaders are naturally hesitant to advocate for change in traditional work management approaches, especially where those practices have seen little change in years.\u00a0 Too often there is little or no trust, and they anticipate push back.\u00a0 However, with the pandemic and working remotely, employees at all levels have been forced to accept significant change.\u00a0 Anxiety, stress, and burnout are now all too common.\u00a0 For change to go forward, the reasons and the benefits of rebuilding the workforce need to be highlighted and the reasons for addressing sensitive concerns.<\/p>\n
The reason for tackling this problem is the critical need to attract and retain the talent needed going forward.\u00a0 Everyone should understand the importance of becoming more competitive.<\/p>\n
A place to start is meeting with current employees to understand their concerns and the changes in work management practices that would make their experience more satisfying.\u00a0 It would be useful to hold local meetings across jurisdictions to understand local issues.\u00a0 The groups should have an ongoing role as the data gathering and planning proceed.\u00a0<\/p>\n
That is a common practice in higher education.\u00a0 It contributes to a sense of ownership and those involved are credible sources of information to their peers.<\/p>\n
Gen Z employees are the future.\u00a0 Employers that fail to gain their commitment have a dark future.<\/p>\n
New Roles for Retirees<\/h4>\n
Decades ago public employers adopted retirement plans that enabled employees to retire comfortably. \u00a0Retirement is possible as early as 55 in many jurisdictions if they meet service requirements.\u00a0 (At the federal level anyone with 25 years of service can retire regardless of age.)\u00a0 When and if the plans are amended, employees are vested in accrued benefits.\u00a0 Today those plans are far more generous and costly than similar plans in the private sector.<\/p>\n
The most recent data show 28% of the public sector workforce (over age 24) is 55 or older. \u00a0That\u2019s over two million employees. \u00a0When employees working in law enforcement are not counted, the average age is close to 50.\u00a0 At the federal level it’s 29%, with 5% over age 65.\u00a0 Older workers are often seen as the experts.\u00a0 When they retire, agencies lose their accumulated knowledge of agency operations.<\/p>\n
Now with life expectancy moving higher, surveys show a high percentage of employees would like to continue working on some basis.\u00a0 Research shows having a purpose helps people live longer.\u00a0 Retirees have an understanding of their employer\u2019s problems that new graduates would require years to develop.\u00a0 As retirees, they are a largely untapped resource to fill vacancies temporarily.<\/p>\n
Working beyond 65 is not unusual.\u00a0 Many work into their 70s and remain fully productive.\u00a0 Medicine, law, higher education, and the arts have many examples.\u00a0 Elected officials are often older than 70.\u00a0 Any bias against older workers is unfounded.<\/p>\n
There is the \u2018double dipper\u2019 concern, but laws generally allow government retirees to work as contractors.\u00a0 Using contractors, agencies save on the cost of benefits \u2013 40% of base pay \u2013 and the time and cost to provide training.\u00a0 Filling vacancies will also reduce the costs of burnout.\u00a0 Agencies, retirees, and society benefit when retirees continue to play a role.<\/p>\n
Managing Employees as Assets<\/h4>\n
Maybe there was a time when employees were properly seen as a cost to be controlled and minimized.\u00a0\u00a0 But not today.\u00a0 Technology is slowly replacing workers but for the foreseeable future employees and their job knowledge are essential for addressing problems.\u00a0 Employee capabilities play a more important role in government than in the typical business. The pandemic made that very clear. \u00a0<\/p>\n
It\u2019s time to recognize the essential role and value of public employees. Government pay systems fail badly on that point.\u00a0 If the pay problems are ignored, the vacancies will increase as employees retire. \u00a0\u00a0The changes that make employers a \u2018great place to work\u2019 are well documented.\u00a0 Fair pay is a core issue.\u00a0 Current government pay systems are a barrier to recruiting and retaining well-qualfied talent.<\/p>\n
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Rethinking Pay Programs Is Now Urgent - Careers in Government<\/title>\n<meta name=\"description\" content=\"Today public agencies are reporting shortages in education, law enforcement, public health, nursing homes, libraries \u2013 the list is long.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/rethinking-pay-programs-is-now-urgent\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Rethinking Pay Programs Is Now Urgent - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"Today public agencies are reporting shortages in education, law enforcement, public health, nursing homes, libraries \u2013 the list is long.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/rethinking-pay-programs-is-now-urgent\/\" \/>\n<meta property=\"og:site_name\" content=\"Careers in Government\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/CareersInGovernment\" \/>\n<meta property=\"article:published_time\" content=\"2022-02-09T01:07:56+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-02-09T01:08:18+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2022\/02\/1-1.jpeg\" \/>\n\t<meta property=\"og:image:width\" content=\"1000\" \/>\n\t<meta property=\"og:image:height\" content=\"667\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Howard Risher\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@careersingov\" \/>\n<meta name=\"twitter:site\" content=\"@careersingov\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Howard Risher\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"16 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/gov-talk\\\/about-gov\\\/rethinking-pay-programs-is-now-urgent\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/gov-talk\\\/about-gov\\\/rethinking-pay-programs-is-now-urgent\\\/\"},\"author\":{\"name\":\"Howard Risher\",\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/#\\\/schema\\\/person\\\/939405595f31ebac97267cf869a3f394\"},\"headline\":\"Rethinking Pay Programs Is Now Urgent\",\"datePublished\":\"2022-02-09T01:07:56+00:00\",\"dateModified\":\"2022-02-09T01:08:18+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/gov-talk\\\/about-gov\\\/rethinking-pay-programs-is-now-urgent\\\/\"},\"wordCount\":5200,\"publisher\":{\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/gov-talk\\\/about-gov\\\/rethinking-pay-programs-is-now-urgent\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/wp-content\\\/uploads\\\/2022\\\/02\\\/1-1.jpeg\",\"keywords\":[\"Government trends\"],\"articleSection\":[\"About the Public Sector\"],\"inLanguage\":\"en-US\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/gov-talk\\\/about-gov\\\/rethinking-pay-programs-is-now-urgent\\\/\",\"url\":\"https:\\\/\\\/www.careersingovernment.com\\\/tools\\\/gov-talk\\\/about-gov\\\/rethinking-pay-programs-is-now-urgent\\\/\",\"name\":\"Rethinking Pay Programs Is Now Urgent - 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His early focus was compensation and performance management. In those years he managed the consulting practices for Mercer in Manhattan and for Watson Wyatt in Washington and Philadelphia. He began working privately in the early 1990s. He also started working with Wharton\u2019s Peter Cappelli to plan and manage conferences for the Center for Human Resources. That put him in contact with the nation\u2019s HR thought leaders which triggered his interest in the practices that are redefining and expanding HR\u2019s role. His public sector clients have included a number of federal agencies, several states from Hawaii to Vermont, counties, cities and Pennsylvania court system. In 1990 he managed the project for OPM that led to the Federal Employee Pay Comparability Act and the switch to locality pay. He has also consulted with the UN\u2019s ICSC and the OECD in Paris. He has published frequently in HR journals and websites. He is the author or co-author of six books and a growing list of ebooks. The most recent is Building the Workforce Government Needs. He is associated with Grahall Consulting Partners. He has a BA in psychology and an MBA and PhD from Wharton.","sameAs":["https:\/\/www.govexec.com\/voices\/howard-risher\/2371\/","careersingov"],"url":"https:\/\/www.careersingovernment.com\/tools\/author\/howardr\/"}]}},"_links":{"self":[{"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/posts\/40706","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/users\/3346"}],"replies":[{"embeddable":true,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/comments?post=40706"}],"version-history":[{"count":5,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/posts\/40706\/revisions"}],"predecessor-version":[{"id":40715,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/posts\/40706\/revisions\/40715"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/media\/40707"}],"wp:attachment":[{"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/media?parent=40706"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/categories?post=40706"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.careersingovernment.com\/tools\/wp-json\/wp\/v2\/tags?post=40706"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}