HOWARD RISHER<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” global_colors_info=”{}”]Howard Risher has 40 years of experience as a consultant and HR executive with clients in every sector.\u00a0He has published frequently in HR journals and websites.\u00a0 He is the author or co-author of six book and a growing list of ebooks. The most recent is\u00a0Building the Workforce Government Needs.\u00a0\u00a0He is associated with Grahall Consulting Partners.<\/i>[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.21.0″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” custom_padding=”||0px|||” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\nJob vacancies are inevitable.\u00a0 Workers quit, retire, get ill; vacancies open opportunities for others.\u00a0 The openings are posted, job seekers apply, interviews begin.\u00a0 It\u2019s an ongoing Job for HR.\u00a0 For employees, job vacancies are opportunities for promotion and career progress. Unexpected retirements or \u2018quits\u2019 disrupts work teams for a time, often causing a decline in work unit performance.\u00a0 New hires need time to reach expected performance levels. That\u2019s been routine for decades.<\/p>\n
But COVID changed that reality.\u00a0 For a year, businesses closed or laid off employees.\u00a0 Deaths and hospitalizations skyrocketed. The experience working remotely triggered the \u201cGreat Resignation.\u201d\u00a0 The crisis occurred at a time when millions of Boomers were approaching retirement. \u00a0A number of recent columns argue the pandemic \u201chas changed work forever.\u201d\u00a0 Vacancies mushroomed.<\/p>\n
The monthly job opening data compiled by the BLS confirm the magnitude of the problem.\u00a0 At the end of 2007, prior to the 2008\/09 recession, state and local government employers had 395,000 openings.\u00a0 At the end of 2019, the total was 328,000.\u00a0 In September, the total was 852,000 \u2013 a 160% increase.<\/p>\n
In the past, with a growing population, there were always more people looking for a job than the number of openings.\u00a0 At the end of 2010, the BLS reported under 3 million job vacancies and 15 million unemployed \u2013 that\u2019s 5 job seekers for every job opening. But since then, labor markets have gotten steadily tighter.\u00a0 Today, the data show 0.7 job seekers per opening. The country does not have enough job seekers to fill all job vacancies \u2013 and the demographics suggest the problem will continue.<\/p>\n
The problem is worse for government agencies. They have more workers close to retirement while demographic trends show fewer young people in the age 20-24 cohort starting their careers.\u00a0 Additionally, recent surveys show few young job seekers are interested in working in government. \u00a0When that\u2019s combined with below market salaries, it\u2019s not surprising that growing vacancy problems have been reported at all levels of government.<\/p>\n
In a number of cities, the vacancies have been reported as a \u201ccrisis.\u201d\u00a0 In New York City, as a prime example, the city\u2019s Comptroller released a report in December 2022 that began , \u201cNew York City government is in the midst of a vacancy crisis across many City agencies.\u201d\u00a0 In Atlanta, the \u201cCobb government spent millions to fix the staffing crisis. It got worse.\u201d<\/p>\n
Vacancies are more serious in cities than in state and federal government because the failure to maintain essential services can have an almost immediate impact on the people served.\u00a0 When jobs go unfilled, it can cause problems for city residents.\u00a0 In a number of cities, large and small, it \u201cled to a deterioration in critical city services . . .\u201d according to the New York Times.<\/p>\n
The Diversity of City Operations Adds to the Problem<\/h4>\n
Cities are the ultimate \u2018conglomerate.\u2019\u00a0 That word is rarely used today but it refers to a company that operates a number of highly diverse, subsidiary businesses.\u00a0 GE was the most prominent.\u00a0 At no time, however, was GE or any of the others close to the diversity of city operations.<\/p>\n
City departments cover virtually every aspect of living in cities.\u00a0 The New York City report shows vacancies across the full range of operations, starting with the business services department and ending with the fire department and payroll administration.<\/p>\n
The key point is that city departments depend on employees in a far more diverse array of occupations than organizations in other sectors.\u00a0 Companies all have the common goal of financial success; that makes their organization and approach to management similar. \u00a0In contrast, city agencies are very different, with differing staffing configurations, differing cultures, and they operate within differing legal frameworks. The departments also look to different segments of the labor force for hiring.<\/p>\n
Business conglomerates failed because of management problems.\u00a0 Years ago, I managed the compensation program in a conglomerate with nearly 30 subsidiaries as diverse as a telephone answering service in Toronto, a sugar producer in Hawaii, and a local water utility.\u00a0 Each had its own executive team that handled all the management issues locally except for executive compensation \u2013 that was my job. \u00a0Each month the operating companies submitted their financial results, and as long as the numbers met expectations, the corporate staff stayed away.\u00a0 Failing operations were sold or shut down.<\/p>\n
Government leaders of course do not have that flexibility.\u00a0 When public services are disrupted or fail, it\u2019s rare for leaders to have the authority to undertake \u2018quick fixes\u2019 or to have proven strategies to do that. Corporate CEOs can act quickly to solve problems, but elected officials often run into strong resistance. \u00a0Additionally, many have to overcome laws and regulations decades old.<\/p>\n
City agencies are like conglomerate subsidiaries in that each has its own mission and management issues.\u00a0 The mix of knowledge and skills needed to lead as well as work in Parks & Recreation is clearly different than in a Head Start agency or in City Planning. That may be obvious but the mix of agencies and occupations in city government has significant implications for a central Human Resource office.<\/p>\n
The dilemma is that a central HR office cannot be expected to stay abreast of the developments in every occupation\u2019s labor markets.\u00a0 To illustrate, what\u2019s impacting the supply and demand \u2013 and the pay — for Civil Engineers is very different than for Social Workers or for Software Developers.\u00a0 And there are employees from at least another 25 job families found on a city\u2019s payroll.\u00a0 It\u2019s unrealistic to expect a central HR office to stay on top of what\u2019s currently important for each job family.<\/p>\n
It makes more sense to expect someone, ideally with an HR background, in each department to stay on top of what\u2019s happening in relevant labor markets.\u00a0 That\u2019s especially important where vacancies are seen as a \u2018crisis.\u2019 \u00a0They should be following the issues driving resignations, enrollment in relevant college programs, recent pay increases, layoffs in local markets \u2013 all the factors that influence the strategies for staffing and filling vacancies.\u00a0 They can also conduct exit interviews, periodic surveys, or host employee focus groups to understand the problems that affect worker engagement.<\/p>\n
There are of course jobs found in multiple departments.\u00a0 Lawyers with different titles and roles are perhaps the most common.\u00a0 Administrative support jobs are also common.\u00a0 It\u2019s important to classify them the same way across all departments.<\/p>\n
There was a time when staffing was routine.\u00a0 Jobs and organizations were largely stable over time.\u00a0 When a vacancy occurred, HR pulled the job description from the files, talked briefly to the manager, posted the vacancy, and waited for applicants.\u00a0 But the reported \u201calarming\u201d drop in the number of applicants shows that\u2019s no longer working. Although it\u2019s gotten worse with COVID, that\u2019s been a long term problem.<\/p>\n
In the private sector, websites like Indeed or Glassdoor are now the starting place for job seekers.\u00a0 Careers in Government is the best choice for government jobs.\u00a0 But the majority of public employers continue to rely on their own websites, which obviously limits the possible applicants.\u00a0 Government\u2019s reputation or brand adds to the problem. \u00a0Simply dropping degree requirements is unlikely to change the minds of \u201cyoung adults with little interest in working for government.\u201d<\/p>\n
Developing new staffing strategies \u2013 that is ideas that produce more and better candidates \u2013 should be a joint effort bringing together the individuals in departments who understand what\u2019s affecting the supply of qualified job seekers with HR specialists good at posting jobs and assessing applicants. They need to seek out ways to make broader audiences aware of job vacancies.<\/p>\n
Pay Is Important but There is More to Recruiting<\/h4>\n
The NYC Comptroller report makes an important point \u2013 the vacancy problem is \u201cdriven far more by where there is private sector competition for workers.<\/em>\u201d\u00a0 There are vacancy problems in every sector and clearly companies do not have the same constraints on offering higher salaries and hiring bonuses to attract applicants.\u00a0 The continuing high demand for IT specialists and its impact on starting salaries highlights the problem for public employers.\u00a0 Now the shortages for healthcare specialists are driving up salaries. It\u2019s important to understand the \u2018competitors\u2019 and labor markets from department to department.<\/p>\nComparative pay increases \u2013 Exhibit I — since mid-2019 for jobs in the private and public sectors confirm the problem.\u00a0 The data clearly support the need for flexibility in granting increases.<\/p>\n
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<\/p>\n
Public employers also have to recognize that the \u2018total compensation\u2019 argument and the importance of benefits to older workers is far less meaningful to young job seekers.\u00a0 Retirement benefits 20 or more years in the future are not going to attract current graduates.<\/p>\n
But pay is not the only issue.\u00a0 Private employers are also acting to improve the work experience to attract and retain workers.\u00a0 The Great Resignation prompted them to adopt more aggressive recruiting tactics, offering flexible work schedules, addressing DEI issues, investing in better onboarding and career development, and training managers to be more effective in the new work environment.\u00a0 The new thinking has been discussed in numerous books and columns.<\/p>\n
A recent column argued for convincing CEOs to \u201cbecome your organization\u2019s Chief Recruiter,\u201d supporting efforts to improve recruiting results. \u00a0They can also support efforts to convince employees why \u201cyour organization is a top place to work.\u201d\u00a0 But that requires a commitment to change.<\/p>\n
[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ background_color=”#f7f7f4″ custom_margin=”-641px|||||” custom_padding=”0px||0px|||” global_colors_info=”{}”][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Section” _builder_version=”4.16″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2023\/11\/2-4.jpeg” title_text=”Image,Of,Young,Businesswoman,Sitting,On,Chair,Under,Spot,Of” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.21.0″ custom_margin=”-1px|||||” hover_enabled=”0″ animation=”off” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2023\/11\/3-4.jpeg” alt=”video presentation” title_text=”Desperate,Sad,Jobless,Man,Put,Head,On,Hands,Sitting,On” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.21.0″ hover_enabled=”0″ animation=”off” global_colors_info=”{}” sticky_enabled=”0″][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.21.0″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”5.7%|10%||10%||” custom_margin_tablet=”|10%||10%” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n
Critics may argue vacancies reduce payroll costs but the added costs to replace someone who resigns or retires are significant.<\/p>\n
[\/et_pb_text][et_pb_text _builder_version=”4.16″ 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=”4.16″ 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=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.21.0″ 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” hover_enabled=”0″ text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n
Every Vacancy Has a Cost<\/h4>\n
This is not \u2018business as usual.\u2019\u00a0 In media reports, vacancies are often treated superficially as a headcount, ignoring the negative effects of job openings.\u00a0 In cities, high vacancy counts can mean worker burnout and deteriorating performance.\u00a0 Police take longer to solve crimes, the homeless do not get the help they need, trash is not collected as scheduled, in many ways the quality of life in the city deteriorates.<\/p>\n
Vacancies also have consequences for co-workers.\u00a0 When jobs are not filled, it affects everyone in a work unit. If it continues for weeks or months, job duties have to be reassigned, increasing workloads.\u00a0 Over time the added efforts can trigger burnout and added resignations.\u00a0 The pandemic highlighted that problem.<\/p>\n
Critics may argue vacancies reduce payroll costs but the added costs to replace someone who resigns or retires are significant. The costs actually start when an employee becomes dissatisfied and performance deteriorates.\u00a0 The direct costs start with the time of the HR staff involved in hiring.\u00a0 Add to that the time of everyone involved in evaluating candidates. That includes the time of managers involved in the hiring process.\u00a0 Once hired, they also have to commit time for onboarding and training. \u00a0Managers continue to devote time until a new hire\u2019s performance is adequate.\u00a0 With mounting vacancies, the time adds up.<\/p>\n
According to experts, the total cost until a new hire becomes a full performer can easily be 200% of salary.\u00a0 That does not consider the impact of poor performance on the public.<\/p>\n
Additionally, inexperienced workers occasionally make errors in judgement that trigger unexpected costs or dissatisfied \u2018customers.\u2019\u00a0 The costs can be significant but frequently impossible to quantify.\u00a0 An agency may not have definable customers but media reports make everyone aware of performance problems.<\/p>\n
The costs are increased when HR is understaffed. That can delay the hiring and training needed to fill vacancies. Constraints on the HR budget \u2013 when it precludes adequate HR staffing — can exacerbate vacancy problems. \u00a0<\/p>\n
New York Comptroller Recommendations<\/h4>\n
The report from the Comptroller ended with a series of recommendations, starting with the need for a \u201ccomprehensive talent strategy to retain and attract the workers needed to deliver essential services and operate critical programs efficiently.\u201d It recognized there is \u201cno silver bullet to empower agencies to rebuild a depleted workforce, and no single commissioner or agency can do it alone\u201d and emphasized the need for \u201ca thoughtful, coordinated plan . . . to build a post-pandemic workforce that can meet the challenges facing New York.\u201d<\/p>\n
The recommendations start with \u201celiminating positions that are no longer needed . . . Holding onto positions that are no longer achieving critical goals for New Yorkers costs scarce resources that should be better deployed to meet new needs. But those decisions should be made through outcomes-driven planning. . .\u201d<\/p>\n
From the report, \u201cThe list below is presented as a conversation starter to assist in jumpstarting a long process that balances the need to right-size the workforce to meet the City\u2019s ability to pay with the mandate to deliver high-quality services to all New Yorkers.\u201d\u00a0 Note the recommendations would add flexibility.<\/p>\n
\n- \u201cAllow Agencies to Hire Within their Budgets at Salaries Within the Range: Limiting new recruits to the minimum salary regardless of experience is unsustainable as private sector wages continue to outpace what the City offers.\u201d<\/li>\n
- \u201cAssess Pay and Other Barriers in Hard-to-Recruit\/Retain Positions: The City should conduct an analysis of titles to identify positions that have become difficult to recruit and retain over time.\u201d<\/li>\n
- \u201cReport Hiring Outcomes for Transparency: . . . Providing a publicly available central hub of information on how the City hires will ensure that the City is pulling in a single direction, and provide the performance metrics needed for systemic improvement.\u201d<\/li>\n
- \u201cInstruct Agencies to Plan for Attrition Over Longer-Term Cycles: City agencies should be required to establish priority outcomes, assess which positions are no longer achieving those outcomes and could be phased out through attrition.\u201d<\/li>\n
- \u201cAllow Hybrid Work in Appropriate Titles: To be clear and grateful, many essential City positions \u2013 teachers, firefighters, police officers, sanitation workers, correction officers, custodians, school crossing guards, and many more \u2013 must perform their jobs in person. . . The City should expediently find a way forward that includes hybrid schedules.\u201d<\/li>\n
- \u201cCreate New Technology Civil Service Titles: Hiring for a workforce with the skills to run an increasingly online City infrastructure is especially challenging in a civil service environment . . A focused initiative to create a hiring process and titles that prioritize recruiting workers with technology skills paves the way for a more productive workforce that provides modern, accessible services.\u201d\n
\n- \u201cShare Talent Among Agencies: Inevitably, agencies will have short-term staffing shortages while others have similar employees with capacity. Developing a formal program of \u2018lending\u2019 employees\u2019 . . . in critical moments of need lifts all boats and unifies City government.\u201d<\/li>\n
- \u201cAppoint a Chief Talent Officer to Oversee This Critical Work: A Chief Talent Officer needs to be more than just a cheerleader for the city, but someone empowered . . . to solve hiring problems.\u201d<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
The Comptroller Overlooked Key Changes<\/h4>\n
The report\u2019s recommendations focus on administrative changes that could boost staffing but fail to recognize two key points \u2013 public employers need to reach a larger, more diverse group of job seekers, and they need to improve the work experience. That investment will help to convince employees to stay or defer retirement and help to improve government\u2019s brand or reputation as an employer.<\/p>\n
A popular, virtually no cost strategy today is relying on Employee Resource Groups (ERGs) to help management understand employee concerns.\u00a0 ERGs play a role in 90% of the Fortune 500 companies.\u00a0 They help to build high trust work cultures and foster engagement.\u00a0 In cities, because of the cultural and operational differences, ERG meetings should be held regularly in each department.\u00a0 Management needs to be responsive to employee concerns.<\/p>\n
It\u2019s an idea advocated by the Great Places to Work Institute (https:\/\/www.greatplacetowork.com), which has been has had the lead in improvng work management practices since 2009. They release annual lists of the best places to work in the U.S. as well as Europe, Asia and Latin America. \u00a0Fortune, Forbes and Glassdoor post similar annual lists focused on the best employers. Similar local lists are posted in many cities.\u00a0 The Partnership for Public Service produces a list ranking federal agencies — but there is nothing comparable for state or local government agencies. State and local jurisdictions should consider creating a similar recognition program.\u00a0 Proven practices need to be promoted.<\/p>\n
The Comptroller is correct \u2013 workers need a cheerleader.\u00a0 Today, in companies where employees are vital to serving customers, it is common to find the top HR executive reporting directly to the CEO.\u00a0 They play proactive roles in driving their organization\u2019s success. In government, HR offices too often have been limited to an administrative role.\u00a0 It\u2019s rare to find the head of HR reporting to a mayor or governor.\u00a0<\/p>\n
Chicago is one of the few cities where the HR commissioner reports to the mayor.\u00a0 At the state level, when Tennessee initiated civil service reform a few years ago, the HR commissioner was a member of the governor\u2019s cabinet and led the reform initiative.\u00a0<\/p>\n
Elevating and expanding the role of the HR function is not a new idea.\u00a0 Now almost 20 years ago Charlotte\u2019s HR head, Bill Wilder, played a prominent role in building a reputation as one of the best managed cities.\u00a0 When he spoke at conferences, he attracted overflow audiences. Wilder had the full support of Pat McCrory, Charlotte\u2019s longest serving Mayor.<\/p>\n
The COVID crisis along with the demographic trends created workforce problem in all sectors.\u00a0 Its forced employers to reconsider their work management practices. Many are now investing in better practices, led by the top HR executive.\u00a0 The changes are proven to attract larger numbers of qualfied applicants, enhance retention, and improve performance. \u00a0It requires the commitment of leaders but is a win-win for everyone. \u00a0Public employers need to get on this bandwagon.<\/p>\n
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Increasing Job Vacancies Are Eroding City Services - Careers in Government<\/title>\n<meta name=\"description\" content=\"According to experts, the total cost until a new hire becomes a full performer can easily be 200% of salary. That does not consider the impact of poor performance on the public.\" \/>\n<meta name=\"robots\" content=\"noindex, nofollow\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Increasing Job Vacancies Are Eroding City Services - Careers in Government\" \/>\n<meta property=\"og:description\" content=\"According to experts, the total cost until a new hire becomes a full performer can easily be 200% of salary. 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