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|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\nPublic agencies at all levels share a costly problem.\u00a0 Agencies are experiencing staffing problems that impede service delivery, while a retirement tsunami erodes the ranks of older, knowledgeable workers.\u00a0 One-in-four government employees are 55 or older. \u00a0All of that talent could be gone in a few years. In the private sector, talent shortages are prompting companies to encourage older workers to defer their retirement — but there are no similar reports from public employers. There has been little, if any, attention to the cost of losing experienced workers.<\/p>\n
Boomers started their careers at a time when \u201cretirement\u201d was seen as a reward for years of hard work. In government pension plans, the normal retirement age is typically lower than in the private sector. Many government plans encourage workers to retire early at age 50 or 55.\u00a0 The mandatory retirement age for federal Law Enforcement Officers (LEOs) is 57.\u00a0 That may have made sense a decade or two ago.<\/p>\n
Realistically only the wealthy can afford to stop working in their 50s.\u00a0 Those who do \u201cretire\u201d early go on to start new full or part time jobs and continue working into their 60s and 70s.\u00a0 There are stories about people who started successful companies late in life.\u00a0 The movie, The Intern<\/em>, starring Robert De Niro, focuses on deferred retirement.\u00a0 Prior to COVID, life expectancy at age 60 was almost 25 years. \u00a0That\u2019s a full career for many working in government.<\/p>\nThe Core Problem<\/h4>\n
In 2018 the Harvard Business Review<\/em><\/span> published a series of articles focused on \u201cThe Aging Workforce\u201d.\u00a0 It focused on two demographic trends. The Boomers born in the years after World War II who are now retiring in droves. And the trend for couples to have smaller families. That today means fewer young people are starting careers. \u00a0<\/p>\nIn Philadelphia, as an example, the population ages 20-24 is 45,700 smaller than the 25-29 group. \u00a0In Chicago, the 20-24 age group is 85,000 smaller. \u00a0In Boston, the group is 20,000 smaller.\u00a0 It\u2019s a common problem in major cities. \u00a0See Table 1. \u00a0That makes the local recruiting markets for new grads highly competitive for all employers.\u00a0 Younger age groups follow the same lower count. \u00a0Where that demographic pattern exists, recruiting will be a problem going forward.<\/p>\n
That shows up in key jobs important in government.\u00a0 In the country\u2019s workforce, the 20-24 cohort is 8.7 percent of the total. \u00a0But they account for only 5.2 percent of police and 6.5 percent of firefighters.\u00a0 Less than 5 percent of the country\u2019s teachers and librarians are under 25.\u00a0 That\u2019s also true for social workers. Surprisingly, the numbers are low for several tech specialties (e.g., systems analysts, 5.0 percent).<\/p>\n
Worker shortages in public agencies emerged after the 2010 Great Recession.\u00a0 In late 2013, there were 379,000 job vacancies.\u00a0 At the end of 2019, the total was 684,000.\u00a0 In the most recent BLS report for November 2023 the total for federal, state and local employers was 973,000. Those vacancies are spread across very different government operations \u2013 police, prisons, public health, education, public transit, emergency services, airport, etc.\u00a0 In the private sector, vacancies have been declining<\/p>\n
Surveys confirm Gen Z\u2019s disinterest in working in government.\u00a0That was reported in a Route Fifty<\/em> column, \u201cWhy Young Workers Don’t Want Government Jobs\u201d but the problem goes back years. \u00a0\u00a0The result: fewer applicants, worker shortages and mounting job vacancies. The problem was described by the Washington Post<\/em><\/span>\u2019s Catherine Rampell: \u201cA slow-moving crisis is paralyzing states and cities\u201d, which is \u201cleaving governments unable to fulfill their most basic functions.\u201d<\/p>\nHigh vacancy counts hurt everyone \u2013 the public, elected officials, and co-workers who have to work extra hours.\u00a0 The problem contributes to emotional and physical exhaustion, and when prolonged, it triggers burnout, absenteeism and eventually \u2018quits\u2019.\u00a0 All of that adds to the costs of operation.\u00a0 Over time poor agency performance can undermine public support.<\/p>\n
The New World of Work<\/h4>\n
The numbers highlight the breadth and severity of the problem but securing agreement on a solution promises to be difficult. \u00a0In the past, when job openings were small in number, they were posted and HR offices simply waited for applicants. There were more job seekers than job openings. \u00a0<\/p>\n
Now, with more open jobs than job seekers, agencies have to compete for talent with employers in other sectors. \u00a0The problem is private employers have far more discretion to offer attractive salaries, signing bonuses, more flexible working arrangements, etc. There have been job fairs where companies interview candidates and make job offers the same day.\u00a0 Unless job seekers have a strong interest in a government career, they are unlikely to wait for the weeks and months agencies sometimes take to make job offers.<\/p>\n
Public employers, however, share a problem that was not evident until the pandemic changed everything.\u00a0 Agencies employ workers from a long list of job families.\u00a0 Each agency has a distinct labor market, varying from high demand IT specialties to jobs that are close to disappearing like receptionists.\u00a0 Several are unique to government; with others government competes with not-for-profits, and then there are those where companies offer the best graduates $100,000 or more.\u00a0 That means each department has somewhat different staffing problems.\u00a0 It makes staffing more complex than in the private sector.<\/p>\n
Becoming competitive \u2013 and filling vacancies — will necessitate changing traditional civil service systems. \u00a0Those systems were adopted in a very different era.\u00a0 Today\u2019s young job seekers are not interested in the foundation of those systems, the \u201cjobs for life\u201d commitment that promised \u2018\u2018long-term job security, consistent pay raises, and a pension at retirement\u201d.\u00a0 The systems also mandated consistent administration across all job families; civil service commissions enforced that mandate.\u00a0 However, the worker shortages are now forcing agencies to be more proactive in generating interest in what\u2019s needed to attract applicants.<\/p>\n
The COVID crisis and the experience working remotely prompted millions to reconsider their work lives.\u00a0 Now workers frequently look for better jobs. Websites like LinkedIn make job searches easy.\u00a0 Job switching for higher pay skyrocketed. To attract and retain workers, private employers are offering hybrid and remote work arrangements.\u00a0 The gig economy has mushroomed; millions work part time. Workers are looking for greater fulfillment and personal growth opportunities.\u00a0<\/p>\n
Workforce management practices have possibly changed more in the past two or three years than in the prior three decades. Change is still unfolding. Websites regularly report an \u201cexpert\u2019s\u201d best practice ideas.\u00a0 One change that stands out in their recommendations is the shift from formal policies to approaches to \u201cengage\u201d workers. There is also far less emphasis on top-down control; workers have more autonomy.<\/p>\n
This is a \u201cnew world of work,\u201d a phrase used by the Harvard Business Review<\/em>, the New York Times<\/em>, and Forbes<\/em> \u2013 and elected leaders should understand why it\u2019s important.<\/p>\nThe Cost of Government Pensions is a Key<\/h4>\n
It will be a \u2018hard pill to swallow\u2019 but the high costs of defined benefit pensions \u00a0\u2013 that is plans promising annual benefits linked to pay at retirement \u2013 make change difficult.\u00a0 They require budget dollars that could be diverted to competing for talent. The funding required for government pensions is the single biggest difference in public-private pay comparisons.<\/p>\n
BLS data from 2022 shows, \u201cOnly 15 percent of private industry workers had access to a defined benefit plan, compared with 86 percent of state and local government workers.\u201d\u00a0 (\u2018Access\u2019 does not signify that employees elect to participate in a plan.) Starting in the 1980s, the new law, ERISA, made companies accountable for funding accrued pension benefits and that prompted them to start replacing those plans with defined contribution or savings plans.\u00a0 The costs are significantly lower.<\/p>\n
Companies decided to terminate or freeze defined benefit plans because the costs were high.\u00a0 Moreover, \u00a0future costs depend on an employee\u2019s compensation at or close to retirement as well as uncertain future investment returns.\u00a0 That keeps actuaries in business.\u00a0 It\u2019s very different with defined contribution plans where the costs depend on employee decisions to save for retirement.\u00a0<\/p>\n
There are several varieties of retirement plans, each has specific parameters (e.g., age of early retirement, formula for matching employee contributions), but it\u2019s the annual cost that is significant here.\u00a0<\/p>\n
BLS data show state and local retirement plans accounts for 13.2 percent of an employee\u2019s \u2018total compensation\u2019. The full package of benefits totals 38.1 percent. \u00a0Employers in the private sector average only 3.4 percent on retirement plans. In some industries it\u2019s 2 percent or less. The highest of any industry group is construction where employers spend 7.0 percent.\u00a0<\/p>\n
When the percentages are translated into payroll dollars, the total compensation of a government worker paid a $60,000 salary would be $96,930.\u00a0 Retirement plans account for $12,794.\u00a0 In the private sector, a rough estimate of the retirement costs for the same hypothetical worker would be $3,300.\u00a0<\/p>\n
Another difference that adds to the costs is the age when employees \u2018retire\u2019 and start benefit payments.\u00a0 At age 65 the average person can expect to live another 20 years.\u00a0 To illustrate the impact on costs, when benefits begin earlier at age 60, the benefits have to be paid for 25 years.\u00a0 When a worker retires at 55, the benefits are paid for 30 years.\u00a0 That\u2019s a 50 percent increase in funding.\u00a0 (Actuarial calculations are not that simplistic.)\u00a0 With savings plans, early retirement reduces an employer\u2019s costs.<\/p>\n
A related issue, largely unique to government, is mandatory retirement. \u00a0The argument for compulsory \u00a0retirement is the jobs are too dangerous (military) or they require high levels of physical and mental skill (air traffic controllers, airline pilots).\u00a0 With improved health and longevity, that makes less and less sense.\u00a0 It\u2019s the same as early retirement and adds to pension costs.\u00a0<\/p>\n
Encouraging (or allowing) workers to work an added year or two would reduce the years a retiree receives benefits, and cut costs.\u00a0 Over time \u2018normal\u2019 retirement ages have been raised but are still below the ages in private sector plans \u2013 and in Social Security.\u00a0 On paper, it\u2019s a simple change to cut costs.<\/p>\n
The federal government reconsidered its retirement program in the 1980s when the Federal Employees Retirement System was introduced.\u00a0 It combines benefits from three sources: a Basic Benefit Plan, Social Security and the Thrift Savings Plan. \u00a0The Basic Plan provides very modest benefits, but the combination \u00a0provides better benefits than the typical private employer.\u00a0 It\u2019s a model for other public employers.<\/p>\n
The point is that retirement plan costs can be reduced without affecting the benefits of older workers or their plans. Ideally leaders should arrange for meetings where the issues can be discussed in the context of the purpose \u2013 shifting dollars to make jobs more attractive to younger workers. \u00a0Actuaries can provide estimates of the potential savings spread over the workforce.\u00a0<\/p>\n
This is clearly not an argument for eliminating defined benefit pensions.\u00a0 Older workers have based their life plans on the expected benefits.\u00a0 But modifying plan provisions or, as the feds did, replace an outdated plan can generate savings to improve recruiting. A simple answer, from the private sector, is \u2018freezing\u2019 benefits and\/or participation for workers below a stated age (e.g. 40 or 45) and replacing it with a savings plan. \u00a0There are multiple options.<\/p>\n
This should also not be read as a criticism of pension plans. However, public employers have obvious budget limitations. They also have a commitment to provide promised public services.\u00a0 When job vacancies delay or prevent the delivery of essential public services, it can and has affected residents.\u00a0 (The population data suggest the number of young workers looking to start careers will continue to decline.)<\/p>\n
The policy questions include: \u00a0Are the costs of defined benefit pensions the best use of limited budget dollars?\u00a0 Are the \u2018costs\u2019 linked to mounting job vacancies (e.g., overtime, burnout, and poor performance) acceptable?\u00a0 Is the loss of knowledgeable, experienced older workers acceptable?\u00a0 Public employers would benefit from initiatives to improve recruiting as well as encourage older workers to defer retirement.<\/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\/2024\/01\/Howard.jpeg” title_text=”Business,People,,Handshake,And,Meeting,For,Partnership,,Teamwork,Or,Collaboration” 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|||||” animation=”off” global_colors_info=”{}”][\/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\/2024\/01\/2-4.jpeg” alt=”video presentation” title_text=”Close,Up,Back,View,Of,Male,Job,Candidate,Apply,Have” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.21.0″ animation=”off” global_colors_info=”{}”][\/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” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}”]<\/p>\n
There are several varieties of retirement plans, each has specific parameters (e.g., age of early retirement, formula for matching employee contributions), but it\u2019s the annual cost that is significant here.\u00a0<\/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” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n
Reaching Agreement on Needed Changes<\/h4>\n
Civil service systems were introduced a century ago, before labor laws, unions, and Personnel offices. Many of today\u2019s industries did not exist.\u00a0 The idea of knowledge jobs was decades away. The federal civil service laws have been amended several times but the core principles have seen little change since the 1920s.\u00a0 That is largely true for most state civil service systems. The traditional and continuing focus is internal administration; the \u2018job for life\u2019 policy ignores what\u2019s unfolding in labor markets.<\/p>\n
But experience going back a decade confirms those systems do not have the flexibility needed to deal with today\u2019s workforce problems.\u00a0 Vacancy problems started before the COVID crisis.\u00a0 Retirements add to vacancy problems and will continue to be heavy. Surveys show large numbers of employees \u2013 as high as 50 percent — are thinking about quitting. Competition with private employers is an issue but, in many jurisdictions, the highest vacancies are in departments that are unique to government \u2013 where there are no \u2018competitors\u2019.\u00a0 It\u2019s clear small percentage increases in pay will not solve the problem.<\/p>\n
A number of websites report what \u201cGenZ wants from employers\u201d but there is also a flipside to the issue, as reported in, \u201cWhy Young Workers Don\u2019t Want Government Jobs\u201d.\u00a0 The column, based on a survey of young adults 18 to 36, shows they are \u201cskeptical of the government\u2019s desire to employ them or its ability to have a meaningful impact. . .\u201d\u00a0 Respondents reported feeling excluded and unwanted by public employers.\u00a0 Only 24 percent felt agencies wanted to employ them.\u00a0 On a related question, less than 20 percent expressed an interest in working in the public sector. \u00a0<\/p>\n
Assuming their views are shared by other GenZers, the survey responses need to be considered in the context of (1) local demographic data, (2) projected retirements, and (3) performance problems created by vacancies. If nothing changes, local jurisdictions should anticipate the vacancy problem will get worse.<\/p>\n
A key will be gaining employee buy-in for needed change. \u00a0An approach recommended by experts is to invite workers to take part in Employee Resource Group (ERGs).\u00a0 It\u2019s been a practice used frequently in higher education. A key is top management\u2019s commitment to adopt a group\u2019s recommendations.<\/p>\n
Recent hires would be important here. They learn quickly what would make their jobs more satisfying. \u00a0Further, they also have an invaluable understanding of why their peers in local communities are not interested in government careers. They should play a continuing role in the planning and continue as changes are implemented.\u00a0 Their \u2018ownership\u2019 of the changes is important. \u00a0<\/p>\n
The \u2018what GenZ workers want\u2019 message confirms they are less interested in in the traditional benefits –pensions or insurance. \u00a0However, surveys highlight differences in what they want.\u00a0 The newer non-financial benefits \u2013 remote or hybrid work, free snacks, flex schedules, more on-the-job training, childcare, more autonomy — are high on several lists.\u00a0 But one prominent international survey reports, \u201cNothing outweighs pay. . . . For the majority (54%) of GenZers, pay is the most important factor when applying.\u201d\u00a0 For college grads, it\u2019s the student loans and living costs.\u00a0 Almost half are living with family members.<\/p>\n
If pay is confirmed as a priority, that could necessitate a pay study. An ERG team can work with HR to plan and manage the study. Colleges commonly rely on employee groups to plan new pay systems. The problem is that government\u2019s rigid pay systems are out of sync with the dynamics of today\u2019s labor markets. The federal government dealt with the problem by agreeing to pay thousands of employees \u2018special rates\u2019. Other public employers (e.g., Tennessee) have successfully transitioned to pay for performance.<\/p>\n
Significantly, police and teachers have had separate pay systems for decades. More recently, jurisdictions started adding separate pay systems for tech specialists. That may be the best answer for other occupations where applicants have specialized training or experience (e.g., library workers, lawyers).<\/p>\n
Research has also identified other changes that could improve retention and engagement, including defining career ladders, showing respect for workers, recognizing accomplishments, and better manager training.\u00a0 Those are core issues to discuss with ERG group members.\u00a0<\/p>\n
For this initiative to be successful, leaders will need to commit to adopting reasonable ideas that surface in those discussions. \u00a0Given the history, a high level commitment to change is essential.\u00a0 Where the changes impact union members, the leaders need to understand and agree on the change strategy.\u00a0 When the changes improve the work experience, everyone wins.\u00a0 That should improve recruiting and retention.<\/p>\n
Agency performance depends as much or more than any business on face-to-face interactions with the public. \u00a0Technology is helping workers operate more efficiently but with many occupations its unlikely to replace front line workers.\u00a0 And perhaps most important, payroll along with the costs related to managing workers (e.g., training) are the single largest budget line in virtually every government agency.\u00a0<\/p>\n
All of this is relevant to developing a staffing strategy that promises to meet agency needs into the future.<\/p>\n
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\n| \n Population Data from Major Cities<\/strong><\/p>\n<\/td>\n<\/tr>\n\n| \u00a0<\/td>\n | \u00a0<\/td>\n | \n Age Group<\/strong><\/p>\n<\/td>\n| \u00a0<\/td>\n | \u00a0<\/td>\n<\/tr>\n | \n| \n City<\/strong><\/p>\n<\/td>\n| \u00a0<\/td>\n | \n 20-24<\/strong><\/p>\n<\/td>\n| \u00a0<\/td>\n | \n 25-29<\/strong><\/p>\n<\/td>\n| \u00a0<\/td>\n | \n Gap<\/strong><\/p>\n<\/td>\n<\/tr>\n\n| \u00a0<\/td>\n | \u00a0<\/td>\n | \n (000)<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n (000)<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n (000)<\/p>\n<\/td>\n<\/tr>\n | \n| \n Atlanta<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 47.6<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 58.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 10.5<\/p>\n<\/td>\n<\/tr>\n | \n| \n Baltimore<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 39.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 56.3<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 17.2<\/p>\n<\/td>\n<\/tr>\n | \n| \n Boston<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 68.5<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 88.4<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 19.9<\/p>\n<\/td>\n<\/tr>\n | \n| \n Buffalo<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 22.3<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 26.6<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 4.3<\/p>\n<\/td>\n<\/tr>\n | \n| \n Charlotte<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 59.5<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 80.9<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 21.4<\/p>\n<\/td>\n<\/tr>\n | \n| \n Chicago<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 197.5<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 282.2<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 84.7<\/p>\n<\/td>\n<\/tr>\n | \n| \n Cleveland<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 26.6<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 33.8<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 7.2<\/p>\n<\/td>\n<\/tr>\n | \n| \n Dallas<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 95.4<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 127.8<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 32.4<\/p>\n<\/td>\n<\/tr>\n | \n| \n Houston<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 165.0<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 211.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 46.1<\/p>\n<\/td>\n<\/tr>\n | \n| \n Los Angeles<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 279.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 353.5<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 74.4<\/p>\n<\/td>\n<\/tr>\n | \n| \n Minneapolis<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 41.4<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 48.7<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 7.3<\/p>\n<\/td>\n<\/tr>\n | \n| \n New Orleans<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 21.5<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 22.9<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 1.4<\/p>\n<\/td>\n<\/tr>\n | \n| \n New York<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 536.8<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 763.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 226.3<\/p>\n<\/td>\n<\/tr>\n | \n| \n Philadelphia<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 109.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 154.8<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 45.7<\/p>\n<\/td>\n<\/tr>\n | \n| \n Phoenix<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 112.3<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 129.8<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 17.5<\/p>\n<\/td>\n<\/tr>\n | \n| \n Portland<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 36.3<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 61.5<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 25.2<\/p>\n<\/td>\n<\/tr>\n | \n| \n San Francisco<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 44.7<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 94.1<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 49.4<\/p>\n<\/td>\n<\/tr>\n | \n| \n Seattle<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 56.2<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 94.2<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 38.0<\/p>\n<\/td>\n<\/tr>\n | \n| \n Washington<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 49.3<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 77.4<\/p>\n<\/td>\n | \u00a0<\/td>\n | \n 28.1<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n <\/p>\n [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.9.0″ min_height=”520.5px” custom_margin=”-17px||20px||false|false” custom_padding=”0px|0px|24.625px|0px||” global_module=”37900″ collapsed=”on” global_colors_info=”{}”][et_pb_row column_padding_mobile=”on” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”780px” custom_padding=”0px|0px|73.90625px|0px” use_custom_width=”on” custom_width_px=”780px” 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=”4.16″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”36″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”||70px|” text_font_size_tablet=”26″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n Want new articles before they get published? 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workers.<\/p>\n","protected":false},"author":3346,"featured_media":46697,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[13],"tags":[35],"class_list":["post-46694","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-gov","tag-government-trends"],"acf":[],"yoast_head":"\n Cities Have a New Challenge Filling Job Vacancies: Demographics - Careers in Government<\/title>\n<meta name=\"description\" content=\"Agencies are experiencing staffing problems that impede service delivery, while a retirement tsunami erodes the ranks of older, knowledgeable workers.\" \/>\n<meta name=\"robots\" content=\"noindex, 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