{"id":47326,"date":"2024-03-23T10:38:24","date_gmt":"2024-03-23T17:38:24","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=47326"},"modified":"2024-03-25T10:46:05","modified_gmt":"2024-03-25T17:46:05","slug":"government-needs-healthy-organizations-too","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/government-needs-healthy-organizations-too\/","title":{"rendered":"Government Needs Healthy Organizations Too"},"content":{"rendered":"

[et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” admin_label=”section” _builder_version=”4.24.2″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2024\/03\/3.jpeg” min_height=”629px” custom_margin=”||-6px|||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_padding=”0px||126px|||” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_divider show_divider=”off” disabled_on=”on|on|off” _builder_version=”4.16″ height=”200px” global_colors_info=”{}”][\/et_pb_divider][et_pb_text _builder_version=”4.24.2″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”620px” custom_margin=”0px||0px|” text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n

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Government Needs Healthy Organizations Too<\/strong><\/p>\n<\/div>\n<\/div>\n<\/div>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”4.16″ min_height=”1978px” custom_margin=”-86px|||||” custom_padding=”11px|||||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” padding_mobile=”off” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ 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=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”1_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\/2020\/06\/Screen-Shot-2020-06-06-at-9.44.14-AM.png” title_text=”Screen Shot 2020-06-06 at 9.44.14 AM” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.16″ animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|” global_colors_info=”{}”]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=”4.24.2″ 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>\n

The reaction to the Great Resignation and the millions who quit heightened interest in the value of creating \u201chealthy\u201d organizations.\u00a0 As one expert explained it, \u201ca people-centric approach to all aspects of work\u201d contributes to an organization\u2019s success.\u00a0 A recent McKinsey post stated, \u201cOrganizational health is (still) the key to long-term performance.\u201d<\/p>\n

But it\u2019s an argument that has not gained acceptance in government.\u00a0 In 2018 the National Academy of Public Administration published the report, \u201cStrengthening Organizational Health and Performance\u201d but it was ignored by the Trump White House.\u00a0 It was not until this past spring that the Office of Management & Budget issued a memorandum on \u201cMeasuring What Matters: Organizational Health and Performance.\u201d\u00a0 Months later, the US Office of Personnel Management released a \u201cplaybook\u201d, Workforce of the Future<\/em>, with a section on organization health, but again it focuses on measurement, not the way workers are managed.<\/p>\n

The research is clear — there are significant payoffs to maintaining a healthy organization, most important are improved performance, lower turnover, and increased job applications. \u00a0Simply stated, it\u2019s a win-win for organizations and their employees.\u00a0<\/p>\n

There is no standard description of a healthy organization but there are threads or themes in the many descriptions posted on websites \u2013 shared vision of organizational goals, a sense of purpose, open communications, focus on employee wellbeing, emphasis on fairness, etc.\u00a0 McKinsey developed a complex \u00a0Organizational Health Index to \u2018measure\u2019 an organization\u2019s health.\u00a0 But this is one management issue that does not ride on metrics. Employees always know if their workplace is \u2018healthy\u2019.<\/p>\n

Public agencies should have an advantage \u2013 there is a clear purpose and the work is important — but something is missing in far too many workplaces \u2013 mutual trust, flexibility, reduced bureaucracy, recognition for accomplishments.\u00a0 All are important in healthy organizations.<\/p>\n

When public employees are asked to describe their work experience, their comments commonly suggest it\u2019s not completely satisfactory. \u00a0Their comments would be different from workers in one of the \u201cbest places to work\u201d.\u00a0 The three outcomes \u2013 performance, turnover, and applicants \u2013 depend on how employees feel and react to their day-to-day experience.\u00a0 Their feelings are shared with co-workers and reflected externally in their employer\u2019s \u2018brand\u2019. Taking steps to improve their experience can be expected to improve on all three outcomes.<\/p>\n

Data from a major city highlights the potential.\u00a0 The city\u2019s budget exceeds $6 billion.\u00a0 Of the budget total, employee compensation and benefits account for almost $4 billion or 63 percent.\u00a0 The next largest budget line \u201cPurchase of Services\u201d accounts for 21 percent \u2013 and a high percentage of contractor spending is on payroll dollars.\u00a0 Additionally, the time spent by HR specialists and by managers dealing with staff issues adds to the costs of workforce management.\u00a0 The total cost to manage the city\u2019s workforce is significantly higher than 63 percent.\u00a0 Improving the work experience and realizing gains on the outcomes would enable the city to realize millions in savings.<\/p>\n

The Background Problem:\u00a0 Worker Shortages<\/h4>\n

The COVID crisis and pandemic disrupted careers and triggered important changes in labor markets. From the post-World War II years, the nation\u2019s workforce grew steadily for decades.\u00a0 Employers simply posted job openings and waited for applicants.\u00a0 But two demographic trends emerged and changed everything.\u00a0 Boomers are living longer and couples are having fewer children.\u00a0 In 1960 the average family included 3.67 individuals, today it\u2019s 3.13. That means fewer young job seekers and helps to explain the worker shortage problem at all levels of government.\u00a0 It\u2019s a global problem, with employers in virtually all developed countries experiencing high levels of job vacancies.<\/p>\n

Korn Ferry summarized the problem in a recent report, The Global Talent Crunch<\/em>,<\/strong> \u201c . . . the biggest issue isn\u2019t that robots are taking all the jobs\u2014it\u2019s that there aren\u2019t enough humans to take them. Indeed, the study finds that by 2030, there will be a global human talent shortage of more than 85 million people, or roughly equivalent to the population of Germany.\u00a0 The \u201cUnited States faces one of the most alarming talent crunches of any country in our study\u201d, with a projected deficit by 2030 that will exceed 6.5 million highly skilled workers (college educated).<\/p>\n

The Bureau of Labor Statistics publishes a monthly \u201cJOLTS\u201d report on jobs.\u00a0 Over 2023,\u00a0 job openings in the private sector dropped roughly 20 percent.\u00a0 For government employers, the decline was just under 10 percent.\u00a0 More significantly, vacancies in the public sector increased by 50 percent from December 2019 and 300 percent from 2013.\u00a0 At the end of the year, the private sector had 8 million job openings and only 6.3 million unemployed workers.\u00a0 Government agencies had 1 million vacancies.<\/p>\n

The additional issue for public employers is that 25 percent of the public sector workforce is 55 or older; only 4 percent are between 20 and 24.\u00a0 Unless recruiting improves significantly, the near-term retirements should be expected to increase the vacancies.<\/p>\n

There are conflicting reports that Gen Zers are either avoiding government jobs or actuality gravitating to them.\u00a0 Fortune reported the results of a survey showing, \u201cGen Z and millennials are trying to dodge layoffs by turning to low-paid but \u2018stable\u2019 government jobs.\u201d\u00a0 In some cases, a parent lost a job in the pandemic. \u00a0Posts now on TikTok claim they are looking for job stability despite the low salaries.\u00a0 \u00a0<\/p>\n

But there are also surveys showing, \u201cMore young people are saying the same thing: Salary and career growth are the most important things about a job. And it could explain why Gen Z workers are so much more unsatisfied with their jobs than their older colleagues.\u201d\u00a0 Surveys also report the importance of recognition, training, and non-financial benefits.\u00a0 They want good benefits but, for 20-year-olds, saving for retirement is \u201ca low priority.\u201d \u00a0<\/p>\n

Government agencies need to consider what\u2019s needed to augment their Employee Value Proposition<\/em> to compete in today\u2019s tight labor markets.\u00a0 A recent column argued, \u201cWhen a raise and promotion don’t hit swiftly, Gen Z is quick to jump ship. In a 2023 survey by ResumeLab, 83% of Gen Zers said they considered themselves job hoppers, meaning they took \u2018a dynamic approach to their careers that often involves frequent job changes.\u2019”\u00a0 When the layoffs are no longer a concern, the recent Gen Zer hires could start looking for more attractive job opportunities.<\/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\/03\/2.jpeg” title_text=”Corporate,Teacher,Showing,New,Employee,Learning,Video,At,Laptop,,Company” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.24.2″ 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\/03\/Howard.jpeg” alt=”video presentation” title_text=”Coach,Or,Group,Leader,Telling,Funny,Story,Or,Joke,To” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.24.2″ animation=”off” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.24.2″ 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

When public employees are asked to describe their work experience, their comments commonly suggest it\u2019s not completely satisfactory.<\/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=”4.24.2″ 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

Understanding Healthy Organizations<\/h4>\n

Multiple studies of healthy organizations confirm they are more successful.\u00a0 Now the increasing importance of worker shortages is an added reason to consider the changes that would attract and help to retain qualfied workers.\u00a0 The Great Resignation made this a priority.<\/p>\n

However, since the argument rides on understanding the many issues that impact how workers view their organization, its useful to assess the words and phrases associated with great work environments \u2013<\/p>\n

Words Frequently Heard in Healthy Organization Discussions<\/p>\n\n\n\n
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\u00a7\u00a0 work-life balance<\/p>\n

\u00a7\u00a0 purpose driven<\/p>\n

\u00a7\u00a0 face to face communication<\/p>\n

\u00a7\u00a0 job security<\/p>\n

\u00a7\u00a0 effective onboarding<\/p>\n

\u00a7\u00a0 constructive feedback<\/p>\n

\u00a7\u00a0 support for career advancement<\/p>\n

\u00a7\u00a0 personalized training<\/p>\n<\/td>\n

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\u00a7\u00a0 collaboration<\/p>\n

\u00a7\u00a0 recognition<\/p>\n

\u00a7\u00a0 a welcoming culture<\/p>\n

\u00a7\u00a0 open communication of\u00a0 what to expect<\/p>\n

\u00a7\u00a0 mentoring \/ coaching<\/p>\n

\u00a7\u00a0 respect and trust<\/p>\n

\u00a7\u00a0 workers valued<\/p>\n

\u00a7\u00a0 clear career paths<\/p>\n

\u00a7\u00a0 concern for the person<\/p>\n<\/td>\n

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\u00a7\u00a0 higher percentage engaged<\/p>\n

\u00a7\u00a0 fair pay \/ fair treatment<\/p>\n

\u00a7\u00a0 mental health care support<\/p>\n

\u00a7\u00a0 manager \/ worker discussion of performance goals<\/p>\n

\u00a7\u00a0 teamwork<\/p>\n

\u00a7\u00a0 flexible hours<\/p>\n

\u00a7\u00a0 informal socialization<\/p>\n

\u00a7\u00a0 time for personal issues<\/p>\n

\u00a7\u00a0 sense of work control<\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

Prominent in healthy organizations is the importance of recognizing and rewarding the best performers.\u00a0 Surveys show Gen Zers \u2013 along with workers from other generations \u2013 expect recognition for their accomplishments.\u00a0 Young workers are accustomed to gold stars and trophies. \u00a0It reinforces the importance of good performance.<\/p>\n

That point was highlighted in a report from the U.S. Government Accountability Office (GAO) that dug into the reasons why the Transportation Security Administration (TSA) has had a longstanding disengagement problem. Their analyses found that \u201cemployees felt recognition and award programs failed to operate effectively, lacked integrity due to favoritism, and . . . lack of commitment from leaders, managers and supervisors to execute programs with transparency.\u201d\u00a0 Anecdotal evidence suggests that is all too common.<\/p>\n

Pay increases and\/or cash incentives get most of the attention, but there are many ways to recognize employees, as discussed in the popular book, 1,001 Ways to Reward Employees. <\/em>It\u2019s sold over a million copies.\u00a0 The common focus in government on the few poor performers sends a very different and unfortunate message.<\/p>\n

Employee surveys and focus groups are widely used but too often leaders fail to act on what they learn. An alternative, although similar, are Employee Resource Groups (ERGs), meeting regularly to discuss how their workplace can be improved. \u00a0They will need the commitment of the leadership team. They may need access to resources to support their efforts. \u00a0Direct costs, if any, would be easily offset by savings. \u00a0Leaders as well as workers want their organization to succeed.<\/p>\n

This is new to many leaders but workers have been paying attention to work environment issues for years.\u00a0 Websites like Glassdoor routinely report \u201creviews\u201d of companies based on comments from current and past employees.\u00a0 This is on a larger scale, and with a different audience \u2013 leaders.<\/p>\n

The Key Role of Middle Managers<\/h4>\n

For reasons buried in history, government ignores the role of \u2018manager\u2019.\u00a0 The NAPA report, the OMB release and the OPM playbook each focuses on the use of data by managers but are silent on the central role they play in creating healthy organizations.<\/p>\n

That\u2019s also true for college MPA programs where it\u2019s rare to find a course on day-to-day workforce management.\u00a0 The Georgetown University program, as an example, is \u201cIn the shadow of the capitol\u201d but does not list a single course related to managing workers or creating a high performance organization.<\/p>\n

Thought leaders in the private sector make a very different argument.\u00a0 In a new book, Power to the Middle: Why Middle Managers Hold the Key to the Future of Work<\/em>, three McKinsey consultants highlight research showing,\u00a0\u00a0 \u201c . . .companies able to tap the potential of middle managers deliver three times greater returns to shareholders.<\/p>\n

Managers are compared with coaches in sports.\u00a0 The coaches of the best teams are celebrated, their names make the headlines.\u00a0 Winning seasons are rewarded with million dollar, multi-year contracts.\u00a0 Teams do not \u2018promote\u2019 coaches to jobs in the executive office.\u00a0 \u2018Coaching\u2019, rather than controlling, is a far more enjoyable and productive role for managers.<\/p>\n

The omission in the NAPA and OPM reports is not surprising.\u00a0 Managers have never been prominent in discussions of agency performance. \u00a0Many were promoted because of their technical skills, not their potential to supervise workers. Training is often limited to the basics – organizational goals, employment laws, HR policies, and record keeping. \u00a0Workers have been known to turn down promotions to become managers because they would be expected to handle too many problems. \u00a0The traditional job of manager is not an enjoyable job.<\/p>\n

This Is a Win-Win<\/h4>\n

The one certainty is that when employers offer a healthy work experience, they are more likely to attract qualfied workers, more likely to retain them, and can expect to perform better.\u00a0 That\u2019s been shown in research studies going back three decades.\u00a0 All sectors \u2013 except state and local government \u2013 post annual lists of the \u2018best places to work.\u2019\u00a0 Those lists make the benefits of more effective management very clear.<\/p>\n

Unfortunately, civil service systems are a barrier to rethinking the work experience.\u00a0 They were created decades ago at the time when control-oriented supervision was common in industry. \u00a0Laws and regulations protect worker \u2018rights\u2019. Worker control is still reflected in the lengthy, detailed job descriptions.\u00a0 It\u2019s created a culture that\u2019s resistant to change.<\/p>\n

That resistance is reinforced by labor agreements that often make even minor changes negotiable. Human nature also makes workers generally resistant to change. \u00a0The barriers to change are legal as well as psychological.<\/p>\n

An added problem is that in contrast to business leaders, very few elected officials have experience leading managing large employee groups or change initiatives. One who did, Tennessee\u2019s Governor Haslam, led reform of the state\u2019s civil service system.<\/p>\n

Government management is complicated by significant differences in the work issues in the many varied departments.\u00a0 An effective supervisor in a library might be a failure in a fire station or budget office.<\/p>\n

That shifts the focus to agency heads.\u00a0 They have the best understanding of their agency\u2019s operations and are closer to front-line workers.\u00a0 They will need a team of employes to champion the benefits of change, ideally at multiple levels, until the new management approach is accepted.\u00a0 The OPM playbook lists metrics to monitor progress.\u00a0 It\u2019s possible that the initial shifts in worker-manager relationships can be realized within the civil service framework.\u00a0 Early successes will build support for change in other agencies.<\/p>\n

To borrow an argument from McKinsey, \u201cThe leadership team may not understand the full value of investing in organizational health, the right resources may not be allocated to it, or leaders may simply lack the capabilities and experience needed to address it. But when leaders fail to address organizational health, they fail to help their agencies reach their full potential for performance.\u201d<\/p>\n

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When leaders fail to address organizational health, they fail to help their agencies reach their full potential for performance.<\/p>\n","protected":false},"author":3346,"featured_media":47329,"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-47326","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-about-gov","tag-government-trends"],"acf":[],"yoast_head":"\nGovernment Needs Healthy Organizations Too - Careers in Government<\/title>\n<meta name=\"description\" content=\"When leaders fail to address organizational health, they fail to help their agencies reach their full potential for performance.\" \/>\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=\"Government Needs Healthy Organizations Too - 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