Government

As the largest employers in the world, governments occupy a unique position in the resourcing and talent landscape. The incredible array of roles and functions, the scale of requirements, and the necessity of resourcing in diverse regions all contribute to a very challenging environment for government recruiters.

Challenges

With such breadth and diversity of requirements across the government sector the list of potential resourcing and talent challenges is especially long. Agendas differ widely between departments – for instance, in defence, security and protection services, screening and security is perhaps the most critical function. However, there are a number of shared concerns in government sectors.

The diversity agenda, fairness and compliance (EEO) plays a significant part in the recruitment agenda, especially around equity and fairness throughout the recruitment – feedback and transparency prized above all. There are many unusual skillsets in every subsector of government, from the staff that provide support to the government itself to infrastructure planners and engineers to healthcare professionals to financial experts in the monetary system. Skill shortages are not uncommon, in part due to the niche skillsets required for certain roles, but also in part due to a lack of candidate appetite, poor pay parity, and general lack of competitiveness against the private sector.

Finally, governments are the most diverse regional employers, which pose significant sourcing problems.

Our Credentials

We’ve worked with several government agencies in an ad-hoc basis since 2005, providing assistance on specific talent and resourcing projects. Considered a trusted and expert advisor, we’ve delivered assessment and selection campaigns, driven HR transformation programmes, helped out with operations consultancy, and found high-level, unusual talent for our government department clients.

Our Solutions

In supporting the diversity agenda, we help clients to embed behaviours and processes within the recruitment function that ensure equality and opportunity for every candidate. Additionally, we’ve implemented specific programmes that enable underrepresented groups within the candidate community – for instance, mothers returning from maternity leave – to easily find roles that match their circumstances. Through intelligent reporting and resourcing metrics, we provide significant clarity and measurement of the diversity effort.

Overcoming candidate apathy can pose a greater challenge. We’ve implemented employer branding and attraction strategies to energise and mobilise previously reluctant or passive candidates in the marketplace, using targeted campaigns to engage and inform. The results of such campaigns are telling; not only is there a short-term gain in applications by candidates, but over the longer term the employer brand of the department changes, helping make recruitment a little easier.

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