Canadian Government Executive - Volume 26 - Issue 01

January/February 2020 // Canadian Government Executive / 21 A s the world becomes progres- sively complex, so do the expec- tations of government. Technol- ogy is increasingly disruptive, demands for transparency and account- ability continue to grow, and calls for lean government are the norm. Canada’s public sector workforce is aging, and a tsunami of retiring Baby Boomers is impacting gov- ernment. A critical challenge is to ensure that government knowledge and process- es are transitioned seamlessly. The public sector must respond by de- veloping and empowering the newest generation of public servants. This begins with Boomers grooming Millennials to lead while inculcating the principles of the public institutions that they will oversee. Why not Gen-X? Generation X, born 1965 to 1980, is often described as independent and self-suffi- cient. During their professional careers, many have adopted perspectives on public administration and governance through lived experiences and mentorship pro- vided by Boomers. Many occupy mid-level and senior management positions within the public sector and are capitalizing on Boomer retirement for career progression. Gen-X maintains high employment turn- over and career mobility as compared to other cohorts. Due to professional exposure and gener- ational proximity, Gen-Xers exhibit many Boomer characteristics, social behaviours, and professional perspectives. Research shows that Millennials want and value the same things as other generations but ap- proach achieving their goals differently. Enter the Millennials … Hailed as the most diverse generation ever, there is no shortage of misconcep- tions about Millennials in the workplace. They are stereotyped as entitled, unreli- able, narcissistic, and lacking tacit un- derstanding of the workforce, including their own roles and responsibilities. De- spite such crass generalizations, Dr. Lin- da Duxbury defines this cohort as highly achievement-oriented and willing to work tirelessly to attain success. Millennials are akin to sponges, ready to soak up Boomer knowledge. After all, most Boomers raised Millennials of their own at home. Public sector careers are often accom- panied by optics of vertical job mobil- ity, fulfilling work, and opportunities for work-life balance. Deloitte reported that Millennials are attracted to public service careers for these same reasons, correlat- ing with the lowest turnover among all cohorts. They value mentorship and are deeply connected to issues affecting their community, as evidenced by various social movements and GoFundMe initiatives. Re- taining this talent trove is germane to re- ducing hiring costs, establishing efficient government, and aligning with senior management and public expectations of value for taxpayer dollars. Bridging the generational gap Millennials represent more than 35 per cent of the public sector workforce, making them the largest generational cohort. They represent 50 per cent of all employees in the world. By 2025, Millennials are project- ed to account for upwards of 75 per cent of the Canadian workforce. This massive presence makes it imperative for Boom- ers to transfer their legacy of irreplaceable knowledge. It means transferring organi- zational good practice, as well as histori- cal understanding of how decisions came to fruition. This is important context when formulating new public policy. Bridging the generational gap through knowledge transfer requires establishing a pipeline of talent, creating mentorship opportunities, and deploying proper suc- cession planning techniques. These ap- proaches are essential for enabling young professionals to develop and hone skills early in their public service careers. By le- veraging Boomer knowledge, vibrant, pas- sionate Millennials are better positioned to understand and capitalize on decision- making context and innovation. Due to the technological inclination of Millennials, such skillsets can improve and streamline antiquated government processes, leading to efficiencies and cost-savings. Intergen- erational collaboration fosters innovation and comprehensive responses to the needs of government and society. Research indicates that the public ser- vice can gain a competitive advantage by better understanding and adapting to Millennials’ workplace motivation. Men- torship within government is a reciprocal relationship, offering participants the op- portunity to collaborate and learn from each other. For Millennials, it addresses the need for engagement and meaning- ful feedback, while being presented the opportunity to absorb crucial information pertaining to roles internal and external to areas of interest. Effective disruption begins with a fer- vent contextual understanding of the chal- lenges, issues, and their implications. Mil- lennials are an underutilized resource that must be harnessed strategically to create an adaptable public sector capable of tack- ling tomorrow’s uncertainties. Mentorship programs, talent pipelines, and succession plans must mobilize continuity and ser- vice excellence as Baby Boomers retire. Combatting ageism means empowering intergenerational cohesion, creativity, and innovation. Asare Kester-Akrofi is the executive co- ordinator at the city of Markham. He is a candidate for the Master Of Public Policy, Administration, and law at York University (akesterakrofi@markham.ca ). Millennial Outlook by Asare Kester-Akrofi of Boomer knowledge Millennial gatekeepers If you have knowledge, let others light their candles in it. – Margaret Fuller, women’s rights activist