Abstract
The paper researches possible reasons for low levels of the millennial demographic as employees in the public sector. The key issues include insufficient advertising programs combined with a negative brand of the government as an employer and workplace problems that include harassment, ageism, feedback, and remote accessibility. Legal cases are also provided to support the relevance of the topics and improve the understanding of the current situation.
Enhancing the promotion campaigns, addressing possible discrimination issues beforehand, providing engaging reports, and considering working from home are advised. These recommendations correspond with the advice given by the Scripture and management professionals. Improving the listed factors will increase motivation and workplace morale, reducing employee turnover and burnout while attracting the younger generation to government positions instead of the private sector.
Introduction
Over the last decades, the US government has struggled to introduce the new generation to public service work. Youth employment in the government sphere has decreased as the field faces problems attracting employees to vacant positions. Recruitment methods and the work environment should change according to the millennials’ worldview to change this situation.
This can be achieved by analyzing the current issues this generation faces in the workplace and the possible solutions that can increase interest and sustainability in this employment segment. The main problems that cause millennials to choose other career options are faulty recruiting strategies, including brand and advertisement issues, and unappealing working environments that include workplace harassment, discrimination, feedback, and organizational systems.
Recruiting Strategies
Unappealing Brand
The problems with attracting millennials toward government jobs start with their popularity among this demographic. According to Datar et al. (2022), young people are less likely to apply for municipal jobs than for similar positions in the private sector. They tend to search for more possibilities and career opportunities in these jobs and find them more attractive as a place to start their careers. State internships are usually not perceived as a stable choice but as temporary occupations.
The general turnover rate correlates with the age group. McCarthy et al. (2020) state that the most common tenure of people who leave government positions is 6-10 years, corresponding with the millennial intention to pursue a career in the private sector. This shows that administrative positions need help attracting young talent into the sphere and must be addressed. Thus, it is necessary to work on the public image of administrative positions among the youth and show the benefits of the provided positions.
Ineffective Advertisement
One of the reasons millennials choose a career outside of government is the ineffective advertisement of internship programs. Connolly (2022) addresses this issue in his CNN Business Perspectives interview and states that it harms the motivation of the youth to pursue a job in the sphere. His opinion accentuates the importance of adequately presenting available programs in social media and other modern resources, as it broadens the target audience. This may also help build a more approachable brand for local government and create communities that will be more involved in public service.
This is supported by Nigro et al. (2014), who state that the recruitment strategy should be personalized and correspond with the target goals and demographics. More specific information is also useful for people looking for workplaces supporting their religion and devotion to God (Sifuna-Evelia, 2017). Therefore, advertising techniques should be revised to increase the popularity of the field among millennials.
Workplace Harassment
The recent increase in workplace harassment cases may be connected to millennials becoming a significant part of the working demographic. Baralt et al. (2020) state that this generation is more prone to actively state their social justice beliefs and openly discuss problems that occur in the workplace. This leads to many court cases that older colleagues may have overlooked.
While most of the incidents are connected to the private sector, Kelly L. Phelps v. State of Tennessee (2020) describes a situation in which a government employee was the offender. This shows that administration workers are also at risk of being discriminated against in the workplace, which further increases the concerns that millennials might have while applying. This decreases their motivation to participate in group activities and communicate with their colleagues, which damages productivity. Choosing between ethical and professional decisions may be difficult, but Feffer (2017) suggests discussing specific situations and making wise decisions. Addressing these concerns is extremely important in keeping this generation’s progressive employees in their positions and increasing the sector’s popularity.
Age Discrimination Against Other Generations
In addition to general societal problems, conflicts occur based on age differences. As shown by Salehian v. Nevada State Treasurer’s Office (2022), workplace hostility regarding age remains a problem. In this case, the initiator was a millennial who expressed annoyance with the need to communicate with older people and used this as an excuse to comment on their productivity and the quality of their work.
This contradicts the teachings from Timothy 5:1, “Do not rebuke an older man but encourage him as you would a father, younger men as brothers…” and promotes further tension in the workplace (English Standard Version Bible, 2001). The Salehian v. Nevada State case shows how an age gap and lack of team building may lead to discrimination and systemic harassment of the workers who occupy the positions for a long time. Therefore, the management staff should address the issue in advance to prevent dissatisfaction on both sides of this conflict.
Age Discrimination Against Millennials
The current Age Discrimination in Employment Act (ADEA) protects people over 40 from employment discrimination, which only begins to include the millennials. This means that while the older coworkers may defend their rights in court in case of discriminatory behavior, younger people who are also vulnerable to agism may experience trouble dealing with these issues. The case of Jasmin v. New Jersey Economic Development Authority (2022) illustrates how millennials may face unfair treatment from their colleagues based on their age. The fact that the law only applies to people over 40 makes the younger generation feel insecure about their professional qualifications and workplace status.
Romans 15:7 advises, “Therefore welcome one another as Christ has welcomed you, for the glory of God,” and this should apply to all office workers. To prevent bullying, the manager should consult with the human resources department and introduce team-building sessions (English Standard Version Bible, 2001; Caillier, 2020). This will increase the morale and communication in the professional team while erasing colleague prejudice. Thus, all age discrimination-related issues should be handled accordingly, as they harm every participant.
Personal Input Acknowledgement
Some workers need to feel the impact of their efforts, and the government job sometimes fails to meet these expectations on a scale sufficient for millennials. The generation’s concern with their effort and results is especially relevant in public service and government. The changes should be illustrative and beneficial for the whole community. McCarthy et al. (2020) state that engagement depends on management methods, including excessive workplace bureaucracy and strict protocols that limit the variety of new methods millennials practice.
More informative reports from lower levels of management may solve this. Creating more opportunities for the workers to see the results of their labor is a great way to improve motivation and prevent them from leaving the government job for a position in the private sector. Therefore, addressing the benefits of government employees’ efforts and creating an environment that promotes a genuine interest in the profession is essential.
Remote Work Options
One of the main features of millennials is their connection to digital technology and their adaptability, which enhances their ability to work remotely. Folarin’s (2021) research states that modern employers should be able to provide the basis for working from home as an option for positions where physical presence is not necessary. Currently, most public sector jobs only operate remotely in emergencies, making these positions less desirable to the generation that values their time.
While the employers have concerns about the quality of this job, Colossians 3:32 advises, “Whatever you do, work heartily, as for the Lord and not for men.” (English Standard Version Bible, 2001). Thus, a good Christian can do their tasks well even via digital connection devices. This means that government employers should evaluate the possibility of letting their workers do the job remotely, as it may increase overall morale and productivity.
Conclusion
In conclusion, millennials are a very challenging generation to manage. However, their ambition, productivity, and technological adaptability are highly valuable in the modern world. To maintain them as employees, it is necessary to address their concerns about personal relationships with their colleagues, promote respect, and prevent issues connected to discrimination. Providing a good workplace environment is a rewarding project that will attract and retain more young people to the government.
References
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Caillier, J. G. (2020). The impact of workplace aggression on employee satisfaction with job stress, meaningfulness of work, and turnover intentions. Public Personnel Management. Web.
Connolly, G. (2022). The government has a talent problem. This bill could help change that. CNN. Web.
Datar, A., Ruiz, J. R., O’Leary, J., Agarwal, S., & Sanwardeker, R. (2022). Government can win the talent race—Here’s how. Deloitte Insights. Web.
English Standard Version Bible. (2001). Crossway.
Folarin, K. (2021). Cultivating millennial leaders. American Journal of Leadership and Governance, 6(1), 1–7. Web.
Kelly L. Phelps v. State of Tennessee. (n.d.). Justia Law. Web.
McCarthy, I. O., Moonesinghe, R., & Dean, H. D. (2020). Association of employee engagement factors and turnover intention among the 2015 U.S. federal government workforce. SAGE Open, 10(2). Web.
Nigro, L. G., Nigro, F. A., & Kellough, J. E. (2014). The New Public Personnel Administration (7th ed.). Cengage.
Sifuna-Evelia, M. (2017). Human resource management practices: A biblical perspective. Partridge.