The Future of Work: Building a Government Talent Strategy for 2022
What State and Local Leaders Need to Know to Modernize Workforce Planning
Special
Nationally, more than a quarter of paramedics leave their jobs every year. Calls for ambulance services in Santa Clara County, Calif., have increased by 25 percent over the past three years.
State officials are worried that under-resourced, low-income young adults may be left behind if not given the proper access and training needed to fill thousands of existing and anticipated jobs.
Wait times to speak to customer service representatives have risen to an average of more than 52 minutes, and as many as 1,500 people are experiencing delays due to the identity verification process.
Proposed legislation that has garnered support from a public employees union would provide greater protection to state workers who file complaints of bullying, which is mostly not illegal in the state.
Fifty million Americans are living in poverty or near it. A new grant program will help nonprofits address inequities and promote upward mobility.
A proposed law would require successful bidders for county construction work valued at $1 million or more to meet the standards of a New York State Apprenticeship program in an effort to retain trade students.
On-the-job training can serve as one way for states and localities to meet ongoing public- and private-sector labor shortages.
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A new operating model is emerging for state and local government leaders as a result of the COVID-19 pandemic. It’s transforming the delivery of citizen services and engagement in ways that will accelerate resiliency in government. It will also help government attract, support, and retain the next generation of workers. But what changes will it bring and how can you prepare?
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Now that 2021 is upon us and there is a faintly visible conclusion to the pandemic, the question remains — will public-sector contact centers revert to the models they had relied on prior to COVID-19?
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