The Future of Work: Building a Government Talent Strategy for 2022
What State and Local Leaders Need to Know to Modernize Workforce Planning
Special
While most wealth gaps are part of entrenched racial disparities from generations ago, employee-owned co-ops, like the Atlanta-based Pecan Milk Cooperative, allow employees to build assets within their work.
The share of 16- to 19-year-olds not working is up 22.4 percentage points since 2021. Eleven states have sought to loosen child labor laws to help fill empty positions.
The nation’s second largest school district and the teacher’s union have reached a tentative agreement that would avert the possibility of a second strike this year. The agreement includes raises for several position types and reduced classroom size.
The Pennsylvania Independent Fiscal Office predicts that labor market conditions will remain tight through 2025, prompting some employers to turn to foreign workers through federal immigration programs for help.
In 2021, the share of manufacturing employees across the state who were younger than 45 years old was at its highest level in at least a decade, at more than 52 percent. Some hope the negative stereotypes about the industry are changing.
As the work-from-home revolution shows signs of creating a “two-tiered system” of public employment, government employees who can’t do their jobs remotely are going to expect to be paid a premium.
The five states that have the most flexible work policies are liberal, wealthy and mostly coastal, while five Southern states with low union representation and minimal education have the highest percentages of in-person jobs.
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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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