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Generation Y: Tap This Generation’s Technology Skills And Call To Service - A State Government Perspective

Workforce strategies for attracting and retaining young professionals in state government


The results of our latest survey reveal both similarities and differences between Gen Yers in government and their peers in private industry. Respondents to our survey who currently work in government agencies report being motivated by non-monitory factors, most notably the opportunity for growth and development, location and job responsibilities. Yet, they also aren’t likely to stay with their employers for long and reported being less satisfied with their careers than their private sector peers.

What are the implications of these findings for state governments? State governments have a unique opportunity to tap Gen Y talent to help make significant strides in their transformation and modernization initiatives by:

  • Considering Gen Y in the service-delivery modernization initiatives
  • Reinforcing their “brand” – both externally and internally
  • Using talent management strategies to develop multiple generations of employees
  • Embracing diversity of thought

State employers who use their advantage to strategically develop their Gen Y talent and to position themselves to attract new groups of Gen Yers as they enter the job market are likely to achieve significant strides in executing their missions. To learn more, read the full report.

Related Content 

Resource:  New World, New Workforce: Gen Y Views on Today’s Workforce
Industry:  U.S. State Government
Overview:  Talent
Overview:  Human Capital 

As used in this document, “Deloitte” means Deloitte & Touche LLP, Deloitte Tax LLP, Deloitte Consulting LLP, and Deloitte Financial Advisory Services LLP, which are separate subsidiaries of Deloitte LLP. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.

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