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Generation Y: Inspiring Change in the Federal Government and the Creation of a Networked Workforce


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The federal government currently faces two critical workforce challenges: creating a ”networked” workforce in government, adept at solving problems that require information-sharing, resource-sharing and collaboration; and effectively integrating the next generation of civil servants — a generation with a unique set of skills and capabilities — into the existing federal workforce and workplace. These two challenges can help solve each other: by integrating Generation Y to the federal workforce, the federal workforce will become more networked; and by becoming more networked, the government can more effectively attract, retain, and employ members of Generation Y.

Networked employees have a natural proficiency in activating, arranging, stabilizing, integrating, and managing their duties across a group of people or organization. They also possess skills in negotiation, mediation, risk analysis, trust building, collaboration, and project management. They are individuals who seek to be part of an entrepreneurial environment that produces effective and innovative ideas, plans, policies, and products by leveraging the entire organization, regardless of silos.

The natural comfort of Generation Y — referring to people born between the late 1970s and the early 2000s who are also known as “Millenials” — with ever-advancing technology in part defines their identity. Members of Generation Y also have a keen ability for collecting and sharing information. Moreover, Generation Yers spent their developmental years collaborating on teams, which has endowed them with robust skill sets to perform well in networked environments. Because they are skilled both in gathering information and working in such environments, members of Generation Y are well suited to transform the federal government into a networked workforce.

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