There has never been a more exciting time to be a Human Resource professional. For most, working in human resources has meant, dealing with software that is antiquated (or worse none existent), overseeing processes that aren’t as efficient as you’d like, and being reactive to the needs of your people and talent.
Today’s HR professionals are becoming equipped with software that fits their organizations like a glove and considers their most pressing needs. They have the opportunity to make changes to the processes they’re responsible for managing. Also, with the use of in-house software, they can now be proactive and not just reactive when it comes to managing the needs of their workforce.
As for the current state of disruption in the HR industry, the public sector often does not get its deserved acknowledgement. Local governments operate in one of the most complex work environments. Yet political and constituent expectations exert mounting pressure to deliver more and better services with fewer resources. This has caused a staggering increase in agencies seeking out in-house software solutions to automate manual processes and make their jobs easier.

Recent research efforts by the Center of State and Local Government Excellence revealed the key issues facing state and local government leaders in 2019 and 2020.

  • The role of retirement benefit programs as workforce management tools will need to be more fully understood during benefit reform conversations. Recent research has found that changes to benefits have hampered governments’ ability to attract new employees.
  • Recruitment and retention of qualified personnel will continue to be a challenge for state and local governments. The 2018 SLGE / IPMA-HR / NASPE workforce survey found police, engineering, IT, emergency dispatch, accounting, and skilled trade positions as being particularly difficult to fill.
  • State and local governments will continue to follow their innovative peers in restructuring their HR policies and processes, employee engagement efforts, use of technology, and external communications to develop their Workforce of the Future.
  • With tight budgets and expanded service responsibilities, interest in government staff sharing across jurisdictional boundaries is likely to grow. A rigorous implementation protocol can help ensure effective consideration of key factors and stakeholders.
  • Against the backdrop of reforms that have reduced benefits for many public sector workers, more public employers are going to consider innovative approaches to helping their employees save, such as automatic enrollment.
  • The need to fill essential positions, along with the preference of some retired public workers to work again, will require governments to identify post-retirement employment policies that account for both workforce management flexibility and retirement system actuarial soundness.
  • To make informed decisions about the management and sustainability of public pensions, it will continue to be important that generalizations are not made about the status of all retirement systems. When data from the Public Plans Database is analyzed, it is clear that plans across the US do not have the same fiscal positions, do not face the same challenges, and do not have the same funding histories, as described here.

SOURCE: Center for State and Local Government Excellence – https://www.slge.org/