BUS603: Managing People

Conducting the case study of Avalon's state government was a multifaceted look at the layers and dynamics in which the systems of state government operate. A conversation that began with managers about their practices shone the spotlight on internal and external factors which influenced their abilities to engage in workforce planning and talent management. The external factors of dealing with changes in workforce composition and availability, in the face of politics as the driving nature of government, presented management challenges for those engaged in attracting, developing, and retaining the workforce. In the absence of a strong vision and message for human capital strategy, government will not be in a position to attract and keep the employees it needs to continue to implement and deliver the programs and services to its citizens.

Insight on HR practices in Avalon and other states' governments, in contrast with current literature on the overall role of HR, provided rich data on which to expand further study. HR needs a clearly defined role in the organization that partners with and provides support and guidance to managers in achieving the organizations' objectives through its employees.

The most compelling insight was the passion, dedication, and the desire that managers expressed to increase their own capacities to inspire, motivate, and develop employees in their charge. They clearly believed the best of the people they manage and have a strong belief in the importance of the work they do. It is the lack of or barriers within the systemic infrastructure that undercuts the workforce planning and talent management practices needed.

One of the greatest surprises that arose in conducting this study was the lack of discussion on diversity in any context other than age of the workforce. The reason is not clear why managers did not raise other diversity topics, especially as they all discussed changing demographics. It does raise the question how Avalon's state government, as an employer, will take on this significant challenge for the future. The workplace of the future is changing in many forms of diversity and the reputation an employer creates through its diversity and inclusion practices will be a major driver in the overall employment brand.

Conducting this research was an engagement into which I entered with a fledgling knowledge of talent management, a passion for learning more about it, and a curiosity for exploring the practices managers in state government undertake to hire, develop, and retain their workforce. This study revealed a perspective on state government not generally considered – that of the practitioners. The managers who participated in the interviews shared more than their practices and challenges. What shone through the conversations were managers' desires to become better talent leaders connected to a larger community of peers. The commitment and passion they shared provided a depth and dimension to state government that made it about real people instead of a large bureaucracy; I felt privileged to give them voice.

I developed a deep appreciation of the layered systems upon which government operates. It was a clarifying moment for me to grasp that government is built on politics and this will always be the driving force for decisions just as profits are to the private sector. Conducting this study also helped me view the system dependencies and interdependencies of strategic initiatives and how politics influences these, and to consider the delicate balance between action and perception. Balancing leadership and politics to address workforce issues is a significant challenge. I believe these research findings will contribute new thinking into how state governments consider their approaches to talent management and strengthen the employment brand of government in a competitive talent marketplace.