Finding Talent in Government

Governments worldwide are facing three issues of importance. Many experienced administrators will retire which also results in a drain of knowledge. Furthermore, governments have to do more with less and be innovative by i.e. exploiting the benefits of ICT while at the same time cutting budgets. I recently read an article about new government recuriting methods which nicely illustrates Granovetter’s theory of weak ties for job finding and possible utilization of SNS in government.

“All over the country, municipalities are widely reporting that it’s hard to recruit city managers, technology directors, engineers and people with expertise in the fields of accounting and finance. States seem to be having a little easier time of it right now, especially if they are in the heady throes of gubernatorial transition. In Massachusetts and New York, private-sector experts in areas ranging from public health to homeland security have been enticed to lend a hand to ambitious new governors, even though it has meant putting another career on hold and taking a huge hit in salary […] When Antonio Villaraigosa became mayor of Los Angeles in 2005, his headhunters required all potential high-level aspirants to apply online, says his transition chief and now chief of staff, Robin Kramer. In the end, Villaraigosa ended up filling most of his top jobs the tried-and-true way: He approached people who were known to him or his top staff or who were referred by some other trusted source. “

In order to find the right people governments are increasingly tapping into headhunters, web based job platforms and certainly social networking sites like LinkedIn to widen their choice of possible candidates.

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