People walking


Federal Workforce of the Future

Sweeping global forces are reshaping the workplace, the workforce, and work itself. Government leaders are focused on understanding and creating a shared culture, designing a work environment that engages people, and constructing a new talent model. And, agency executives are embracing digital technologies to reinvent the workplace, focusing on diversity and inclusion as an organizational strategy, and realizing that, without a strong learning culture, they will not succeed. Agencies are recognizing they need their HR organizations to operate like modern companies and establish a customer centric, engaging employee experience in order to attract and retain the workforce of the future.

Augmented Security: How cognitive technologies can address the cyber workforce shortage

Demand for adequately trained and knowledgeable cyber personnel far exceeds the available talent pool, and it’s unlikely to get better anytime soon. New strategies—like combining cognitive technologies with cybersecurity professionals—should be devised to best utilize the available talent and meet public and private cybersecurity objectives.

Read more about Augmented Security: How cognitive technologies can address the cyber workforce shortage

Back to top


2018 Government Human Capital Trends

Our annual 2018 global human capital trends report showcases a profound shift facing leaders worldwide, the rapid rise of what we call the social enterprise. What does this mean for human capital in government organizations? The rise of the social enterprise demands the public sector focus on building social capital by engaging with diverse stakeholders, accounting for external trends, devising strategies that manage new societal expectations, and creating a sense of mission and purpose throughout the organization.

Read more about the 2018 Government Human Capital Trends.

Back to top

Copper head

2016 The Best Places to Work in the Federal Government

The Best Places to Work in the Federal Government ® rankings, co-produced by the Partnership for Public Service and Deloitte, offer the most comprehensive assessment of how federal public servants view their jobs and workplaces, providing employee perspectives on leadership, pay, innovation, work–life balance, and other issues.

The rankings and accompanying data give federal leaders a way to measure the morale and health of the federal workforce as a whole as well as at individual departments, agencies, and their subcomponents. This serves to alert federal leaders to signs of trouble and provides a roadmap to better manage our government’s most important asset—its employees. Best-in-class private-sector organizations understand that increased employee engagement leads to better performance, and federal leaders need to follow suit by placing greater emphasis on strengthening the workforce and the workplace culture.

To learn more about your agency’s rankings, download the brochure or visit Best Places to Work.

Back to top

2015 Best Places to Work®

The fourth element: How addressing culture can improve mission performance in government

The rise of millennials in the workforce, the call to do more with less money, and the exponential increase in mission complexity are adding new pressures to government agencies. Most solutions address people, process, and technology for any mission improvement in today’s workplace. By designing a strategy and set of initiatives around an additional “fourth element” of culture, agencies can make significantly more progress with both individual employee adoption and the overall organization’s ability to execute the mission.

Read more about Addressing culture to improve mission performance in government.

Back to top

Human walk

How can federal agencies win the war for talent in the digital era?

In today’s resource-constrained environment, public and private organizations alike rely on their human resources (HR) departments to attract and retain qualified, mission-critical talent. A traditional view of HR would dictate that a combination of aggressive recruitment tactics and competitive compensation packages should win the day—and the candidate. A more evolved view, however, tells a different story—one that could provide government agencies with a competitive edge in the “war for talent.”​

Read more about how federal agencies can win the war for talent in the digital era.

Back to top

People involved in a meeting

Understanding Millennials in government: Debunking myths about our youngest public servants

Are Millennials as reluctant to work for the government as conventional wisdom suggests? A deeper dive into survey data indicates a more complex story–and steps that public agencies should consider to attract and retain younger workers.

Read more about the Understanding Millenials in government report.

Back to top

Women with earphones

Silencing the static

In a constrained fiscal environment where Federal employees have recently faced pay freezes and furloughs, it is important for agency leaders to find ways to silence the static and engage the workforce, increase morale, help employees understand how they connect to the organizational mission, and amplify the impact of existing organizational initiatives and investments.

Back to top

The new government leader: Mobilizing agile public leadership in disruptive times

Traditional command-and-control leadership styles may no longer be adequate for the challenges that government faces today. Effective government leaders see the need for new skills to meet increased expectations for citizen interaction and to cope with an increasingly complex operating environment.

Read more about The New government leader report.

Back to top

Women holding lens

Federal workforce planning strategies that enable mission success: Failing to plan is planning to fail

Workforce planning is about turning information into action - applying precise insights into the required composition of the workforce to build and maintain the capabilities needed to fulfill this mission. This requires a flexible, adaptive, and data-driven workforce planning function that serves as the anchor event for talent management to put the right people in the right place at the right time in order to accomplish mission-critical goals more efficiently.

Download the Federal workforce planning strategies PDF.

Back to top

Women climbing a mountain

In the news

Who are the CIOs that soon will need new jobs?
Source: Federal News Radio | November 14, 2016

How Trump’s business acumen could influence the federal workforce
Source: Federal News Radio | November 09, 2016

Keeping your agency on track in times of change
Source: GovLoop | October 26, 2016

Risk, a condition of life and work
Source: Federal News Radio | October 21, 2016

5 ways to entice millennials to the public sector
Source: GovTech | February 24, 2016    

Learn how to recruit millennials
Source: Govloop | February 02, 2016

What makes them the best places to work
Source: GovExec | January 05, 2016

Women in government: A slow but steady progression up
Source: Federal Times | December 30, 2015

Back to top

For media inquiries,

please contact Megan Doern.

+1 202 368 0524

Deloitte’s capabilities

Multigenerational. Diverse. Collaborative. All describe today’s Federal workforce. But how can we help you make it more sustainable and transform its capabilities? Our Federal human capital services and the Deloitte Greenhouse® Breakthrough Labs focus on bringing talent analytics, technology, and immersive learning to help teams explore, collaborate, and deliver–together.

Our Federal Government Services teams bring fresh perspective—from inside and outside government—to help solve our nation’s biggest challenges. People, ideas, technology, and outcomes—all designed for impact.

Let's talk

Sean Morris
Deloitte Consulting LLP
+1 571 814 7640

David Dye
Deloitte Consulting LLP
+1 571 882 6254

Jacqui Winters
Deloitte Consulting LLP
+1 571 814 7930

Tuan Tran
Deloitte Consulting LLP
+1 571 882 6087

Back to top

Get in touch

Sean Morris

Sean Morris

Government & Public Services Human Capital Leader

Sean is a member of Deloitte’s US and Global Government & Public Services (GPS) executive committees. He leads Deloitte’s 1,600+ person GPS Human Capital practice and its global Security and Justice b... More