Recruiting good people

THERE is a need for the public sector to focus on recruiting and retaining good people.
It should be developing talent through training, offering competitive compensation, and having a succession plan for passing on duties to younger workers.
At the same time, PNG public sector can adjust to the characteristics of a new generation of workers, who are more likely to hop from job to job and between the private and public sectors.
Loss of knowledge can be a critical issue when older, top public servants retire.
They can take advantage of the temporary employment option.
The programme can allow for retirees to work for up to 120 days over a 12-month period.
This way, the State can recruit high-performing retirees to assist with special projects.
This allows an agency to benefit from the transfer of institutional knowledge and is a nice transition to full retirement for the employee.
Agencies may encourage retirement-age professionals to work with younger workers to ensure that knowledge is passed down to the next generation.
Considering a quarter of State employees will be eligible to retire in the next five years, human resources executives can use data to predict who will be retiring and what is pushing them out.
Can the State tailor its retention efforts?
The State also can also launch an internship mentoring programme, partnering with local universities and community colleges, to identify potential recruits and pair them with veteran workers so knowledge is well transferred and retained.

David Bob Kaul
Five-Mile
Port Moresby