NEOGOV has been included in Government Technology magazine’s GovTech 100, a compendium of 100 companies focused on making a difference in – and selling to – state and local governments.

Life for growing families is complicated. Do your organization’s policies make it easier for people to transition back to work? If your organization wants to attract and retain new parents, paying attention to their needs is crucial.

An employee’s last day is no less important than their first day. To get useful information from employees before they leave for good, your agency needs a positive offboarding process that culminates with a respectful, diplomatic exit interview.

Fast-growing HR Software as a Service company creates completely integrated HR suite with the purchase of HRMS company

Americans are getting older and retirements are rising throughout the U.S. workforce. About 10,000 people turn age 65 each day, bringing a flood of change to local governments.

Because public sector employees are older on average, this could have an outsized impact on localities. Neil Reichenberg of the International Public Management Association for Human Resources reported Bureau of Labor Statistics data showing that 37 percent of employees in local government are at least 50 years of age, compared to just 28 percent in the private sector.

Government organizations must prepare for the increasing age of its workforce and get ready for more employees to become eligible for retirement. According to the Center for State and Local Government Excellence's (SLGE) workforce survey, 44 percent of organizations saw more people retire in 2018 than in 2017; a mere 10 percent of organizations said retirements were lower during the same time period.

While more Americans are putting off retirement and working past age 60, people who work in government aren’t necessarily following the delayed retirement trend. In the past year, SLGE reported only 21 percent of eligible state and local government employees postponed their retirement, down from 44 percent in 2009.

As a local government leader, what leading practices for mentoring and offboarding can keep your organization afloat during this inevitable change?

The performance review process at local government agencies is often outdated and disconnected from employees’ important day-to-day responsibilities. According to Gallup research, only 2 in 10 employees strongly agree that their performance is managed in a way that motivates them to do outstanding work. If this is the case in your organization, giving the performance review process a thorough overhaul can radically rejuvenate employee engagement.

Leading your organization to revamp its entire performance review process isn’t simple, but the rewards can be significant. It can improve organizational culture, give high-performing employees recognition that can reduce turnover, and support struggling employees toward professional and personal growth.

How can you lead your organization to change your performance review process for the better? Here's an easily manageable four-step process.

Local government budgets are often stretched to their limits and can be inflexible. These budgetary constraints, coupled with an ever-growing demand for efficiency and thoroughness, require local government leaders to give organizations new ways to do more with less.

Directing staff members to make human resources processes and systems more efficient does more than reduce direct HR expenses. HR efficiencies save money at all levels of an organization, and a significant return on investment can be achieved through such efforts as centralized information, automated tasks, and modernized technology.

Here are five ways your organization can save money once you’ve given human resources the tools it needs to be more efficient.

A culture of learning is an interwoven set of organizational habits, strategic decisions, and core values that encourages employees to be constant learners. It takes visionary leadership to create conditions conducive to sustained curiosity and the continuous acquisition of skills and knowledge.

NEOGOV can spare a letter or two from our name and logo, but hospital patients who need blood to survive cannot. Our logo is missing an O, just like the American Red Cross is missing A, B and O types of blood. So, this summer, we’ve partnered with the Red Cross to help fill the missing types – because when A’s, B’s and O’s are missing from hospital shelves, patient lives may be in jeopardy.

Most advice you’ll find about working smarter, not harder focuses on what an employee should do. But, optimizing their time and effort is not solely an employee’s responsibility, nor is it entirely within their control. Your agency plays an essential role.