Fall 2014 issue of Horizons

Techniques for Finding New Talent Replacing retiring members of the workforce can require a different recruiting strategy than what has previously existed. Hiring in public administration roles is notoriously slow, and candidates who have been selected are often held in limbo due to budget constraints (the position is approved, but the budget is not). If private companies can hire in a matter of weeks, a government is at a significant disadvantage if its hiring process takes any longer. In addition, private companies make use of technology such as LinkedIn, Facebook, and Twitter to reach candidates, especially

candidates on college campuses, ways that many governments need to implement to be attractive. Recognizing the potential for significant turnover of critical employees due to retirements and understanding the ramifications should lead governmental organizations to build this concept into their strategic analysis, much like governments currently do with long-term capital projects analysis and ordinance development. If planned well, this turnover of personnel need not be entirely disruptive; rather, it can provide unique opportunities for organizational redevelopment and promotions of existing talented employees.

RubinBrown’s Public Sector Services Group Through our extensive list of clients, including many cities and governmental entities, we understand the issues unique to the public sector.

Jeff Winter, CPA — St. Louis Partner-In-Charge Public Sector Services Group 314.290.3408 jeff.winter@rubinbrown.com

Ted Williamson, CPA — St. Louis Partner Public Sector Services Group 314.678.3534 ted.williamson@rubinbrown.com

Kaleb Lilly, CPA — Kansas City Partner & Vice Chair Public Sector Services Group 913.499.4417 kaleb.lilly@rubinbrown.com

Chester Moyer, CPA — Kansas City Manager Public Sector Services Group 913.499.4445 chester.moyer@rubinbrown.com

Cheryl Wallace, CPA — Denver Partner & Vice Chair Public Sector Services Group 303.952.1288 cheryl.wallace@rubinbrown.com

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