Current generations of digitally savvy students are set to change the game in bringing distinct competencies to the government workplace of the future.
Energized by their drive to explore and learn, today’s students increasingly take on professional, thought-provoking, and career-invoking projects as early as middle school. Their collaborative domain extends globally to “the world” in an effort to either save it or become a part of it. This is quite awe inspiring. From a public sector IT and communications perspective, this worldview changes the game in terms of how the workplace of the future will need to modernize to attract and retain the digitally hyper-connected generations of the future.
By 2025, millennials alone are predicted to make up more than half of the workforce. That’s less than a decade away. Attraction, retention, and engagement will be key hiring objectives of most recruiters across avocations and workplaces.
As more self-reliant, highly-collaborative young professionals progress, we need to consider their learning requirements holistically—not only through the standard academic model. The collaborative learning domain for students and young professionals is stretching out and bridging technologies to impact how, where, and when learning takes place. From the coffee shop at the campus to the agency and “answering the call” to public service, students and young professionals are redefining what unified communications and collaboration will mean and become.
The delivery of over-the-top-content (OTT) using apps such as Facetime, Snapchat, What’s App, and others have become a way of life in a mobile-first tech culture. It’s the highly creative and well connected students of today who will become key stakeholders of tomorrow by blazing a trail for digital transformation. Fast forward to 2025, a dynamic workplace culture working cross-functionally within intra-agency domains will be expected and trusted collaborative networks will be assumed.
While strategic management methodologies have been undergoing significant transformation to accommodate iterative agile processes that innovate around mission objectives and differentiators, they are generally within the framework of serving key stakeholders. Within this context, key stakeholders from the government workplace of the future won’t just be constituents, tax-payers, and the upper chain of command; they will also be highly diverse and well-connected citizens who support the mission.