Managing Generation Y workers -- those born from 1980 to 2000 -- has created a lot of buzz in recent years, as many view this group's affinity for social, collaboration and mobile technologies as potentially disruptive to business. But a new study by Forrester Research suggests that Gen Y's views on tech do not differ much from those of their older co-workers.
Read More Online:
http://www.govexec.com/dailyfed/0411/041111WiredWorkplace.htm
Excerpts of the article
By Alyah Khan
Feb 10, 2011
When it comes to keeping federal employees in their 20s and early 30s engaged and thriving in government service, NASA is often cited as an exemplary agency.
Much of NASA's success in attracting and retaining young feds boils down to its unquestionably cool mission, its embrace of Web 2.0 technologies and its culture of respecting smart people, regardless of their age or pay grade.
"When we have young people who are smart, they fit right in¨ said Emma Antunes, Web manager at NASA's Goddard Space Flight Center. "I don't care if you have a 30-year career or a five-year career.¨
Antunes, who spearheaded the development of NASA's internal Facebook-like application called Spacebook, said she has found that Generation Y employees want to be trusted with responsibility, respected by their co-workers and appreciated for performing well -- all of which are reasonable requests for any employee to make.
But the government's ability to hold onto this new generation of federal employees varies greatly from agency to agency, experts say. In an analysis of recently hired feds from fiscal 2006 to fiscal 2008, the Partnership for Public Service discovered that 24.2 percent left their jobs within two years, according to a report released in November 2010.
Earlier this year, the Obama administration announced that it was establishing clearer pathways to recruit students and recent graduates to government service, which means agencies must begin adapting to the needs of these Generation Y employees or watch hard-won, newly minted feds jump ship after only a couple of years.
Faced with a growing budget deficit, a two-year pay freeze for federal employees and potential workforce cuts in the legislative pipeline, retaining young talent is the government's smartest and most cost-effective option to ensure it is able to achieve its mission and keep all its employees happy.
Here are some of the best ideas from experts inside and outside the government on how to help young feds flourish at your agency.
1. Link young employees' work to the agency's mission.
Not surprisingly, many people say they joined the federal government because they wanted to make a difference. Generation Y, or Millennials -- people born in the 1980s and 1990s-- are no different.
"A lot of folks coming out of college want work that has meaning," said Steve Ressler, founder and president of government social network GovLoop.
Ressler, formerly an IT specialist at the Homeland Security Department, said managers must tie employees' work to the agency's overall mission so young feds can understand the value of their contributions.
Instead of leaving employees holed up in their Washington offices all the time, Ressler suggested that agencies send workers out into the field to talk with the people who are benefiting from their efforts -- for instance, by giving a young fed employed at the Agriculture Department an opportunity to meet farmers affected by his or her work.
Such an approach would help young feds feel that the work they do on a daily basis matters, and it prevents newer employees from feeling lost in the belly of a big bureaucratic agency, he added.
Tim McManus, vice president of education and outreach at the Partnership for Public Service, agreed that young people are motivated to work for the government based on an agency's mission, not monetary compensation.
Therefore, agencies must clearly equate what individuals are doing with how they are helping an agency achieve its goals, he said.
Enabling young feds to see how important their jobs are also means empowering them to be able to make decisions on their own. McManus said federal managers must set expectations and then allow employees a level of independence so that they have room to grow.
Enabling young employees to participate in rotation programs can also keep things fresh and interesting. The agencies that successfully retain young feds often have those types of programs, which give employees the chance to work in a mix of areas, Ressler said.
Rotations or details to other agencies let employees try new things and give them a variety of opportunities as they develop their careers, which is seen as a huge perk.
2. Be a mentor and give young feds greater responsibility.
Agency leaders must be willing to coach young feds while recognizing the technical skills young employees bring to
the table. "To the extent that agencies expect young employees to be just like the employees they are replacing -- that's a huge pitfall," said Dave Uejio, vice president of Young Government Leaders, a professional organization with more than 1,800 members.
Uejio said that without buy-in from agency leaders, retention strategies aren't going to succeed. Leaders must create the kind of culture that is welcoming to young government employees but benefits everybody because it permits open conversations and sharing, he added. One way to get the discussion rolling is to allow tech-savvy young feds to help others at the agency understand new IT trends.
Robert Carey, deputy CIO at the Defense Department, stressed how important it is for young feds to feel as though they can have an honest dialogue with their bosses. He also said it¡¦s up to leaders to define the environment at their agency. "In reality, the agency head sets the tone of the organization," Carey said. "Then it's up to our organization, our team to decide how to deploy the talents of these young workers."
He said he meets with young employees every few months and talks with them about where they are in their careers, where they want to go and how to get there. He helps them chart a course toward their objectives by getting them to tell him, essentially, what they want to be when they grow up.
Jon Desenberg, a senior policy director at the Performance Institute, said federal managers should also consider giving young employees a leg up by assigning them greater responsibility. "When you're in your 20s, it's not about how much money you make but how much responsibility you're given," he said. "Your first manager can be a huge influence on your career and point you in the right direction."
Desenberg said his first boss in government gave him the work of a GS-9 even though he was a GS-6. He said federal managers shouldn't pay attention to formal titles and instead should allow young employees the chance to do something beyond their assigned duties and see how well they do.
For their part, young employees must understand that they're not going to be briefing the department's secretary on a regular basis or maybe even ever. It's up to the young fed and his or her supervisor to foster a relationship between the two of them. But managers are the ones who need to ensure that they are taking a proactive approach to overseeing their young employees.
3. Establish clear, consistent performance measures.
Young employees should be clearly told what's expected of them and how they will be evaluated. Therefore, managers must develop performance measures that are understandable and conducive to a healthy work/life balance.
Managers must also consider the differences between young workers and baby boomers and manage their own expectations accordingly.
Desenberg said people under 30 want constant feedback, which they often don't get when they work for the government. He added that some agencies do not do a good job of providing consistent evaluations or linking performance with recognition or pay.
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Antunes said young feds are sometimes frustrated because they feel their hard work isn't noticed. "It can be tough for some young folks when they are getting started," she said.
They need to hear that their work is appreciated, and they might even need an extra pat on the back for their input, she added.
Another way agencies can hold onto young employees is by hiring the person who is best suited to a job in the first place. To do that, agencies must adequately describe what the job entails and what their performance expectations are at the outset, McManus said. "What you're selling on the front end has to match up with what you're delivering," he said.
4. Develop strong training programs.
Young feds want to grow by learning new things, which means agencies must invest in robust training programs, particularly if they want to retain their IT employees.
Generally, young employees like to know how their current experience is going to contribute to their overall professional development. Training employees in burgeoning technologies, for example, allows them to flex new muscles and use their brains in a variety of ways to stay engaged.
Terri Cinnamon, director of IT workforce development at the Veterans Affairs Department, said she sees the creation of challenging training programs as the most important factor in retaining young feds, especially in the IT field.
She said her team primarily looks for ways young employees can contribute to different projects throughout the agency and ensures that they are getting Microsoft certifications, for example.
Agencies should provide a variety of opportunities for young employees to use the latest IT and Web 2.0 tools to communicate about and work on projects, she added. And agency leaders should focus on allocating more money for training ¡X not only for retention purposes but also for recruiting other young employees. "The challenge for us is to be able to make sure that when [people] leave college or other IT-savvy jobs, we can compete and have IT-savvy jobs in the government also," Cinnamon said.
Ressler said young feds are also more likely to stay at an agency that pays for graduate school or helps them repay existing student loans, which shows that the agency is committed to its employees. Michael Gelles, a director at Deloitte Consulting, said training and development programs will help the government create the kind of environment in which young feds can be successful by offering managers the opportunity to improve their own skills. "Agencies today, even though constrained by budgets, need to continue to invest in developing leaders who understand the challenges and nuances of this [new] generation," he said.
5. Use modern IT and social networks to collaborate, communicate and coordinate.
The federal workforce will eventually be led by Generation Y, and therefore it is imperative for the government to structure work around the latest technology, Gelles said. "If the government wants to attract and retain the best talent, there need to be changes across the government and not just in specific agencies," he added.
The Pew Research Center summed up the importance of technology to the Millennial Generation in a report dated December 2009. "They are the first generation in human history who regard behaviors like tweeting and texting, along with websites like Facebook, YouTube, Google and Wikipedia, not as astonishing innovations of the digital era but as everyday parts of their social lives and their search for understanding," Scott Keeter and Paul Taylor wrote in the report.
Antunes agreed that young feds expect information to be available online so that they can participate and collaborate from anywhere. In response to some agencies¡¦ resistance to Web 2.0 tools, Antunes said, young people often wonder, "Why be so old school?" Interestingly, after the launch of NASA's Spacebook, Antunes said she found that the collaboration part of the Facebook-like application was more popular than the networking features.
"The networking and chatting are not useful as the intranet," she said. "People loved being able to share files easier, communicate with their peers and build ad hoc groups." Antunes said every agency needs access to modern tools to be successful in its mission. "When we see that as a business decision and not as some cool toy, that's when we know we're mature," she said about the government.
Ressler similarly said internal social networks make it possible for more experienced employees to share their institutional knowledge and encourage new employees to collaborate. "It's not fun when you're stuck on Windows 95 with a 15-pound laptop and every site is blocked," Ressler said about government's outdated IT. He suggested that agencies modernize and take advantage of the opportunity to move their intranets to the next level.
Antunes said making emerging IT available for young feds is similar to complying with Section 508 of the Rehabilitation Act, which requires that federal agencies make their electronic information accessible to people with disabilities. When you ensure that a website complies with Section 508, the site is easier for everyone to use, she said, adding that adopting strategies that support young feds will improve retention overall. "We will have an amazingly empowered workforce," Antunes said. "Those things that encourage [young employees] to stay are actually good for the workforce as a whole."
About the Author:
Alyah Khan is a staff reporter covering IT policy.
By Jason Kay
Tuesday, February 15, 2011
There are many benefits to working in the federal sector. One reason why many people choose to work in federal jobs is that they tend to offer better retirement benefits than the majority of positions in the private sector. If you take full advantage of the benefits while you can, even eight or ten years spent in a federal job can help boost your retirement income when it comes time.
If you want to retire in comfort, however, you need to have an active plan for saving for your retirement now, while you still hold your federal position. While you can do nothing and still have some amount of financial support when it comes time to retire, depending on how long you've worked in the federal sector, the system works best when you actively plan and contribute to your own retirement.
Here are a few tips to help you make the most of your federal retirement benefits.
1) Understand the Benefits
The first thing you need to do as a federal employee is make sure that you understand your retirement benefits, and how they work. Federal retirement benefits are a three-pronged system that is designed to provide a pension and Social Security benefits for long-time employees, but also to help you save for your own retirement.
Known as the Federal Employees Retirement System, or FERS, your retirement benefits are made up of 3 parts:
The Basic Benefit Plan,
Social Security, and
The Thrift Savings Plan, or TSP.
The Basic Benefit Plan is your pension with the federal government, which you are eligible for once you have worked there for five years. Unlike the other two pieces to the puzzle, you must be working in the federal sector when you retire in order to take advantage of it. (Your benefits with Social Security and the Thrift Savings Plan can be taken with you if you take a different job.) Your contributions to the Basic Benefit Plan are automatically deducted from every paycheck. The amount you get from the Basic Benefit Plan is based on your salary, the number of years you worked in the federal sector, and what age at which you retire. In other words, the longer you work for the government, the better your pension will be.
The pension is calculated by taking 1 percent of the average salary for your three highest-paid consecutive years, and multiplying it by your total years of service. If you put in at least 20 years and work until you are 62 or older, however, the pension is figured using 1.1 percent of the average of your highest-paid years, instead of just 1 percent. The Thrift Savings Plan, or TSP, on the other hand, operates like a 401(k). If you don't do anything, the government will give you an amount equal to 1 percent of your basic pay every pay period, deposited into your TSP account.
Like many big companies do with their employees' 401(k) accounts, some agencies will also match your contributions to your TSP account, up to a certain amount. For instance, they will match 100 percent of your contributions up to 3 percent of your pay, and 50 percent of your contributions up to 5 percent of your pay. Because you make before-tax contributions to your TSP account, reducing your tax liability for the year, there is an annual cap on how much you can contribute. In 2011, for example, you can only contribute up to $16,500. If you are 50 or older, however, you are allowed an additional $5,500 in "catch-up" contributions throughout the year.
Much like a 401(k), you have some choices in how to invest your money in your TSP account. Currently there are 10 different funds to choose from, and you can change how you have invested your money at any time. You are not taxed on the money in your TSP account until you withdraw it, presumably starting at retirement age, as you will incur penalties if you make withdrawals too soon. You can start making a limited amount of withdrawals at age 59 ½ without having to pay any penalties, and at age 70 ½ you can withdraw freely without paying any penalties at all.
2) Take Advantage of Employer Match
One of the most powerful advantages to the TSP is the employer match. This is essentially free money from your agency; even though you won't be able to use this money for years to come, it's essentially a bonus on top of your regular salary, and it's earning interest as we speak. Remember, the agency pays 1 percent of your basic pay into your TSP account every pay period. On top of that, if you contribute 3 percent of your pay to your account, most agencies will match
7
that amount by 100 percent.
If you contribute 5 percent of your pay, on the other hand, they will match the first 3 percent at 100 percent, and the next 2 percent at 50 percent, for a total of 4 percent of your pay. When you consider the base 1 percent that you are given before making any contributions, your agency will essentially give you an extra amount equal to 5 percent of your pay toward your retirement every pay period -- IF you take full advantage of the employer match.
3) Know Your Limits
Once you take advantage of the employer match on the first 5 percent, the only benefit of contributing more of your pay toward your TSP account is that you will be lowering your taxable income from the year. There is a cap, however, on how much you can contribute to your TSP account in a one-year period.
In 2011, for example, you can only contribute a maximum of $16,500 to your account. If you are 50 or older, you are allowed an additional $5,500 a year in "catch-up" contributions; however, these contributions must be designated as such, and spread out throughout the year, as your TSP account will simply stop accepting contributions once the regular $16,500 limit is reached. It is important to know your limits, and to plan your contributions for the year accordingly. If you want to take full advantage of the employer match, you won't want to contribute too much per pay period. Your agency matches up to 5 percent contributions each pay period, so if you contribute too much and reach your $16,500 limit, say, halfway through the year, you lose the employer match on the remaining half of the year. That's six months of employer contributions you are missing out on!
4) Make Career Decisions with Your Retirement in Mind
The impact on your retirement should be a major consideration in every career move you make. How long do you plan to work in your job? Will a job move be beneficial to your retirement, or will it hurt it? For instance, as a federal employee, your TSP plan earnings and the non-matched 1 percent employer contributions are only vested after you have worked in the federal sector for two or three years. What are you giving up if you take a job in the private sector? What do you have to gain if you remain a federal employee? There are questions to ask yourself before making any significant decision about your career. It is important to make sure you have a plan for your retirement, and that any career change you make will benefit your future, or at least not hurt it.
Retirement is an important, and for some people, scary time in your life. As we get older, we need to have a system in place -- a pension, savings, or generous children -- to take care of us when we are no longer able to support ourselves. As a federal employee, the best way to make sure you are prepared for your retirement is to understand how you can make the most of the benefits available to you.
For more than a decade, the threat of a retirement wave has loomed over the federal government. So what is the government doing to bring young people into the federal workforce? This series highlights some of the innovative ways that agencies are recruiting and retaining the next generation of federal employees.
Check out Federal News Radio Special:
http://www.federalnewsradio.com/?sid=&nid=438
Interview comments with YGL Vice President included.
Tim Sommella
President
Young Government Leaders
I had the opportunity to conduct a Question and Answer interview with Tom Fox of the Partnership for Public Service in the Washington Post's On Leadership: The Federal Coach feature.
Check out the interview online:
http://views.washingtonpost.com/leadership/fedcoach/2011/01/generation-public-service-young-government-leaders.html
Tim Sommella
President
Young Government Leaders
The Center for American Progress released a report entitled, "What Americans Want from Their Federal Government" on July 27, 2010.
The answer may or may not surprise you. Find out more:
http://www.americanprogress.org/issues/2010/07/what_americans_want.html
How is YGL contributing what Americans want?
YGL's professional core values include: http://www.younggovernmentleaders.org/professionalcorevalues
And our top issues consist of: http://www.younggovernmentleaders.org/issues
Advocating for Federal Reforms
Instituionalizing Public Leadership Development
Tim Sommella
President
Young Government Leaders
Interesting article about how government employees are viewed on film:
http://www.govexec.com/story_page.cfm?articleid=45789&dcn=e_gvet
Emily Long writes, "The study, conducted by political science professors Michelle Pautz of
the University of Dayton (Ohio) and Laura Roselle from Elon University
in North Carolina, analyzed the annual top 10 grossing movies from 1992
to 2005 for portrayals of government employees. Sixty percent of the
films depicted government systems negatively, yet individual employees
generally were portrayed positively. Civil servants often were portrayed
as attractive, knowledgeable, well-trained and efficient, research
found."
If we are perceived in a positive light, do we have a personal responsibility to raise the brand of our agencies and departments? Or is this something that can be done by the Office of Personnel Management (OPM)?
How does being part of YGL raise the brand of government and the people who work for it?
Tim Sommella
President
Young Government Leaders
Human Resource professionals and others new to the workplace may already know what the obstacles are to a First-Class Federal Workforce.
Check out the new report by the Partnership for Public Service and Grant Thornton LLP along with their recommendations:
http://ourpublicservice.org/OPS/publications/viewcontentdetails.php?id=147
Young Government Leaders along with several organizations have long advocated for progressive and cutting edge teleworking as a key factor to retaining a government workforce at competition with the civilian sector. Young people especially want flexibility and new ways of working to accomodate different lifestyles. Requiring agencies and departments to embrace and foster telework opportunities, along with learning to lead with employees logged on, is challenging but doable.
Both the House and Senate are working on the 2010 Telework Enhancement Act to expand telecommuting. The Senate measure (S. 707), sponsored by Sens. Daniel Akaka, D-Hawaii, and George Voinovich, R-Ohio, passed in May, and the House version (H.R. 1722) passed on July 14. After conferencing, both chambers will then vote on the final bill before sending to President Obama to sign into law.
Key requirements, include:
1. Provide training to teleworkers
2. Distinguishing between teleworkers and nonteleworkers for performance appraisal, training, and other purposes
3. Agencies must appoint a telework manager to serve as a resource and be notified of grievance procedures
4. Agencies must incorporate teleworking into continuity of operations plans
5. Requires the GAO to establish a system for evaluating each agency's telework policy
6. Requires the GAO to report annually on telework policies
7. OPM must describe telework regulations
8. OPM must provide telework assistance and guidance to agencies
To find out more about the bills, you can go to Congressional Research Service (CRS) summaries here:
* S. 707
* H.R. 1722
Also, are you a leader who wants to implement telework effectively and get the most out of your employees? Check out the Graduate School's related class:
Telework: A Manager's Perspective
Tim Sommella
President
Young Government Leaders
Good News—the US Patent Trademark Office (USPTO) completed its review of the YGL and Young Government Leaders trademarks and the government did not refuse the mark on any preliminary issues. Both trademarks passed the initial stage!
Next, both trademark applications will be published for opposition by the public. USPTO will send us a 30 day notice before the marks are published in the GAO Register. At this point, anyone can oppose the trademarks for a 30 day period. After this period, if there is no opposition, then both trademarks will become final.
Again, thank you to our Chief Financial Officer, Starrlese Jones, and our Advisory Board, Shaw, Bransford, and Roth, who are leading this effort!
Yours in Service,
Tim Sommella
President
Young Government Leaders
On Friday, April 23rd, I had the opportunity to see the Boston YGL Chapter first hand. Jessica Foley, Social Networking Chair, set-up an event at the Greatest Bar near Government Center.
There was a very lively turn out of 40 people, and plenty of good food to snack on. It's really great to see the Boston Chapter with so many vibrant and dedicated public servants. I had a lot of interesting conversations about life as a government employee outside the Beltway. (And It was quite the night for Boston sports too!)
I even had the privilige of seeing a good friend and graduate school colleague, Massachusetts State Representative, Mark Falzone. As a young politician, Mark is very supportive of public service employees and was eager to see our group in person.
Finally, a very special thank you to Boston's Co-Chairs: Nick Alexander and Leigh Ann Nally. Keep up the great work.
Tim Sommella
President
Young Government Leaders
Young Government Leaders took a major step forward this past week with an event in the Philadelphia area on Tuesday, April 27.
More than 100 young federal, state, and local public servants showed up at Club Quarters (www.clubquarters.com) in Central Philadelphia to find out more about YGL. In partnership with Aetna, the Graduate School, and the Philadelphia Federal Executibe Board (FEB), we sponsored the event to bring the YGL experience to the area. Aetna and Club Quarters graciously provided door prizes, including, a Philadelphia Phillies jersey, baseball bat, and overnight stay at any Club Quarters located in Boston, New York, DC, Chicago, Philadelphia, and London!
Sean Henry and Joshua Debeary of Navy Inventory Control Point (NAVICP) are leading the effort to stand-up a Philadelphia Chapter and plan even more events for the future. They are looking for volunteers to serve as Chapter Officers and Committee Volunteers to plan social networking, professional development, and community service events in the Philadelphia area.If you want to help, contact Sean and Joshua at philadelphia@younggovernmentleaders.org or contact YGL National at admin@younggovernmentleaders.org.
Tim Sommella
President
Young Government Leaders
Coming to Washington, DC in 2007, I joined Young Government Leaders (YGL) because of the reasons Steve Kelman raises. Check out the interesting article addressing this question, "Do Agencies make new employees do busy work?"
http://www.govexec.com/story_page.cfm?articleid=44652&dcn=e_gvet
I think there is a follow-on question as well: do we expect less of our new employees because our older workforce is not very talented? Or do you rise to the level of your boss? If your boss is mediocre, then why should you be any different?
I've always thought that we expect less of our new workforce because the crop of middle managers survived instead of thrived.
If government recruits the"best and brightest" does it retain the "even better and brilliant"?
What do you think?
Tim Sommella
President
Young Government Leaders
Great example of the age old debate: valued public servant or entrenched, lazy bureaucrat!
Let's thank Senator Kaufman for raising the issue and helping us to think which one we want to be!
Tim Sommella
President
Young Government Leaders
When Sen. Ted Kaufman (D-Del.) gets mad, he gives floor speeches,
arranges displays of placards and hands out awards.
And if you spit out the term "federal bureaucrat" around him, he will
likely do all three.
Kaufman has been mad - for almost 30 years now, as he recalls - about
the verbal abuse federal employees take from anyone who wants to show
general disgust with Washington.
"It's bugged the hell out of me to hear people denigrate federal
employees," Kaufman says after pointing out a 10-chart display of "great
federal employees" he brought to the Russell Rotunda. Since Kaufman's
January 2009 appointment to the Senate, he has honored one federal
employee per week, for a total of 46 employees, to combat what he
considers a pervasive problem - the American people using public
servants as punching bags for their dissatisfaction with Washington.
Kaufman gives a floor speech every week to highlight a Federal Aviation
Administration adviser, an Army National Guard member, an FBI
information officer or some other federal employee he considers
exemplary. He even made it to the Senate floor for his regular speech
during Washington's blizzard last month.
Kaufman came up with the chart display, which ran last week, after
having walked through the Russell Rotunda for 22 years on his way to
work for then-Sen. Joe Biden (D-Del.). The rotunda would frequently host
displays, and he thought his "Great Federal Employees" program was a
good fit.
In addition to working for Biden, Kaufman was a member of the
Broadcasting Board of Governors for 13 years. He says nearly all of his
interactions with federal employees during that time proved that they
constitute a smart, dedicated, intelligent and diverse workforce and are
not much different from the private sector. (Kaufman spent seven years
at the start of his career in the private sector as an engineer for
DuPont.) So he just doesn't see any basis for sweeping attacks on public
servants.
"It's like blaming [United Auto Workers] for the problems of American
automobile manufacturers," he explains. "The problem is not with the UAW
workers; the problem is the automobile manufacturers making bad cars."
Kaufman began to focus on the denigration of federal employees, as he
frequently refers to it, after noticing a slow build-up of the behavior
over the years, but no one incident stands out in his mind.
"It's much more just a constant," he says. "It's like a lot of things; I
remember somebody once told me, 'Once you see a yellow Volkswagen, the
world's full of yellow Volkswagens.' "
He notes that bad-mouthing Washington is now in fashion around the
country and that those sentiments can spill over into federal-employee
disparagement. After thinking about it, Kaufman comes up with one recent
example of rancor targeted at public servants.
"There's a memo going around town on financial regulatory reform that
says, 'Be sure to use the term "bureaucrat," ' " he says, explaining
that people often contort that word to use it in a pejorative sense.
Kaufman has found the federal employees he highlights in a variety of
ways. He says he regularly contacts people he respects to ask them for
suggestions. He has also been in touch with the Partnership for Public
Service and other organizations that work with federal employees.
The public servants Kaufman has honored range in experience, expertise
and demographic background. For example, one employee, William Phillips
of the National Institute of Standards and Technology, has helped
develop new fields of atomic research and won the Nobel Prize for
Physics in 1997. Another one, Iris Morales, analyzes and corrects
beneficiaries' issues at the Centers for Medicare and Medicaid Services.
Though his Great Federal Employees program isn't a part of his
legislative agenda, Kaufman sees it as one of his official duties. He
hopes to highlight 100 federal employees before he leaves office at the
end of the year.
"A lot of being a senator is speaking out on issues to try to change
attitudes," he says, "and that's what I'm trying to do here."
Source:
http://thehill.com/capital-
The contents of this site are (c) 2010 Capitol Hill Publishing Corp., a
subsisiary of News Communications, Inc.
Are you an Idea person? How about leading your YGL Chapter Book Club?
http://www.squidoo.com/morebooksforlinchpins
Tim Sommella
President
Young Government Leaders
As a YGL member, you know a thing or two about making smart choices. An auto policy with GEICO is one of the smartest choices you could make. New GEICO policyholders report average annual savings of $500. And as a member of YGL, you could qualify for an exclusive member savings opportunity. Get a Quote Now
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