In contrast with the older Generation X, millennials are a “closer fit” in government, agrees Neil Howe, an author and economist who has conducted surveys on generational issues as president of LifeCourse Associates. “They believe in big government by more than 20 points over baby boomers and early-wave Gen Xers,” he says. “They’re involved in community service and tend to be collaborative. They’re not oriented toward individual incentives and rewards,” as are many of the Gen Xers who came of age after the conservative Reagan years and who are not fans of bureaucracies.
Indeed, age patterns show that entrepreneurial Gen Xers (those born from the mid-1960s to the early 1980s) are underrepresented in the civil service, compared with millennials and baby boomers (those born from 1946 to 1964). “Millennials are not looking to be free agents,” Howe says. “They are more risk-averse, and do prefer a single employer taking care of them on a long-term basis.”
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Many government job descriptions are heavily weighted with language describing conditions of employment such as “must be a citizen, no felons, etc.,” Howe notes. But private companies tend to lead “with love-bomb introductions such as ‘we’re looking for a real special person like you,’ ” he says. “This appeals to the millennials, who were raised by boomer parents to regard themselves as special and deserving of attention.”
The problem with government, Howe adds, is that the first message it sends to a young worker is, “get a number and get in line. It’s uncaring and it’s unacceptable to millennials who think, ‘if they cared about me they’d send me little Post-it notes with smiley faces saying, ‘we love you.’ ”
Millennials are less willing than their immediate elders to “do stuff on spec . . . for little or no money at the bottom end of the totem pole,” Howe says. By and large they are eager to see the immediate fruits of their work, and their technological prowess may be key to the government’s progress. Today’s federal workforce “is the same size as in the mid-1960s, but has gotten rid of much of the clerical support and added knowledge workers and enhanced technology,” says John Palguta, vice president for policy at the nonprofit Partnership for Public Service, who spent years at the Office of Personnel Management. This should allow agencies to improve operations and offer opportunities to those with new skill sets, he says.
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Millennials could be put off, Howe says, by government’s culture “in which there’s no way for really talented people to rise quickly, so you just pay your dues and wait. There’s also the slow pace of work, which tends to have longer turnover times than in the private sector.”
On the other hand, Howe adds, so few Gen-Xers have joined government that “in 20 years the boomers will be gone and millennials will really set the tone. The vacuum will suck them up, and I suspect we’ll find many quickly rising to top leadership ranks—like James Madison and Alexander Hamilton writing the Federalist Papers while in their 30s.”