In the wake of the COVID-19 pandemic, local governments face a dual challenge: rebuilding their workforce and reimagining their organizational culture. With private-sector employers offering flexible work arrangements, rapid advancement, and dynamic branding, public agencies must compete not just on salary but on purpose, creativity, and impact.

The stakes are high. According to the National League of Cities, the vacancy-to-hire ratio in city government is 3.7:1—more than double that of the private sector. Meanwhile, SHRM reports that 76% of HR professionals say it now takes longer to fill open positions than before the pandemic. To reverse this trend, local governments must rethink how they attract, retain, and manage talent, especially younger professionals seeking meaningful, innovative careers.

Hiring: Reframing Government Work as a Creative Calling

Government careers are often perceived as rigid, slow-moving, and bureaucratic. Yet the reality is far more dynamic. From designing equitable housing policies to deploying smart city technologies, public service offers unparalleled opportunities for creativity and civic impact. To attract top talent, especially Millennials and Gen Z, agencies must:

Tell a compelling story. Job postings should highlight how roles contribute to community well-being, innovation, and equity. Showcase real projects that demonstrate creativity in action.

Expand outreach. Use social media, virtual career fairs, and partnerships with universities and civic tech organizations to reach diverse candidates. Feature employee testimonials and behind-the-scenes content.

Streamline the process. Simplify applications, reduce delays, and offer conditional offers when possible. Consider revising civil service rules to allow for more agile recruitment.

Create entry points. Paid internships, fellowships, and rotational programs can introduce students and recent grads to government work. These should be structured, mentored, and tied to long-term opportunities.

Retention: Building a Culture That Inspires Creativity

Attracting talent is only half the battle. Retaining it requires an environment where employees feel empowered to innovate, collaborate, and grow. Creativity thrives in cultures that value psychological safety, diverse perspectives, and continuous learning. Key retention strategies include:

Empowering autonomy: Give employees room to experiment, propose ideas, and lead initiatives. Avoid micromanagement and encourage cross-functional collaboration.

Investing in development: Offer clear career pathways, leadership training, and access to skill-building resources. Young professionals value growth and mobility.

Fostering inclusion: Diverse teams generate better ideas. Cultivate inclusive cultures where all voices are heard and respected.

Supporting flexibility: Hybrid work, flexible schedules, and wellness initiatives are now baseline expectations. Agencies must adopt policies to support employee well-being.

Celebrating innovation: Recognize creative contributions, share success stories, and build feedback loops that reinforce experimentation and learning.

Performance Management: Coaching for Innovation

Traditional performance management in government often emphasizes compliance over creativity. To support a modern workforce, agencies must adopt coaching-based models that prioritize growth, feedback, and alignment with civic outcomes. Recommended practices include:

Continuous feedback: Replace annual reviews with regular check-ins focused on goals, support, and development. Use data to identify strengths and areas for improvement.

Outcome-oriented metrics: Align performance with mission-driven outcomes, not just process adherence. Help employees see the value of their work.

Manager training: Equip supervisors to be mentors and coaches. Strong management is a top predictor of employee satisfaction.

Learning culture: Encourage experimentation, reflection, and knowledge-sharing. Mistakes should be seen as learning opportunities, not punishable offenses.

Rebranding Government Careers: A Strategic Imperative

To compete in today’s labor market, local governments must rebrand public service as a career of choice not last resort. This requires intentional storytelling, strategic partnerships, and a commitment to innovation. Tactics for elevating government careers include:

Narrative shift: Government isn’t just bureaucracy, it’s community-building, innovation, and problem-solving. Agencies should tell compelling stories about their impact.

Civic tech and design thinking: Highlight opportunities to work on smart cities, data analytics, and user-centered service design. Young professionals are drawn to technology and creativity.

Education partnerships: Collaborate with high schools, colleges, and civic organizations to introduce students to public service. Host hackathons, policy labs, and mentorship programs.

Youth engagement: Create youth advisory councils and involve young residents in shaping policy and programs. This builds trust and interest in government careers.

Values alignment: Gen Z is deeply invested in social justice and climate action. Agencies should showcase their work in these areas and invite young people to lead.

Conclusion: A Call to Creativity

The future of local government depends on its ability to attract, retain, and inspire creative talent. In a competitive labor market, this means reimagining hiring, building inclusive cultures, and embracing performance as a developmental tool. Young professionals are ready to serve, they just need to see government as a place where they can innovate, collaborate, and make a difference. It’s time to meet them where they are and invite them into the future of public service.

MAURICE S. JONES, ICMA-CM, is deputy city manager of Springfield, Missouri, USA.