As it struggles in the battle for young talent, the sector must rebrand itself through the power of purpose and professional development.
In the Transformative Age, technology has found a permanent spot on the C-suite agenda. But it is talent that provides the lifeblood for a company — the creativity and the innovation — that serves as a major differentiator, particularly in an industry with a culture that is slow to adapt to workforce trends.
Government contractors often have a more experienced workforce. Within the industry, the average age of workers has hovered around 47 years for the past five years, and about 29% are over 55. By comparison, in more tech-focused jobs — such as software and web developers — the average age is under 40. Interestingly, as governments look to digitize how it delivers services and what it purchases, this segment of the workforce will be critical for contractors to invest in.
Government contractors are noting this as a business risk, and they’re asking management to come up with tangible actions to address it. But what do the workforce and workplace of the future look like in this sector? Viewed through the right perspective, the challenges can start to look like areas of opportunity — to create a purpose, culture, employee experience, performance management system and physical space that will align to the business’s mission and attract, retain and motivate top performers.