There are more than 80 million baby boomers in the United States today, and they account for almost 28 percent of our nation's population. As these workers retire, the entire nation will face a workforce crisis. This crisis will hit government first because public sector workers are, on average, older than private sector workers. Moreover, most public servants can retire earlier than their private sector counterparts. To respond to this workforce crisis, public organizations need to build their leadership pipelines. There are two main approaches to developing the leadership pipeline: the traditional "e;just-in-time"e; approach and the "e;integrated"e; approach. These approaches can be viewed as the opposite ends of a continuum, with most organizations' practices falling somewhere in between. Building the Leadership Pipeline presents case studies of practical and effective leadership development practices to help government build the next generation of leaders. These practices include integrating theory and practice through action learning and other "e;real-life"e; projects; succession planning; rotational and/or developmental assignments; internships; data-driven development (based on assessments, feedback, and other sources); senior leaders' involvement; and structured relationship building.
Building the Leadership Pipeline
International City/ County Management Association
Management & Computers