Using workforce retirements as a catalyst for organizational change

As baby boomers near retirement age, the workforce challenges local governments will face are an increasingly hot topic. Workforce pipeline concerns are understandable; according to the U.S. Bureau of Labor Statistics, 62.7 percent of the job openings from 2012 to 2022 are expected to be produced from employees exiting the workforce[1]. However, this is also an unparalleled opportunity to reassess your government’s organizational structure and incrementally execute changes as retirements occur. In other words, the baby boomer exodus provides your government the opportunity to start fresh and reassess the processes that have “always been done that way.”

As your local government prepares for upcoming retirements, the following strategies will help you advocate for conducting an organizational structure analysis and roll up your sleeves to realign roles, responsibilities and reporting lines based on current and future needs. Though internal personnel could execute the project, for a bias-free review and final recommendations, consider appointing an outside firm with subject matter expertise and an independent voice.

Identify a project sponsor

The project sponsor should not be the project manager. A project manager’s role to move the project forward requires dedicated time for day-to-day details. In contrast, the project sponsor champions the project and emphasizes the importance and relevance of its objectives. When selecting a project sponsor, consider an assistant city manager or director—someone who can communicate the long-term benefits and has access to advocate to decision makers.

Communicate the project’s effect on the community’s mission and vision

This strategy may sound obvious yet is often overlooked. It requires stepping back from day-to-day familiarity and crafting the broader story. Provide a road map, set milestones and identify deliverables to clearly describe how your project supports the mission. For example, if your mission statement includes “providing efficient and cost effective services and programs to build a vibrant community,” focus your communication on how services will be improved and costs will be reduced as a result of identifying more efficient reporting lines or realigning responsibilities.

Tie the project to long-term strategic goals

Consider your community’s strategic plan and identify implementation challenges. Would an organizational restructure mitigate or eliminate any of those challenges? If a position’s functions have not been adjusted to accommodate how technology affects workload or communication methods, it won’t properly support a strategic objective to increase access through mobile and online services. Tying an organizational structure analysis to strategic goals demonstrates the contributions it will make through identifying hurdles and creating solutions.