The German Civil Servants Federation (Deutscher Beamtenbund) warns of massive staff shortage in the public sector.

Germany needs new ideas and strategies for recruiting junior staff and personnel development! 

In kindergartens and schools, with the police and fire brigade, in job centres, youth and health offices - there is a lack of personnel everywhere. The German Civil Servants Federation is currently (as of January 2018) talking about a shortage of 185,000 employees in the public sector. A shortage that will become even more severe in the coming years when more than one million employees retire.

The reasons cited are job cuts in the past, unattractive pay and the frequent use of temporary contracts. The situation is aggravated by demographic developments in Germany and the general shortage of skilled workers.

We all expect an efficient and citizen-oriented public service. The German State needs sufficiently qualified personnel to do this. It is high time to get a grip on the problems with recruiting junior staff and to launch a personnel recruitment campaign.

What makes employers attractive?

More and more young people today are opting for the private sector and against a job in the public sector. In many cases, this is undoubtedly due to the significantly better remuneration. However, according to surveys among young people, job security and a decent salary are not among the top priorities when choosing a profession and a job.

Important criteria when looking for a job today are career opportunities, compatibility of career and family, modern working conditions, opportunities for co-determination and creative freedom. The public sector must ask itself to what extent it satisfies these requirements. Incidentally, this does not only apply to the public sector. Many companies having problems to recruit junior staff and a shortage of skilled workers do not use up-to-date personnel recruitment and retention measures.

Where and how will the next generation work?

Generation Y has different expectations than its predecessor generations. Young people want scope for action instead of instructions, demand regular feedback and individual development plans, freedom in the sense of flexible working models and times, flat hierarchies, short decision-making paths, an informal working environment and clear corporate values. 

Studies show that it is often not salary increases that are desired, but a good working atmosphere and appropriate employee motivation. It is also soft skills such as appreciation of performance, honest praise and fair dealing with criticism and mistakes that determine whether employees feel comfortable at their workplace.

What does this mean for employers and managers? In many cases, it means that something has to change, sometimes even radically, in management structures, corporate culture and working conditions. The public sector too needs to face this need for change.

Learning from each other is a good way

Young talent clearly holds the potential for change. This is a challenge, but can also be an inspiration. The public sector would not be badly advised to see its "young colleagues" as a driving force for modernisation. Employers who reflect the expectations of their employees and have the courage to question their own patterns of thought and action will continue to attract talented professionals in the future. Moreover, satisfied employees are irreplaceable as brand ambassadors in recruiting. 

Last but not least, those companies who enable their employees to work for longer periods (e.g. through further training and occupational health management) gain an opportunity for recruiting new junior staff.