Shows & Panels
- The 2014 Big Picture on Cyber Security
- AFCEA Answers
- Ask the CIO
- Building the Hybrid Cloud
- Connected Government: How to Build and Procure Network Services for the Future
- Continuing Diagnostics and Mitigation: Discussion of Progress and Next Steps
- Federal Executive Forum
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- The Future of Government Data Centers
- The Future of IT: How CIOs Can Enable the Service-Oriented Enterprise
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- The Intersection: Where Technology Meets Transformation
- Maximizing ROI Through Data Center Consolidation
- Mitigating Insider Threats in Virtual & Cloud Environments
- Modern Mission Critical Series
- Moving to the Cloud. What's the best approach for me
- Navigating Tough Choices in Government Cloud Computing
- The New Generation of Database
- Reimagining the Next Generation of Government
- Satellite Communications: Acquiring SATCOM in Tight Times
- Targeting Advanced Threats: Proven Methods from Detection through Remediation
- Transformative Technology: Desktop Virtualization in Government
- The Truth About IT Opex and Software Defined Networking
- Value of Health IT
- Air Traffic Management Transformation Report
- Cloud First Report
- General Dynamics IT Enterprise Center
- Gov Cloud Minute
- Government in Technology Series
- Homeland Security Cybersecurity Market Report
- National Cybersecurity Awareness Month
- Technology Insights
- The Cyber Security Report
- The Next Generation Cyber Security Experts
Shows & Panels
'Trust element' critical in employee-manager relations, workplace innovation
Monday - 3/5/2012, 6:45pm EST
With much of the focus on reducing agency staffing levels, through buyouts, early retirements and attrition, agencies may find it hard to hold on to top talent. Rowson discussed best practices for developing succession planning.
Rowson also discussed recent news about the proposed changes to the Senior Executive Service after a report found that many of the government's top executives rarely change positions.
Rowson previously shared his tips for boosting performance for the Federal News Radio series, Managing Morale.
Managing motivation in the workplace requires two willing participants, he said: employee and manager.
"Any great work relationship is really fostered by a manager and an employee working very closely together," Rowson told In Depth. "The manager setting direction, setting goals; the employee being aligned around those goals, seeing a clear line of sight to the mission."
That "trust element" is critical for employee engagement.
"Without it being a two-way street, I just don't see any working relationship turning into something where innovation, creativity and morale is at enough of a level where you're getting results in your organization."
The overarching theme of his remarks, Rowson said, can be described as the "whittling away of the federal-sector value proposition."
Employees are constantly evaluating their jobs, Rowson said. "This is the parcel or the goods that I was sold: is it living up to that value proposition?"
Most employees can accept making sacrifices — if it's being asked of everyone, Rowson said.
"What's hard to accept is when you see things going on around you at work and outside work that make you feel as though you're being treated differently and unfairly," he added.
"That's when the value proposition of work gets tarnished," Rowson said. "That's when you lose morale, that's when you lose engagement and, once again, if you're more worried about what's not going well at work, you're certainly not working, and you're not being innovative and creative."