In the current dynamic business world, many organisations aim toward employing motivated individuals. The reason for this is that motivated individuals steer the business to success due to their quality of work. For instance, they require little guidance, and achieve the set objectives on time, and with the set budget. However, many organisations end up employing the wrong people. This assertion is based on the fact that many they use the wrong checklist during interviews to determine if the applicant is motivated or not (Adler, 2016) . Theyorganizations buy the idea that an assertive, prepared, extroverted and affable individuals are highly motivated. In my view, this is not the case since not all motivated people portray the above qualifications. For this reason, organisations should adopt effective ways to ensure the employment of motivated people. For instance, they should clarify the nature of work to the subject applying for the jobs.
Besides, many governmental organisations in the United States encounter different challenges. The major problem is the issue of the ageing workforce and their replacements. Most of the qualified personnel in these organisations are reaching their retirement age; as a result, it is essential to find qualified people to take their positions (Ashby, 2015) . Concerning this, national organisations should adopt adequate talent management schemes that facilitate the transition of power to young individuals as well as boost the performance of the business. There are critical strategies that when adopted will attract qualified young individuals. They include providing workplace flexibility, expanding digital outreach as well as social media, support the idea of dialogue and feedback within the organisation, and come up with non-monetary compensations.
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Also, federal organisations encounter challenges while hiring due to the complexity and rigidity of the hiring process. The critical problem concerning hiring is a competitive examination. The competitive analysis is comprehensive since it necessitates agencies to disclose job openings, check applications as per the set standards, evaluate applicants' skills, abilities and knowledge. The primary purpose of this is to ensure that the agencies employ the most qualified personnel. Despite there being alternatives to competitive examination, many federal agencies tend to use this authority when hiring (Peters, 2016). Moreover, there are different ways which when adopted can ascertain the effectiveness of the hiring authority. Regarding this, hiring for skills is the primary way which can be used to determine the efficacy of the process. Concerning this, organisations and agencies should critically evaluate the hiring authorities they use to achieve the primary goal of hiring which is to employ qualified individuals.
However, many organisations end up employing the right people for a different position, but they may end up performing poorly. The reason for this is that the modern-day organisational challenges have a complex nature hence challenging to understand. To avoid this, organisations should consider creating different groups rather than terming employees to be the best. The reason for this is that individual in these groups will bring skills, knowledge and ideas that can help cope with the complexity of the challenge (f, S. E, 2018). This teams will lead to the success of the organisation since with such attributes; the groups can successfully manage any obstacles that came across.
Further, organisations may encounter challenges beyond their geographical or organisation location or job classification. However, other federal employees in other parts of the organisations may possess the talent required to solve the specific challenge. In such cases, there should be a useful program that facilitates collaboration and sharing of knowledge to address the problems encountered (Kamensky, 2015) . I am of the idea that together, everything is possible, so when federal employees come together and share the knowledge, they are capable of solving any issues within the agency. To sum up, GovConnect was set forth by the government to facilitate the collaboration within and among different agencies to aid in the sharing of information hence solving possible challenges.
References
Adler, L. (2016, July 20). How to Hire for Motivation. Retrieved from Government Executive: https://www.govexec.com/excellence/promising-practices/2016/07/how-hire-motivation/130052/
Ashby, M. (2015, March 27). 4 Ways to Engage the Next Generation of Government Talent. Retrieved from Government Executive: https://www.govexec.com/excellence/promising-practices/2015/03/4-ways-engage-next-generation-government-talent/108619/
Kamensky, J. (2015, July 1). Connecting the Talent Dots. Retrieved from Government Executive: http://www.govexec.com/excellence/promising-practices/2015/07/connecting-talent-dots/116695/
f, S. E. (2018, February 3). Why Hiring the ‘Best’ People Produces the Least Creative Results. Retrieved from Government Executive: http://www.govexec.com/excellence/management-matters/2018/02/why-hiring-best-people-produces-least-creative-results/145660/?oref=govexec_today_nl
Peters, K. M. (2016, September 1). Agencies Struggle to Find Talent but Use Only a Fraction of Available Hiring Options. Retrieved from Government Executive: https://www.govexec.com/management/2016/09/agencies-struggle-find-talent-use-only-fraction-available-hiring-options/131235/
