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that data across social media, even measuring sentiment across social networks and commercial
ecommerce platforms. This may present a problem in that many new contractors and their agency
clients may not even be aware that these technologies are in use or being used for reporting results in
practice but as the spirit of the rule aligns to the Open Government Directive Memorandum
M-10-22
states
“The central goal is to respect and safeguard the privacy of the American public while also
increasing the Federal Government’s ability to serve the public by improving and modernizing
its activities online. Any use of such technologies must be respectful of privacy, open, and
transparent, and solely for the purposes of improving the Federal Government’s services and
activities online.”
So as we look at privacy, ease of use and cutting wasteful ad spending for more replicable and
sustainable approaches for recruiting the next cadre of STEM talent we must also ask, do the means as
justifying the ends? At what point will adoption and diffusion of more robust ad serving and tracking
techniques and technologies begin to encroach into the HR tech space. Will it become SOP for the
public sector, or the commercial sector HR professional to know my price based on my financial digital
exhaust before the interview even begins. As for the Federal public affairs, IT and human resources
professionals who’s mission it is to create more citizen-centric and digital engagement strategies to
attract talent albeit are they apprised of what is allowable and getting the guidance and IT governance
they need to embrace social media for recruitment purposes. These are in my opinion some of the
bigger questions agencies will ask.
New entrants to the Federal workforce in Cyber, HR, Acquisition, Public Healthcare are all needed to
address shortfalls in Mission Critical Occupations (MCO’s)
According to a recent RAND study
Hackers Wanted
one could argue that the cyber-security threats
and lack of supply in the workforce could in time fix itself, but with 21M undergraduates out there
and given the fact the Pentagon and FBI alone have to recruit 6000 candidates, hearing former Sec.
of DHS Chertoff making statements like “DHS can’t keep anyone in cyber. They just can’t do it,’’ said
a former DHS official. “You can make $150,000 protecting the nation or you can make $650,000.
Which one are you going to do?’ According to the
FedScope
database of federal employees
administered by the
Office of Personnel Management,
between 2010 and 2013, departures of
permanent DHS employees increased by 31 percent, compared to a 17 percent increase for the entire
federal workforce.
As GAO pointed out recently in a report entitled
“Strategies to Help Agencies Meet Their Missions in an
Era of Highly Constrained Resources “
focused on
creating a more agile talent management system(s) to
address inflexibilities in the current system. The analysis found talent management tools lacked two key
ingredients for developing an agile workforce, namely the ability to:
(1) Identify the skills available in their existing workforces, and
(2) move people with specific skills to address emerging, temporary, or permanent needs within
and across agencies.
As DHS and Army Cyber Command as well as NIST, NSF-OPM SFS Program efforts are driving awareness
I would share this recent item from Wanted Analytics Four Ways You Can Recruit Cyber Talent http://
goo.gl/zg5BRlA recent BusinessWeek article discusses the US government’s strategy for hiring these