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Current number of federal employees in usa 2020 – current number of federal employees in usa 2020. Current Employment Statistics – CES (National)
Other Federal Agencies. Cross-agency teams are advancing the PMA Workforce Priority across the identified Strategies and Goals, with cross-functional representatives from many agencies participating. These teams have been scoping the activities to support their goal statements, working to understand challenges, and exploring a broad range of solutions.
Milestones included in this update represent initial foundational work to implement this Workforce Priority. More than 4 million Americans—including more than 2.
To be a Government for all Americans, we need to focus on those who keep our Government running and deliver services each day. Given the changing nature of work, new technology, and the evolving skills needed to meet the challenges of today and tomorrow, we must invest in our public servants who are the backbone of our Government. Federal agencies must attract, hire, develop, and empower talented individuals who are well suited and well prepared to face the challenges the Government faces, both in the near and long term.
Agencies must also use what they have learned about the resilience and adaptability of the Federal workforce to make the Federal Government an ideal, modern, and forward-thinking employer. As Federal agencies continue to chart a path forward together on the future of Federal work, they will engage with public servants as well as stakeholders within and outside of Government to make every Federal job a good job and give our workforce what they need to succeed.
Agencies will efficiently and inclusively attract and hire quality candidates and reduce any systemic barriers by improving the hiring process for all applicants, hiring managers, and human resources HR specialists.
Agencies will build equitable pathways into the Federal Government for early career positions, particularly from underrepresented and underserved communities.
This goal is focused on improving the Federal hiring process and experience for HR specialists, hiring managers, and applicants. Agencies are exploring the applicant experience, from early career through senior level, including the perspective of applicants with critical skills and from underserved and underrepresented communities. Recruitment is another area being explored, particularly opportunities for strategic partnerships with organizations that represent, support, and engage underserved communities.
This goal is focused on early career hires and internships. Areas of exploration are support for students to access information about internship opportunities and how to apply, tools for hiring managers to consider interns eligible for conversion that they can hire quickly, and opportunities for networking and training opportunities for internship and early career programs. Agencies are exchanging experiences and the business case for investing in interns and early career talent, including the value that internships and early career hiring can provide to candidates and agencies.
Agencies are working to surface leading practices with paid internships and early career hires, including efforts to include and support underserved and underrepresented communities. Agencies will engage and empower all employees to create a more inclusive and equitable work environment.
Agencies will develop equitable, transparent, and transferrable career development pathways that promote career growth and agency mission delivery.
Agencies will promote awareness of employee well-being and support initiatives that extend beyond the workplace. Agencies will use the full suite of available tools, including pay and benefits, to encourage public service and retain dedicated employees. The goal is focused on supporting agencies in identifying Federal employee groups who are under-engaged based on the most recent FEVS results and developing targeted engagement strategies.
One example is frontline or shift workers. Another area of focus is providing managers and leaders tools based on existing agency best practices on recognition and engagement to more quickly take action on employee feedback. Agencies are also aligning these efforts with implementation of Executive Orders on Protecting the Federal Workforce and on Worker Organizing and Empowerment. Agencies are exploring opportunities to address challenges with career development and cultivate a Senior Executive Service SES that reflects the diversity of our country.
Agencies are exchanging promising practices relating to career paths across Government. Agencies are also exploring ways to make the process of applying for the SES easier to navigate.
Lessons learned from implementation of Executive Order on Strengthening the Senior Executive Service are informing this effort. Like workers nationwide, Federal employees across agencies have historically — and more acutely during the COVID pandemic — dealt with a spectrum of challenges related to well-being.
Some agencies have led the way in developing evidence-based support services and tools for employees and creating an inclusive, supportive culture. These efforts serve to both support Federal employees and help ensure agency mission delivery.
Agencies are identifying promising and scalable efforts across Government and exploring how to foster cultures within agencies that support mental health and well-being, as well as potential benchmarks or measures to monitor progress. Agencies are exploring opportunities to attract and retain mission-critical roles through pay and benefits while fostering greater pay equity. The Federal Government will be better equipped to achieve agency missions and serve the American people by investing in its people, technology, and space.
Agencies are working together to be prepared for the future by identifying new skills needed for mission needs, integrating technology, and modernizing and optimizing their workspaces.
Build out tools to support Government-wide and agency data-driven workforce decisions related to employee engagement, inclusion, and organizational performance.
Build a modernized Federal HR workforce able to provide credible, effective support to agencies. One focus area is to build the skills of the OPM workforce and attract skilled talent through strategic workforce planning that addresses critical skill and staffing needs.
Additional workstreams address areas including resource management, IT infrastructure, cross-organizational culture and employee engagement. This goal aims to improve the ability to make Government-wide and agency-based data-driven decisions through enhanced data quality, services and tools. Agency leaders and staff often lack the integrated data and visualization tools to support more rapid and intuitive access to insights on critical workforce issues like hiring, barriers to DEIA, and employee engagement.
Several workstreams are underway to improve how agencies can access critical workforce data, including the development of dashboards focused on DEIA insights and other visualization tools. This goal supports the development of the Federal HR workforce in order to improve human resources performance and customer service across the Government. To support the performance of Federal agencies, the HR workforce needs technical, consultative, and analytical skills to implement talent management strategies that improve mission outcomes.
This work includes efforts to look at the HR workforce from both an agency perspective to identify successful workforce management practices and an enterprise perspective to leverage shared resources and approaches. Results from the Federal Employee Viewpoint Survey—a Government-wide survey of Federal employees—suggest the conditions that contribute to engagement improved across the board. The Federal workforce at all levels responded to the crisis by showing their resilience and motivation to ensure that public services continued to be provided to the American people.
Federal employees were more likely to agree in , compared to prior years, that their leadership was effective, there was meaning in their work, and they had the opportunity to learn and grow on the job. The Government-wide score for employee engagement increased from 68 in to 72 in out of , for example. The President’s Management Agenda seeks to maintain momentum and achieve even higher levels of engagement across the Federal workforce.
Some agencies scored above the Government-wide score, suggesting opportunities for agencies to learn from one another. One result: comparatively low representation of young people across the Federal Government.
Census Bureau conducts a full count of the entire population of the United States, as mandated by the U. To achieve this mission, the Census Bureau hires hundreds of thousands of temporary workers. This article provides an analysis of the recent employment declines in the rail transportation industry. Menu Search button Search:. Redesigned News Releases. Charts 1-month 3-month 6-month month. Hide table.
News Releases Payroll employment increases by , in August; unemployment rate rises to 3. Real average hourly earnings for all employees increase 0. The Employment Situation for September is scheduled to be released on October 7, , at A. Eastern Time. Real Earnings for September is scheduled to be released on October 13, , at A. Publications The Economics Daily Real average hourly earnings down 0. Beyond the Numbers How did the census affect employment?
