Homeland Security: The Next Generation Workforce

Homeland Security: The Next Generation Workforce

In the past five years, the Department of Homeland Security (DHS) has seen a growing and changing workforce. Younger employees are finding their place in the federal workforce just as many are reaching retirement age. To develop, train, and retain this changing and growing workforce and meet homeland security mission goals, DHS needs innovative strategies around talent management and technology solutions.

The Washington Post reported that almost one in three of the 142,690 federal employees hired last year was 29 or younger, while more than one in four were between 30 and 39. The Obama administration expects to make thousands of new hires in the security and defense fields in the coming years. Many of these will be younger workers who will usher in a new culture within DHS and the intelligence community.

The new tech-savvy generation will bring enhanced collaboration on homeland security and intelligence programs. As the federal government hires this generation, agencies must adopt newer technologies and practices. This new workforce is highly adept at using the latest technologies and techniques including social media and even expects them in the workplace. The pressure to implement the latest technology solutions requires agencies to promote collaboration and information sharing between the younger and older workers. The Department’s strategic focus on collaboration through information sharing solutions is driving the development of better programs to transform homeland security and intelligence. Information sharing within DHS will empower this new workforce by giving them increasing levels of responsibility and preparing them for leadership roles in the next five to ten years.

With these organizational changes and challenges, DHS will have to continue to invest in the development and retention of leaders at all levels of the Department. The organization must offer competitive compensation and performance rewards and promote continuous learning, on-going coaching, career management, and mentoring to keep the younger workers engaged as they enter the government workforce. The newer DHS employees must learn from the experience and knowledge of the senior employees to ensure that our nation’s security remains in capable hands. The overlap period will be crucial for developing the new workforce and teaching them the processes, methodologies, and mission of the organization, and at the same time teaching the veterans the latest technologies and techniques. As more employees near retirement, the organization must continue to leverage their homeland security expertise to meet the changing demands of DHS and our nation’s security. Information sharing and collaboration between the new and experienced workers is essential as the Department faces new and emerging threats to our nation’s security.

Contributors

Jackie Meredith | Jackie is our Senior Talent and Operations Manager. Jackie works directly with our CEO supporting human resources, recruiting, general business operations, contract management, and special projects including the website redesign. Jackie supports the end-to-end employee experience including recruiting, orientation, and continuous career development. She is passionate about homeland security and human resources.

Towards Preparedness and an Emergency Management Workforce of the Future

Towards Preparedness and an Emergency Management Workforce of the Future

Grit and determination. This is what the Federal Emergency Management Agency (FEMA) workforce is known for. After what is arguably the most challenging year in its history, the FEMA leadership called on the agency to enable the workforce through four elements: build, empower, sustain, and train. A key factor in creating a scalable, sustainable disaster response workforce is to foster a proactive culture, one focused on preparedness. A proactive mindset can create an environment that asks the “what if” questions that lead to more prepared response efforts.

Achieving Strategy Breakthroughs by Enabling the Operational Workforce

Achieving Strategy Breakthroughs by Enabling the Operational Workforce

Are you developing a strategy but are unsure where to start, what to rely on, and who to engage when driving a business, organization, or agency forward? Start by enabling the operational workforce. The workforce includes those who are executing daily tasks and operations of the many programs within an organization. Enabling the workforce gives them authority, allowing them to access their full potential to achieve desired results, and helps the Government develop, communicate, and implement strategy.

Greater Washington Innovation Awards Selects Arc Aspicio as Nominee in Professional Services Category

Greater Washington Innovation Awards Selects Arc Aspicio as Nominee in Professional Services Category

Arlington VA, March 14, 2018 — The Greater Washington Innovation Awards chose Arc Aspicio to participate in their showcase as a nominee for the Professional Services Innovator of the Year Award. This prestigious event gave Arc Aspicio employees the opportunity to present their innovative methods for solving the Federal Government’s most complex challenges.

Arc Aspicio Named 2018 Washington D.C. Corporate Culture Winner

Arc Aspicio Named 2018 Washington D.C. Corporate Culture Winner

Arlington, VA, February 19, 2018 — CEO Report chose Arc Aspicio as a Washington D.C. Corporate Culture Award Winner for 2018. An independent committee grants the award to companies that focus on empowering employees and fostering a work environment that is both creative and collaborative. Winners of the Corporate Culture Awards are leaders in using company culture as an asset for growth.

Lean Strategies: Workforce Engagement and Retention in the Federal Government

Lean Strategies: Workforce Engagement and Retention in the Federal Government

Across the Federal government, agencies and programs have been tasked with building, training, and retaining the workforce needed to serve the American people. Public-sector leaders have been struggling with the right approach to this challenge, but we are now seeing more and more agencies turn to implementing private industry ’lean’ methods as a potential solution. Lean strategies aim to identify and improve an organization’s pain-points by following a set of principles and techniques focused on minimizing risk, optimizing cost and quality of processes, and engaging employees to deliver value-added benefits and improvements aligned to the organization’s mission and goals.

Architecting the Arc Aspicio Employee Experience

Architecting the Arc Aspicio Employee Experience

Human Resources (HR). What comes to mind when you hear “HR”? Hopefully, it’s positive! While most people would answer with “processing paperwork, administering benefits, onboarding and paying employees, etc.,” HR in 2018 is so much more. As the Association for Talent Development argues, HR is about being an “experience architect.” It can transform the employee experience.

Building Data Analytics Capacity in Your Organization: Centralize or Decentralize?

Building Data Analytics Capacity in Your Organization: Centralize or Decentralize?

As threats evolve and technology reinvents how we perform work, the Government must continue to find solutions to increasingly complex and multifaceted problems. Thanks to the expanded availability and relevance of data, agencies are now equipped with more resources to make accurate fact-based decisions surrounding these complex issues. As agencies make increasing use of this data, they need to determine whether to implement a centralized or decentralized analytical structure.

Making a Difference

Making a Difference

We’ve all been there, a moment in a past job where you ask yourself if your work really matters. You are approaching mid-career and what matters more to you now is seeing your work make a difference. I knew that I wanted to spend more time “doing” homeland security, rather than writing policy memos about what other people were doing. With this mindset, I walked into my interview with Arc Aspicio four years ago. My question for my interviewer—how do your people make a difference every day?

Arc Aspicio Launches “Our Story” and Launches Updated Website

Arc Aspicio Launches “Our Story” and Launches Updated Website

Washington, DC, February 12, 2018 —Arc Aspicio published a blog series and updated its website to focus on the story and history of the company. “Our Story” starts from the beginning and shows key accomplishments and milestones along the way.

Lynn Ann Casey founded Arc Aspicio with a small team of people that wanted to influence and shape the Homeland Security consulting industry for the benefit of the Federal Government and the people it serves – the American public. As the company has grown, it has remained focused on the its core values; to put the mission first, build trust with one another, be innovative, solve difficult problems, and invest in its people.

Learning by Doing: Discovering DC through an Arc Aspicio Internship

Learning by Doing: Discovering DC through an Arc Aspicio Internship

I chose to attend college in Washington, D.C. because as an eager, politically-motivated young woman, I couldn’t imagine a city with better opportunities. Now entering my final semester at the George Washington University (GWU), I realize that even my highest hopes for a life in D.C. couldn’t compare to what I found once I got here. With nearly every government agency headquartered within metro distance, there is an internship for every calling.

Letting Employees Dive In

Letting Employees Dive In

What do you want to be when you grow up? The truth of the matter is, I’ve never wanted to answer that question. I’ve never been someone who felt tied to one particular activity or career path (and I have a disgruntled high school guidance counselor who can vouch for that). What I did know coming out of college were two things: I wanted to solve problems facing our country and I wanted to continue learning.