Perception is Reality. What Do Graduate and Entry-level Job Seekers Really Think About the Public Sector?

It is often said that the only certainties in life are death and taxes. 

 

Whilst this may be true at any point in time, the only certainties in the Australian employment market right now are an unprecedented demand for top talent; and absolute private sector domination when it comes to winning the fierce competition for the best candidates in the market. 

 

Mid-year reports indicate that Public Sector workforce turnover is outpacing the private and non-profit sectors, and with employment opportunities at an all-time high, the private sector currently accounts for nearly 90% of positions advertised, leaving the public sector a quiet voice in a crowded room. 

 

Another factor putting the public sector at a huge disadvantage when it comes to attracting talent, is the fact that private sector salaries are continuing to soar even at the graduate and entry-level, far exceeding CPI and the public sector’s pace in wage growth.   

 

The challenge for the public sector is real. 

 

But how can the public sector compete in the fight for top talent? 

 

One could say that the answer to this question lies in understanding and leveraging the perception of the public sector by job seekers (in particular graduates and entry level talent) in the Australian employment market today. 

 

Although it’s impossible to provide a definitive answer to this question, based on general trends, anecdotal evidence, and our deep roots in and experience working across the public sector at both a state and federal level, there are some key perceptions that candidates have about the public sector. 

 

Traditionally, the public sector has been seen as a stable and secure option for employment, and in the past, graduates have even been lured by the idea of job security that comes with working for the government, along with the generous benefits such as flexitime (accrued time), superannuation schemes, more predictable CPI and tenure-based wage increases, and potential opportunities for career progression. However, what was once a strategic talent lure, has now been undermined by inflated private sector salaries.

 

With the cost of living rapidly rising, remuneration is front of mind for talent, and organisations aren’t afraid to pay-to-win in this market.  

 

In addition to this, many graduates misperceive the public sector as being less dynamic and challenging than the private sector, which typically leads them to focus their efforts on applying for private sector roles over government opportunities. Historical perceptions of the public sector still exist, with today’s graduates and even those entry-level job seekers often perceiving the public sector as bureaucratic (which impacts career progression) and mistakenly assuming it's lacking in innovation and creativity. 

 

Unfortunately, before talent has even decided to apply for your role/s, government agencies are seen as far less competitive in terms of salary and career progression compared to private-sector employers.  

 

So, if public sector employers are hamstrung by the fact that they can’t compete on dollars when attracting graduate talent, what else can they leverage to stay in the game? 

 

This situation calls for the public sector to double down on its work-with-purpose roots whilst employing contemporary graduate experiences and expedited professional developmental pathways. Appealing to the current generation of graduates’ desire for purpose and a career (not just a job) can help the public sector increase its chances in the fight for top talent. 

 

It's time for public sector employers to shift the lens on workforce planning and take a far more strategic approach to recruitment, hiring, and talent management within the graduate and entry-level domain. 

 

One way to achieve this is to speed up the process when it comes to graduate and entry-level recruitment and dispel the myth that public sector hiring processes are cumbersome. 

 

Lengthy application forms, along with prolonged recruitment processes, can be extremely frustrating for candidates compared to the slick, innovative and far more efficient recruitment processes now available. This is one of many areas where public sector employers can buck perceptions and demonstrate their commitment to adopting new practices that will help increase efficiency and improve service delivery. 

 

However, cutting-edge technology and innovation will not only help improve service delivery. It will also undoubtedly help public sector employers provide a better candidate experience and help keep candidates more engaged throughout the recruitment process.  

 

We consider the candidate experience and overall candidate engagement to be such a critical point of difference for government employers right now that in the next few weeks, we will be releasing an eBook on this hot topic containing easy-to-implement tips for public sector talent acquisition. Make sure you keep an eye out for it. 

 

Employers in the public sector also need to get better at shining the spotlight on their ethos.  

 

Unlike many private sector counterparts, government employers can leverage the social impact of their work to better appeal to graduates and entry-level candidates who are looking for more meaningful work that makes a positive difference in the world. By emphasising the important role that public sector employees play in serving the community and making a positive difference in people’s lives, public sector employers can go to market and attract candidates who are passionate about making a difference. Even the most administrative, back-office government agencies ultimately have an impact on critical services and the community.  

 

Graduates today are increasingly prioritising work-life balance when considering employers while also seeking out employers that embrace diversity and inclusion. Public sector employers can certainly offer and promote flexible working arrangements to accommodate the needs of their employees and promote a healthy work-life balance. At the same time, they can attract top talent by fostering a culture of respect, equality, and inclusion by promoting opportunities for career growth and advancement for individuals from diverse backgrounds. 

 

One final tip for public sector employers competing for A-grade graduate and entry-level candidates in today’s market is to differentiate themselves from private sector employers by showcasing the diverse range of opportunities available within the sector.

 

Stepping outside the lens of the Department/Agency as the employer (vs the Sector) enables even the smallest of Agencies to promote an EVP with incomparable career and development opportunities. The public sector must relinquish its fear of losing talent to other Departments, as quality talent entering and moving across the sector is a win for all.  

 

With the competition for top talent perhaps being more aggressive than ever before, the decline in the volume of applications for roles in the public sector, the increase in the number of offers being turned down or reneged, if you are a public sector employer or recruiter, a clear, purpose-driven, measurable graduate talent strategy is your north star.  

 

That said, building a strategy then solidifying it in concrete is almost as bad as not having one at all.  If you don’t re-frame your strategy or adjust your recruitment and hiring processes, you’re likely to continue missing out on the best talent and losing them to your private-sector competitors. 

 

If you haven’t yet, be sure to check out our Navigating the Talent Shortage: Strategies for Winning in a Hyper-Competitive Market eBook to understand the key drivers impacting our current talent climate, identify the gaps in your current talent acquisition approach and build a robust, adaptable, and high impact workforce strategy.