Where the Knowledge Is

bout a third of all federal employees will be eligible for retirement in the next five years, and a considerable amount of knowledge soon will be walking out the door.

To some degree, this isn't bad. A certain amount of turnover is desirable in any organization. It can foster new thinking, refresh the workforce and give younger workers a chance to take on additional responsibilities. Nevertheless, the outflow of federal workers will cause serious difficulties in maintaining efficiency and service.

Government agencies can take steps to solve these problems. The Private Sector Council, whose mission is to promote the exchange of knowledge between the private sector and government, recommends tapping the expertise of federal retirees. The council, of which I'm president, has been working with the National Older Worker Career Center Inc. of Arlington, Va., and AskMe Corp., a Washington state developer of knowledge management systems, on a multifaceted and cost-effective proposal for keeping retirees connected.

After retirement, most federal workers would be willing-often as volunteers-to share past practices, lend a hand on projects or mentor younger workers at their agencies.

Agencies can involve retired federal workers in their operations in several ways: using knowledge networks, having them on call for emergencies, or offering them part- or full-time jobs.

KNOWLEDGE NETWORKS

A knowledge network database would help federal workers get information from retirees when they need it.

Traditionally, knowledge management systems have been difficult and costly to create. The databases are designed to hold extensive information from employees on best practices and must be updated regularly. But many of them don't work.

The key is to connect employees who need information with the people who have the knowledge, not just information in a database. Knowledge networks identify experts who can answer questions and share their expertise. Through these exchanges, the system builds a database of best practices, not the other way around, making it a valuable resource from day one.

Using such systems, agencies could build a retiree network that employees could tap into. Employees would be able to query the experts as needed. Costs for developing and deploying such a system would be minimal. Most retired workers would participate voluntarily.

But agencies, of course, would have to put safeguards in place to prevent potential conflicts involving former employees who work for federal contractors.

RETIREES ON CALL

Among the 500,000 government workers eligible to retire in the next five years, some have expertise that could be useful in an emergency. The Private Sector Council recommends that Congress authorize a process in which government retirees in critical occupations or with critical skills-including those in state and local governments-could be on call should their services be needed.

The Federal Emergency Management Agency, the Homeland Security Department, and the Centers for Disease Control and Prevention would be good candidates for this approach. Retirees would be paid a small annual stipend to be available for service, at which time they would become temporary government employees on per diem. Retirees would be issued government charge cards to quickly rent cars or book flights to where they are needed.

The National Older Workers Career Center had preliminary discussions about such a plan with FEMA in the 1990s, but after management changes the idea was dropped. Given the coming shortage of federal workers and the growing threats to our nation, now is the time to consider this again.

POST-CAREER JOBS

Some federal retirees may want to remain active with their agencies or other agencies, on a part-time or full-time basis.

A good example of how this can work is the Senior Environmental Employment Program funded by the Environmental Protection Agency. Workers aged 55 or older are offered part-time or full-time opportunities at EPA offices across the country. Assignments are based on one-year, renewable agreements that provide flexibility for the retiree and the agency. Retirees in the program cannot replace federal workers whose jobs are cut through reductions in force, and they cannot perform management functions. Earnings under the program do not affect retirement benefits. The program provides EPA a special source of scientific and technical knowledge that is not otherwise readily available. And EPA employees get the opportunity to learn from experienced retirees.

The federal workforce is undergoing tremendous change at a time when baby boomer retirements threaten to pull the plug on expertise at many agencies. Congress and the executive branch should encourage programs that preserve the knowledge of experienced federal workers, not only to minimize their losses but also to increase efficiency.