Don't Waste Valuable Talent

hile I can't recall ever being accused of being a rosy-eyed optimist, I prefer not to think of this case as one of obsolete talent. While the program is obsolete and Mort's knowledge no longer has an apparent use, his talent does, though it must be redirected. The talent inherent in a caring public manager, in eloquent advocacy, and in the ability to guide states and localities and to acquire substantial detailed program knowledge could be turned in another direction.

The question is whether such a turnaround can be done in spite of the agency's conclusion that there is no job for Mort in the new order and in spite of Mort's own attitude. He has expressed himself candidly as philosophically incompatible with the new strategy. When any federal employee finds him- self or herself philosophically incompatible with the direction a program or agency has taken, the decision to be made, however painful, is clear: Reconcile oneself to the new direction and do the best job possible or leave.

Obviously Mort is not being helpful in the agency's, or his own, resolution of the problem. His plaintive plea that his fine record should count for something now is an understandable sentiment, but doesn't offer any direction and can't be reconciled with his expression of incompatibility with the new order. Mort must be forcefully encouraged to meet the agency halfway or bite the bullet--take an early out and scale back his standard of living if necessary.

If Mort decides to participate actively in solving his problem, he should see a career counselor recommended by the HR director. If he was as resourceful and confident in his work over the years as he is described, then Mort certainly has the ability and the incentive, given his family circumstances, to reinvent himself.

The agency should consider a "bridge" position for Mort. Given his expertise in shepherding the old program, he certainly should know where the stumbling blocks would come in converting to the new system. Enlisting his creativity in that effort could be a win-win proposition. It could facilitate the conversion for both the agency and its state and local clients, and it could show Mort that an old dog can learn new tricks.

Likewise, Mort and the agency should consider an Intergovernmental Personnel Act assignment that would place him in a new setting, such as a professional society, public interest group or even a university.

The assignment would remind Mort that he is still capable of learning and adapting. It probably would revitalize him and might lead to a new job or career. The cost to the agency would depend on how much of Mort's salary the receiving organization were willing to fund.

If all else fails, Mort can take an early out. Even though he would take a hit on the pension, the annuity would permit him to take a job outside government that doesn't match his current salary. While the reduced annuity would be a problem in the long run, Mort might even find that the combination of his annuity plus the salary of a new position was larger than his current salary.

All of these options would enable the agency to avoid a costly and disruptive RIF and would likely make Mort a much happier camper in the end.

Carol Bonosaro has been president of the Senior Executives Association since 1986. Previously, she directed the congressional and public affairs program at the Civil Rights Commission. She began her 25-year government career at the Bureau of the Budget as a management intern and became a supergrade executives at 33.