Erika Glenn, Co‑Founder – Glenn Professional Services
Federal agencies and workers continue to be faced with the largest restructuring in federal history. At least 12% of the 2.4 million civilian federal workforce will be impacted according to The New York Times. A focus that needs to be considered is a shift from job slashing to strategic talent optimization.
Strategic talent optimization is ensuring you have the right talent in the right roles to achieve business objectives. Having managed a business unit and P&L for a Fortune 5 company, among other executive roles, I’ve seen first hand how talent optimization can result in incredible efficiencies and savings.
Using strategic talent optimization strategies including skill stacking, organizations achieve remarkable results. Skill stacking consists of combining different skill sets, different strengths and weaknesses of individuals, that compliment each other and help the business achieve their goals.
An example of skill stacking would be to combine an executive who excels in creating a vision for the business, but doesn’t execute well, with a different executive who is able to execute on the strategy created. This works for all teams regardless of the level or size.
Through my management and growth of the business unit, we grew the business by double digit percentages year over year, while maintaining consistent headcount. This demonstrated that with the right organizational structure, talent strategy, technology, and product fit you can multiply results without multiplying headcount.
According to McKinsey’s latest workforce study, organizations that successfully execute on workforce planning can reduce labor costs by up to 25% while improving productivity.
Strategic Talent Stacking & Emotional Intelligence
LinkedIn’s Workplace Learning Report shows that teams with complementary skills are 36% more productive and achieve objectives with 20% fewer resources. “Complementary skills are those that enhance, balance, or support each other, creating a synergy that boosts the performance and efficiency of the entire team,” the report says.
The Financial Impact:
- Organizations with emotionally intelligent leaders reduce operational costs by 25%
- Strategic talent stacking leads to 31% higher efficiency rates
- Organizations that have emotionally intelligent leaders are able to maintain service levels with 15-20% less headcount
Strategic Talent Optimization & Emotional Intelligence
Research from Harvard Business Review shows that high-EQ leaders excel at:
- Identifying complementary skill sets that create massive efficiency gains
- Building cross-functional teams that reduce redundant headcount
- Creating psychological safety that creates a culture of learning
- Managing change while maintaining teamwork and consistent productivity levels
Real-World Impact of Emotional Intelligence
According to research published in the Journal of Occupational Psychology, organizations who have leaders with high emotional intelligence are 35% more likely to achieve above-average financial returns.
The Path Forward
As government agencies continue to face pressure around headcount efficiencies, with plans affecting up to 75% of some departments according to the Center for Budget and Policy Priorities, the solution isn’t just cutting. This requires:
- Looking at complementary skills cross functionally
- Creating agile teams that can change priorities as needed and work cross functionally
- Developing cultures that foster and environment of learning, sharing, and knowledge transfer
- Utilizing different strategies to help the employees build resilience through activities such as training and mentorships
The Future of Public Service
The bigger question is what if these job slashes lead to new departments, additional hires in other departments, or the departments are cut too deep and re-hiring is needed? According to SHRM, the average cost of hiring is $4,700. However, many employers suggest the true cost of re-hiring could be 3x-4x the salary of the current position. Is the United States willing to take on this level of risk and potential future debt?
If hiring or re-hiring is needed, would anyone want to apply to a job that may feel unstable, given the current climate?
The Center for Budget and Policy Priorities notes that “Widespread workforce cuts also undermine the vital role a healthy public sector plays in keeping money flowing through state and local economies.” The solution truly lies in strategic optimization and ensuring leaders have high emotional intelligence.
The data is clear: different talent and emotional intelligence strategies enable us to meet and exceed business objectives with fewer resources. Over the coming months, the agencies that thrive will be those that use emotional intelligence and talent optimization strategies, rather than eliminate without logic.
Erika Glenn is Co‑Founder of Glenn Professional Services and a strategic business leader with over 20 years’ experience driving technology, sales and executive transformation. She’s led a $200 M+ unit of 850 professionals to double‑digit EBITDA growth, integrated startups and scaled product portfolios at CVS—delivering results up to 300% above target. A TEDx speaker on burnout prevention with 750 K+ views, she lives in NC with her husband, three kids and three dogs and loves wakesurfing, hiking, reading and family travel.