As the federal government undergoes perhaps its most significant transformation since the Clinton-era “reinventing government” restructuring, Elizabeth Linos, the Emma Bloomberg Associate Professor for Public Policy and Management and Faculty Director of The People Lab at HKS, and coauthors examine how public sector fellowship programs can help recruit and retain government talent. We spoke with Linos about what these programs offer, why attracting young people to government remains a challenge, and how dismantling programs like the Presidential Management Fellowship (PMF) might hinder efforts to build a responsive and effective public workforce.
Q: What impact have public sector fellowship programs—like the PMF—had on pathways into government service?
Our study tracks the career trajectories of over 2,000 fellows and finalists from four public sector fellowship programs, including the PMF, and the results are striking. We found that fellows are over 30 percentage points more likely to work in government after the fellowship ends, compared to similarly motivated individuals who didn’t participate. Potentially more surprising is that this positive impact of fellowships on the likelihood of working in government persists for at least eight years. Put differently, these programs aren’t just pulling in talented people who wouldn’t otherwise go into the public sector—they’re helping them stay.
Q: Why has government historically struggled to attract younger workers? What are the implications as baby boomers retire?
The age imbalance is stark: in the federal workforce, there are nearly seven times more employees over 50 than under 30. As Baby Boomers retire, younger generations aren’t entering government fast enough to fill the gap.
There may be many reasons for this and the empirical evidence on why is quite mixed. First, while people often assume younger workers value stability less and therefore are less likely to choose government as a career pathway, that might not hold in today’s uncertain labor market. Second, there's a perception that younger people aren’t motivated by public service. But survey data suggest they are—what’s unclear is whether they see government as the best place to make an impact.
Our results point to another potential barrier: the hiring process itself. Applying for a government job is often opaque, slow, and confusing—hiring can span months. Fellowship programs provide a much more accessible and streamlined path into government, often with clear timelines, cohort support, and interesting placements. The demand is there—these fellowships are highly competitive—which suggests the problem isn’t motivation; it’s access.
“Without a clear and competitive pathway into government, many talented people may simply choose other sectors. Over time, this could lead to even more staffing shortages and a decline in the caliber of future public sector leaders.”
Q: Despite the need to fill management roles as older workers retire, the Trump administration dismantled the PMF program. What does that mean for the federal workforce?
The immediate effect is that fewer highly skilled individuals—many with expertise in data science, policy, or cybersecurity—will end up in government. But the longer-term consequences are even more worrisome.
Without a clear and competitive pathway into government, many talented people may simply choose other sectors. Over time, this could lead to even more staffing shortages and a decline in the caliber of future public sector leaders. Ending a program like the PMF also sends a message: that government may be an unreliable or undervalued place to work. That kind of signal can discourage potential applicants for years to come.
Q: Could the PMF program—and other fellowships—have been used as tools to help modernize the federal workforce?
Absolutely. While fellowships only reflect a small share of incoming employees, they may offer a scalable model for improving public sector hiring more broadly.
First, they centralize and simplify the application process. Instead of applying for dozens of roles, you apply once and are often matched with opportunities. Second, they often involve cohorts—which can foster peer support and a sense of belonging, both of which are linked to improved retention. Third, these fellowships confer prestige. That kind of recognition sends a broader message that jobs in the public sector are both valuable and valued.
We could extend those principles—streamlined hiring, cohort-based support, professional recognition—to the broader civil service. Doing so could help attract and retain the next generation of public servants we so urgently need.
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Banner image: A government worker walks through the Rotunda of the U.S. Capitol in Washington, DC. Photo by Nathan Howard/Getty Images.