The United States Federal service, and specifically those of us dedicated to mission readiness, are facing a critical juncture as we transition back to a consistent in-office presence after an extended period of remote work necessitated by the COVID-19 pandemic1. As a living and evolving organization, we must adapt to the changing work landscape. However, this adaptation must not come at the cost of the core values and dedication to excellence that have long defined our service. The tension between embracing new work models and maintaining established standards is palpable, and it requires thoughtful reflection and action2. This piece examines a perceived decline in standards following the shift to remote work, the impact of societal changes amplified by the pandemic, and proposes a path forward that preserves our core identity while addressing the realities of the modern Federal workplace.
Over the past several years, and particularly noticeable upon returning to the office after extended telework, a concerning trend has been observed across multiple installations. The Federal workforce, once characterized by a strong sense of professionalism and dedication, appears to have experienced a lapse in certain areas. Colleagues are less likely to offer formal greetings, casual dress is increasingly common, and a general decline in attention to detail and pride in professional presentation has become apparent3. This isn’t simply anecdotal; observations from professional development seminars and internal discussions suggest this has become normalized across all levels, a troubling development that impacts our collective identity and effectiveness.
This decline prompts the critical question: How did we arrive at this point? Was it a consequence of the disruption to established routines during remote work, or a result of a loosening of expectations during a period of unprecedented challenges? While the answer is likely multifaceted, it’s clear that the erosion of professional habits began during the period of remote operations and has persisted upon re-entry.
To begin addressing this, we need to empower leaders at every level to proactively address these issues. We must move beyond a fear of appearing overly critical and instead embrace a culture of constructive feedback and mentorship. Professional development opportunities should prioritize practical application and reinforce the importance of upholding standards. Finally, we must actively revive and enforce mentorship programs, connecting experienced employees with newer team members to foster a strong sense of belonging and shared values4.
One of the most significant factors influencing the Federal workforce today is the societal shift exacerbated by the COVID-19 pandemic. The interruption of daily routines and face-to-face interactions led to a breakdown in informal communication and mentorship, as many employees were managed through email and virtual meetings rather than direct, in-person guidance5. Even professional development, traditionally a cornerstone of leadership development, became more focused on completion than on genuine growth. This created a leadership gap, with many junior employees lacking the consistent guidance needed to maintain and internalize professional standards.
This shift is compounded by the increased reliance on social media and digital communication. While these platforms can be valuable tools for connection, they also provide a space for expressing dissatisfaction and potentially undermining morale. The visibility of negative sentiment online can demoralize colleagues and create a distorted perception of the work environment6.
While we cannot—and should not—suppress individual expression, we must proactively shape the narrative. By highlighting the positive aspects of Federal service, emphasizing opportunities for growth, and actively improving the work environment, we can reduce the impetus for negative online commentary. Focusing on building a positive and supportive culture will encourage employees to address concerns constructively and reinforce the values of our organization.
The solution to these challenges lies in re-engaging and empowering our experienced workforce – those who embody the standards we strive to uphold. We must reignite a focus on the vital role of seasoned employees in mentoring, guiding, and holding others accountable. However, this effort must be tailored to the realities of our current work environment – recognizing the need to balance a return to in-office presence with the flexibility that many employees now value.
Experienced employees are the cornerstone of our organization. They shape the professional development of newer colleagues and set the standard for what it means to be a dedicated public servant. As leaders, we must empower them to enforce standards and serve as role models. This requires a renewed commitment to their professional development, providing them with the tools and resources they need to effectively mentor and guide others7.
To rebuild this crucial connection, we must prioritize active and effective councils at the team and department levels. These forums should provide a space for experienced employees to voice concerns, share best practices, and receive training in leadership and mentorship skills. Importantly, these forums must also foster a culture of accountability, where experienced employees understand their role in upholding standards and inspiring others.
A key challenge is bridging the gap between those who remember a more traditional work environment and newer employees who are accustomed to a more flexible and digitally-driven landscape. While we must evolve to meet the needs of a modern workforce, we must never lose sight of the core values and dedication to public service that define our organization.
Leaders at all levels must embrace the responsibility of addressing lapses in standards without hesitation. It is not enough to simply expect employees to adhere to expectations; they must understand why those expectations are in place and how they contribute to our collective success. This means addressing issues directly, but doing so in a way that fosters respect, accountability, and a shared commitment to excellence.
Ultimately, what defines a dedicated public servant is not simply technical proficiency, but the embodiment of the values that underpin our organization. A dedicated employee must balance their professional skills with a commitment to integrity, accountability, and a strong work ethic. Achieving excellence requires more than just competence; it requires a dedication to our mission and a willingness to uphold the standards of our service, even when it is challenging.
As a Federal employees, one must recognize that serving the public is a privilege, not a right. It is incumbent upon each of us to uphold the highest standards of conduct and to pass on these values to the next generation. By holding ourselves and our colleagues accountable, we ensure that our organization remains a force for good, respected and trusted by the citizens we serve.
The path forward is clear. We must return to the fundamentals of professionalism, leadership, and dedication that have long been the hallmarks of our Federal service. By re-engaging our experienced workforce, reinforcing our core values, and fostering a culture of accountability, we can ensure that we remain a capable, effective, and respected organization for generations to come. The challenges we face are significant, but with a collective commitment to upholding the highest standards, we will continue to rise to meet them, ensuring the success and integrity of our service.
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Golden, T. D., & Fromen, A. (2011). Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes. Human Relations, 64(11), 1451–1473.
Hickman, L. N. (2018). Transforming the Federal civil service: reinstating the merit system principles as the foundation of human capital management. The Business of Federal Technology.
Kniffin, K. M., Narayanan, J., Anseel, F., Antonakis, J., Ashford, S. P., Bakker, A. B., ... & Creary, S. J. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist, 76(1), 63.
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