Google Ad #1 - desktop - 728x90

Google Ad #3 - desktop - 728x90

Google Ad #1 - mobile - 300x200

Google Ad #3 - mobile - 300x200

ATD_Half_Page

Googel Ad #1 - Side Bar - Content pages

ATD Footer Logo

Rosemary Miller is part of the Federal Employee Viewpoint Survey team at the Office of Personnel Management, administering the largest survey in the federal government and tracking the opinions of the federal workforce regarding their jobs, their supervisors, and their agency. She has more than 25 years of wide-ranging experience in areas such as selection, job analysis, performance appraisals, organizational improvement, and surveys, and has worked in a variety of organizations, including private industry, private nonprofit, and quasi-governmental. She holds a PhD from Hofstra University.

Rose Miller

 In the federal workforce, it takes significant time and effort to get the right candidate into the right role. Making a bad hire can result in significant cost to an organization. In the federal realm, this can end up being what I like to call a “35-year mistake.” Taking the time to design and implement structured interview questions/procedures and employing benchmarking and metrics during interviews will result in getting the most qualified job candidate. Foregoing interviews for the more expedient “paper route” of simply reviewing a resume can have disastrous results. At OPM, we made a huge effort to help agencies improve their Senior Executive Service selection by combining a careful resume review with a structured interview process. We taught agencies how to go beyond the resume to develop interview questions that really get at the job characteristics required. Making quality hires is the first step in creating a robust workforce. The second step is employee engagement—remember the old chestnut “people don’t leave their organization, they leave their supervisor.” Supervisors play a key role in employee engagement. Frontline supervisors and managers need a good understanding of how to encourage and enhance engagement. New people come into an organization with drive and a willingness to put in extra effort to get the job done.  The best supervisors appreciate their workers and move heaven and Earth to get employees what they need to do their jobs.     In the federal government, as well as in private industry, there are managers who have difficulty encouraging employee engagement.  In my experience, a mentoring approach is more effective than training. Having mentors in the workplace who understand engagement to help those who are learning provides a tangible experience that has far-reaching results. Hiring and maintaining a robust workforce are two key parts of driving organizational effectiveness. Agency leaders are consumed by many commitments and their time is limited. Allocating resources and effort toward quality selection procedures and following up by providing the mentoring needed to ensure that supervisors and managers have the tools needed to engage their workforce, will pay organizational dividends. Join me for my session, “Predictive Training: Hiring and Building a Resilient Workforce,” at Government Workforce: Learning Innovations. We will discuss how u****sing a strategic foresight methodology can help you identify several potential future scenarios and prepare for them.

Avoiding the 35-Year Mistake

As CEO of the Kaleel Jamison Consulting Group, Frederick A. Miller brings his 53 years of experience in strategic culture change to develop workforce strategies that accelerate results to deliver higher organizational performance. A sought-after speaker, Miller has co-authored seven books including The Inclusion Breakthrough and the recently published The Power of Agency: Cultivating Autonomy, Authority, and Leadership in Every Role. Miller is the recipient of the Organization Development Network’s Lifetime Achievement Award and the Forum on Workplace Inclusion Winds of Change Award and was named one of the 40 Pioneers of Diversity by Profiles in Diversity Journal. He currently serves on the Board of Advisors for Day & Zimmermann, a family-owned company, and is a past member of the boards of Sage Colleges, Seton Health, and Ben & Jerry’s Homemade. 

Frederick A. Miller

Steve Flatt is the Director of Commercial Learning & Development for MillerCoors LLC based in Milwaukee. The Commercial L & D team is responsible for leading the design, development and delivery of the learning strategy and functional learning plans for Sales and Marketing Employees. Steve is a 25 year veteran of MillerCoors and prior to this role, Steve was the General Manager responsible for the states of Indiana and Kentucky. Steve has spent his entire career at MillerCoors and has held a variety of positions in the Sales, Marketing

Steve Flatt

The Public Manager spoke with four young leaders for the June 2017 issue about why they choose to work for the federal government.

Why Millennials Are Attracted to Government

June 2010 - TD Magazine

Brave New Role Leading Workplace Innovation and Change

Trainings Growing Role in International Commerce

Caitlin Miller is a driven, results-oriented professional who prioritizes tasks to achieve strategic objectives with proven success. Drawing from her background as a nurse and her current role as a people leader in the training department, Miller thrives in high-pressure environments and is deeply committed to driving successful outcomes. Her passion for making a positive impact and delivering excellence is evident in every aspect of her work.

Caitlin Miller

September 2025 - TD Magazine

A Leader in Every Seat

June 2017 - The Public Manager

Millennial leaders sound off about what they love and what they would change about working in government.

Search results for 'Rose Miller'

Categories

Refine By