Beyond the Silver Tsunami: Rethinking Workforce Retention and Succession Planning in 2025

The greatest challenge facing government in 2025 isn’t just a wave of retirements—it’s a wave of change. The public sector is navigating a perfect storm of workforce transitions: the long-anticipated “Silver Tsunami” of retirements, the lingering effects of the Great Resignation, and shifting expectations from younger workers who prioritize flexibility, purpose, and well-being. For public managers, the question is no longer whether these forces will reshape the workforce—they already have. The task now is learning how to retain good people, transfer institutional knowledge, and rebuild cultures that inspire commitment and trust.

The New Reality of the Public Workforce

The numbers tell a clear story. The median age of local government employees remains around 45, and fewer than 7% are under 30. In key areas—public safety, engineering, skilled trades, and finance—longtime employees are leaving faster than agencies can recruit replacements. When veteran workers walk out the door, they take with them decades of institutional memory, tacit knowledge, and procedural know-how that can’t be captured in a manual.

Compounding the issue is a persistent perception problem. The public sector has struggled to attract younger talent who often view government work as slow-moving, overly bureaucratic, and resistant to innovation. Yet the reality is that local government is more dynamic than ever—adopting data-driven decision tools, integrating artificial intelligence into workflows, and tackling complex challenges like housing, climate adaptation, and public health. The opportunity for meaningful, purpose-driven work is real. The question is whether agencies can tell that story well enough to recruit and retain the next generation.

Why the Silver Tsunami Still Matters

Some argue that the “Silver Tsunami” is no longer the looming threat it once was—that retirements have stabilized since the pandemic, and younger generations are starting to fill the gaps. But this optimism overlooks a crucial nuance: succession planning hasn’t caught up. According to recent surveys, only about 12% of government organizations have formal succession plans in place.

That lack of planning doesn’t just threaten leadership continuity; it disrupts service delivery, slows decision-making, and increases the workload on those who remain. Many public managers now find themselves managing two crises at once: losing institutional knowledge while struggling to recruit replacements in an increasingly competitive labor market.

The Great Resignation, the Big Reshuffle, and the Quiet Quit

The workforce shifts of the early 2020s didn’t end with the pandemic—they rewrote the social contract of work. The Great Resignation and the Big Reshuffle fundamentally changed what employees expect from their jobs. Flexibility, purpose, and well-being have become nonnegotiable for attracting and retaining talent. Workers no longer stay simply for stability or pension plans; they stay for culture, autonomy, and belonging. As one HR director recently put it, “People didn’t just leave jobs—they left workplaces that didn’t value or support them.”

That insight remains the defining lesson for public managers in 2025.

And then came “quiet quitting.” Contrary to the viral headlines, quiet quitting isn’t about doing less—it’s a response to feeling unseen, undervalued, or burned out. In public organizations where resources are tight and demands are high, thisdisengagement can quietly drain morale and productivity. The fix isn’t punitive—it’s relational. Managers who build trust, recognize contributions, and communicate purpose can prevent quiet quitting before it takes root.

What Public Managers Should Be Doing in 2025

The workforce challenges facing government aren’t new, but their urgency has changed. Public managers must think beyond recruitment to build workplaces that can adapt, attract, and sustain talent long-term. Here’s what that looks like in 2025:

1. Institutionalize succession planning: Succession planning isn’t just about naming a replacement—it’s about knowledge transfer. Agencies should pair senior employees with mid-career staff for mentorship, conduct “knowledge capture” interviews before retirement, and build internal leadership pipelines. This not only prepares future managers but also honors institutional history.

2. Rethink retention through purpose and flexibility: Younger employees want more than a paycheck—they want to feel connected to mission and impact. Flexible work models, meaningful recognition, and clear career paths go a long way. Hybrid work isn’t a fad; it’s a competitive necessity.

3. Use technology to work smarter: AI and automation are now integral to public administration. From resume screening to predictive analytics on retirements, smart HR systems can help agencies make data-informed staffing decisions. Automation also frees up human capacity for high-value, community-facing work—the part of government that can’t be replaced by code.

4. Invest in professional development: Continuous learning is one of the best retention tools. Training in digital literacy, project management, and leadership should be baked into the culture, not treated as a perk. The cost of training is minimal compared to the cost of turnover.

5. Build a culture of belonging: The next generation of public servants expects inclusion, transparency, and voice. Governments that create environments where people feel seen and heard will outperform those that rely on old models of hierarchy and control.

Beyond Survival: The Opportunity Ahead

For public managers, the message is clear: workforce strategy is no longer just about filling vacancies—it’s about shaping the future of public service. Succession planning and employee engagement are not HR checkboxes; they are the foundation of organizational resilience. The agencies that will thrive in this era are those that see change as an opportunity to modernize systems, mentor emerging leaders, and create workplaces where people feel valued and connected to purpose. Beyond replacing those who retire, the goal must be to rebuild cultures that attract and keep talented people who believe in the mission of government and the communities it serves.