Many years ago I finished my training as an archaeologist. Fully qualified I was raring to take on the world. Realising that job opportunities were few and far between I joined a non-governmental organisation specialising in labour law matters in the agricultural sector. I cut my teeth developing training materials for farm workers and paralegals for many years before moving to another part of the country and new challenges. For 18 months I developed national training programmes for the community police sector and then also on small business development for local government. I joined the Independent Electoral Commission of South Africa where I began an eight-year stint involved in various operations, including planning, voting and counting, results, registration, training and international liaison--a well-rounded education of experiences.
By the time I left I was seeing a new crop of people joining the organisation, all of them eager and raring to go, just as I was. Except... They are more ambitious, have very different experiences to mine (in a post-apartheid South Africa) and seem far less likely to do an eight-year stint in the Commission. Yet they are the axle around which elections will be run in the future. Their energy needs to be harnessed and encouraged in a way that ensures their growth and continued interest in doing elections work. As elections becomes a profession, we need to be focussing on this issue of the new generation of election administrators. They represent the youth, whom many EMB (election management bodies) are battling to involve and regenerate in their voters' rolls or registers. With time they become the new face of the organisation. How do we attract them and adapt our notions of management to retain them as the next generation of election workers?
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I haven't had much exposure to other EMBs so I'll only speak of the one I know.
Yes, there's ambitious young talent in embs yet this talent is being stifled by those in leadership positions. They have not only become beauracratic but also heirachial. Junior staff members not only excluded but from decision making but are also not allowed to make decision.
the innovation and energy taht is brought by youth is not givin a chance to blossom and come to the fore. but then again, one need to recognise the fact that those in current position are themselves product of oppressive management and therefore their days under the seun has come to do the same.
the above is in no way meant o b an excuse of the abhoring conditions that junior and youth staff members have to work under but only a reflection of such.
yes there are opportunities out there and most of your ambitious staff will take those. gone are the days of long service and loyalty to an employer! with globalisation has come opportunities and most youth not only possess the skills but these skills are in much demand and fortunaley portable.
If EMBs do not recognise that do change their way of managing people then they will only be left with the daed wood that is not employable else where or just preparing to go out to pasture.
i'll stop here for now with promises of airing my two cents worth in the future and also allowing for other views to come to the fore!
Thanks Garfield. I hear you frustration. The portability and competence around skills is a reality of the job market today. And in the small elections world this will be sorely felt when it leaves. We DO need to start changing management styles and outlooks on the growth of institutions.Old models must be combined with new ones to ensure strengthened EMBs that can face future challenges.
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