Meeting the Challenge: Attracting and Retaining a World-Class Work Force 1. Overview and Framework...

Meeting the Challenge: Attracting and

Retaining a World-Class Work Force

1. Overview and

Framework

Meeting the Challenge: Attracting and

Retaining a World-Class Work Force

1. Overview and

Framework

rlavigna@ourpublicservice.org

Why it Matters

“It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.”

“Government is always going to be able to fill vacancies. The important question is whether we can fill them with talented and committed people with the skills we need.”

”In the globalization system … One of the most important and enduring competitive advantages that a country can have today is a lean, efficient, honest civil service system.”

Why it Matters

“Don’t give me excuses, just make the hiring process work!”

“In the government, you get an order and you follow it. I realize that as a leader, I need to be more creative and innovative.”  

“By the end of the day I felt I had made a terrible mistake … My agency lost its shine on my first day.”

“The challenge is to attract and retain people who are a cut above the competition. You need to provide benefits, good working conditions, and an environment that caters to their personal needs and business needs. That’s a tough balance.”

Why it Matters

Grant Thornton 2008 survey – HC/HR #1 concern

GT 2009 survey – right talent #1 factor in clean audit

2009 survey of corporate CFOs – most critical factors:• Strong leadership• Hiring best people

Public Sector Workforce is Graying

Government Agency -- Today

D ire c to rM g m t. S e rv ices

Ja nu a ry 21 , 19 72

D e p u ty D ire c to rM ay 1 0 , 19 71

D ire c to rP ro p e rty S e rv ices

Ju ne 2 6 , 19 89

D ire c to rE n g in e ering

F e bru ary 16 , 19 70

D ire c to rE q u ipm e nt S erv ices

A p ril 17 , 19 70

D ire c to rW a te r T re a tm e ntA ug us t 1 5 , 19 66

D ire c to rF ie ld S e rv ices

M a rch 20 , 19 70

D ire c to rT ra n sp o rta tio n & P ark ing

M a rch 2 , 19 70

D ire c to rS o lid W a s te & R e cyc ling

D e ce m be r 12 , 19 91

D ire c to rA d m in is tra tion

A ug us t 1 0 , 19 70

C h ie f E n g in e erJa nu a ry 16 , 19 95

Same Agency -- in 3 Years

R ETIR EDD ire c to r M g m t. S e rv ices

R ETIR EDD e p u ty D ire c to r

D ire c to rP ro p e rty S e rv ices

R ETIR EDD ire c to r

E n g in e ering

R ETIR EDD ire c to r

E q u ipm e nt S erv ices

R ETIR EDD ire c to r

W a te r T re a tm e nt

R ETIR EDD ire c to r

F ie ld S e rv ices

R ETIR EDD ire c to r

T ra n sp o rta tio n & P ark ing

D ire c to rS o lid W a s te & R e cyc ling

R ETIR EDD ire c to r

A d m in is tra tion

C h ie f E n g in e er

More Complex Workforce:Multiple Generations

Traditionalists (born before 1946)Boomers (born 1946-64)Gen Xers (1965-81) Millennials (>1982)

More Complex Workforce:Changing Expectations

Free agentsLess loyalty -- “transactional”

relationship“Knowledge nomads” – mobile skill

setsDemand work/life balance

Guam Division of Accounts Workforce:

Today and TomorrowTotal employees in 2008 = 46

Guam Division of Accounts Workforce: Today and Tomorrow

Total employees in 2008 = 46

Eligible to retire in 5 years = 16

Guam Division of Accounts Workforce: Today

and TomorrowTotal employees in 2008 = 46

Eligible to retire in 5 years = 16

Eligible to retire in 5-10 years = 7

Island Workforces – Today and Tomorrow Employees New Annual 5-Year

10-Year Hires Turnover Retirem’t.

Retirem’t.

Guam 46 48% 11% 35% 50%

Palau 125 20% 7% 16% 28%

USVI 107 24% 8% 27%

CMNI 125 33% 14% 8% 25%

American Samoa 147 24% 5% 20% 35%

FSM 77 31% 6% 10% 31%

Yap 25 64% 18% 4% 12%

So … What’s It All Mean?

Workforce undergoing dramatic shifts

Tougher to attract and retain talent

Public sector feeling these effects first

Government must adapt to the talent market, not vice-versa

What We’ll Cover

1. Recruiting and hiring talent• Recruiting v. hiring• Meeting candidates’ expectations• Recruiting strategies• Effective hiring

2. Onboarding effectively• What it is and why it’s important• How to onboard effectively

What We’ll Cover

3. Maximizing employee engagement• What employee engagement means• Why it’s critical• What drives engagement• How to maximize engagement

4. Building the leadership pipeline• What is leadership• Integrated approach to building leadership

What We’ll Cover

5. Working effectively with HR• The evolving role of HR• Setting mutual expectations • How to meet these expectations

What We Won’t Cover

Secret formulas, magic bullets

Easy answers

Simple solutions

One-size-fits-all approaches

Turning you into an HR expert

Research: Creating and Applying New Knowledge

Recruiting on Campus Onboarding New Employees

Hiring Baby Boomers

What Students Want Hiring Interns

Building Employee Engagement

Finding Jobs

How Does Government Meet These Workforce Challenges?

Understand expectations

Develop multiple pipelines for talent

Recruit aggressively

Make the hiring process work

Maximize engagement and satisfaction

How Does Government Meet These Workforce Challenges?

Make performance management work

Build the talent/leadership pipeline

Create more flexible, timely, user-friendly and responsive civil service systems

Use workforce planning as the foundation

MissionAccomplished

BusinessStrategies

Resources

Environment

Human Capital Framework

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core Purpose/Values

Recruit and Hire / Onboard

Workforce Planning: What It’s Really About

1.What talent do we need to succeed – now and in the future?

2.What talent do we have now?

3.Where are the gaps?

4.How are we going to eliminate these gaps?

Workforce Planning

There isn’t any silver bullet to attract, develop and

retain talent

It takes silver buckshot!

Now It’s Your Turn!

Your workforce/talent challenges

How you’re dealing with them

2. Recruiting and Hiring

2. Recruiting and Hiring

rlavigna@ourpublicservice.org

Meeting the Challenge: Attracting and

Retaining a World-Class Work

Force

What We’ll Cover

Recruiting and hiring talent Recruiting v. hiring: what’s the

difference? Need for aggressive recruiting Recruiting strategies – your role Effective hiring

MissionAccomplished

BusinessStrategies

Resources

Environment

Human Capital Framework

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core Purpose/Values

Recruit and Hire / Onboard

Why it Matters

“It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.”

“Government is always going to be able to fill vacancies. The important question is whether we can fill them with talented and committed people with the skills we need.”

The Research

Recruiting v. Hiring

1.Recruiting – Attracting an adequate number of interested and well-qualified candidates

2.Hiring Evaluating the candidates to decide who to

hire (i.e., who to make the job offer to) Getting the best candidate to accept

Reactive v. Proactive Recruiting

ReactiveRepeat the job descriptionCreate a new brochurePost an ad – newspaper, WebSit back and wait

Proactive Where can I find the best

people?

How do I reach them?

How do I convince them to apply? Accept?

How can I best use our limited resources?

Recruiting is everyone’s job!

The Universum “IDEAL Employer” Survey

Annual survey of undergraduate students

43,313 respondents195 colleges/universities260 employers

What Are the Top Attractors?

Culture that respects my individuality Work/life balance Base salary High level of responsibility Good reputation Rapid promotion High ethical standards Exciting products and services Friendly work environment Creative, dynamic work environment

Top 4 Career Goals

1. Work/life balance (66%)

2. Dedicated to a cause, feel that I am serving a greater good (46%)

3. Secure or stable in my job (46%)

4. Competitively or intellectually challenged (40%)

% “extremely” or “very” interested in working for

Where Students Want to Work

But Few Plan to Work in Government

37%24%

18%3%3%2%1%1%3%

8%

Graduate school or additional education

Jobs in a private company or business

Job in the federal government

Job in state or local government

Job in a nonprofit organization

Service: Americorps, Teach for America

Volunteer Work

Military service

Other

Unknown

Which best describes your current plans immediately after graduating?

How knowledgeable do you feel about career and internship opportunities in government?

Why? Because Knowledge is Low

13% Total Knowledgeable

But … The More They Know, the More They Like

Did information -- what you saw, heard or read -- about federal government job or internship opportunities make you more or

less interested in government opportunities?

% “more interested”

Leaving Talent on the Table: Capitalizing on Intern Programs

The numbersPrivate sector employers hire 50% of interns

Jumps to 59% for co-ops

40% of all vacancies filled by interns

Employers see internships as one of most effective hiring tools

Students see internships as avenue to full-time employment

Recruiting Strategies: High Tech plus High Touch

Develop a long-term strategy – build alliances and relationships

• Identify needs – recruiting plan• Avoid “drive-by recruiting”• Invest to build success• Obtain and provide a point of contact

Recruit aggressively – market and personalize public service to multiple talent pools

Recruiting Strategies: High Tech Plus High Touch

Use “near peers”

Hire through internships• Provide substantive work• Follow up• Convert students to permanent employees

Use technology – but smartly!

Recruiting is everyone’s job!

Why Become Involved in Recruiting ?

You know the work You know the culture and work

environment You know the skills and competencies You know the impact You can provide “high touch”

Personalize: “Making a Difference in People’s Lives and Your Own”

This Web Site …

… Or This Site?

The Hiring Process -- What Job Candidates are Saying

“The overall feel of the vacancy announcement is negative and heavy handed. If the application is like this, what’s it like to work there and why would you want to?”

“Don’t give me excuses, just make the hiring process work!”

How to Alienate Good Candidates

Use long, bureaucratic, boring announcements

Use paper-based applications

Take too much time hiring

Conduct bad interviews

Don’t communicate with them

1. Be concise, use fewer words, get to the point

2. Tell me exactly what you need -- I have no idea what your jobs are looking for

3. Let me apply online using my résumé

4. Tell me in plain language -- get rid of jargon

5. Tell me when I will hear from you

6. We want to hear from you. We can take bad news -- just tell us!

What Candidates Desperately Want

How Many Steps Does it Take to Hire a Government Employee?

Agency

1

Establishes FYstaffing plan for hiring

manager

Hiring Manager

2

Identifies need torecruit for vacant

position

PDEstablished?

Yes No

6

Discuss recruitmentstrategy

5

Obtains position descriptionand provides to HR Specialist

with request to fill position

HR Specialist

Hiring Manager

7

Prepares vacancyannouncement, if needed,

and provides to HiringManager for approval

8

Approves and returnsto HR Specialist

A

Hiring Manager

HR Specialist

PD Library

Meeting

Requirements ofposition and tasks;KSAs; Questions;selective factors;

level(s) of positionto be filled; type of

appointment;alternative staffing

options;recruitment

activities, etc.

Hiring Manager

3Drafts PD and

forwards with requestto fill position to HR

Specialist

PersonnelRequestSystem

4

Classifies position

Go toStep 6

HR Specialist

PersonnelRequestSystem

We’re Not Done Yet!

10

Screensapplications andissues certificate

HR Specialist

9

Posts vacancyannouncement

VacancyAnnouncement

System

Hiring Manager

12

Offers position toselectee

14

Enters on dutyand orientation

begins

11

Interviews candidates, makesselection and provides

certificate to HR Specialist

A

HR Specialist

Applications

End ofProcess

15

Discusses options ofrecruitment incentives

13

Issues offer letter andcloses request in

system

HR Specialist

Selectee acceptjob offerf?

Yes

Employee

No

HR Specialist

Hiring Manager

16

Decides recruitment incentiveHiring Manager

Go toStep 12

Offer letter

Certificate

PersonnelRequestSystem

Certificate

Job Announcement -- Before

It Goes On …

… And On

After – Concise and Appealing

Fixing the Hiring ProcessImprove the front end -- get engaged early,

prepare for roles

Make process effective, timely, user-friendly

• Automate -- online• Evaluate smartly• Eliminate steps• Communicate early, oftenUse flexible certification approachesInterview well

Hiring Best PracticesImmediate job offers

Hiring/referral bonuses

Realistic job previews (e.g., job video)

Flexible work arrangementsMeasure results

In Groups -- Discuss and Report

3 or 4 ways your recruiting can be improved

3 or 4 ways your hiring process can be improved

3. Onboarding Effectively

3. Onboarding Effectively

rlavigna@ourpublicservice.org

Meeting the Challenge:

Attracting and Retaining a World-

Class Work Force

MissionAccomplished

BusinessStrategies

Resources

Environment

Human Capital Framework

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core Purpose/Values

Recruit and Hire /

Onboard

What We’ll Cover

Onboarding effectively What is onboarding? Why is it important? How to onboard effectively

Why it Matters

“My first week was terrible.”

“By the end of the day I felt I had made a terrible mistake in leaving my old job.”

“My agency lost its shine on my first day.”

Why it Matters

Improves employee performance

Increases employee engagement

Improves employee retention, reduces turnover costs

Accelerates time-to-productivity

BOOZALLEN.COM OURPUBLICSERVICE.ORG

What is Onboarding?

Integrating and acculturating new employees into the organization and providing them with the tools, resources, and knowledge to become successful and productive

From accepted offer to end of first year

“My first week was terrible. I didn’t have any equipment, I wasn’t given any assignments, there was nothing on my desk, and my supervisor did not even come see me for the first three days I was there.”

“I was sent to a conference room where someone from HR helped me complete a bunch of forms. I was not introduced to anyone, and no one had set up my computer access so I sat there and stared at the wall.”

“I didn’t receive my ID on the first day so it was hard for me to go anywhere and my manager did not give me any work to do. My manager was not welcoming. By the end of the day I was terrified that I had left a great job.”

What New Hires Have to Say

Strategic Onboarding Model

Recommendations

Define onboarding goalsAssess your onboarding status Seek quick winsUse technology – smartlyTailor onboarding to type of employee Don’t reinvent the wheel – borrow it Measure results

In Groups -- Discuss and Report

1. 1 good and 1 bad onboarding experience

2. Barriers to effective onboarding

3. Steps your organizations can take to improve onboarding

4. Maximizing Employee Engagement

4. Maximizing Employee Engagement

rlavigna@ourpublicservice.org

Meeting the Challenge: Attracting and

Retaining a World-Class Work

Force

What We’ll Cover

Maximizing employee engagement for productivity and retention

What employee engagement meansWhy it’s criticalWhat drives engagementHow to maximize engagement

MissionAccomplished

BusinessStrategies

Resources

Environment

Human Capital Framework

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core Purpose/Values

Recruit and Hire / Onboard

Why it Matters

High levels of employee engagement correlate with:Better program results

Higher customer satisfaction

Less sick leave and missed work time due to work-related injury or illness

Higher retention

Engagement and Financial Outcomes

Financial performance consistently stronger in companies that emphasize:

• Commitment• Job satisfaction

But ... high levels of employee engagement require active leadership support

30 Multinational Companies

High Engagement High Retention

Total Percent Satisfied

Satisfaction with: Employees

planning to stay for > 2 yrs

Employees planning to leave

in < 2 yrs Gap

Use of skills and abilities 83% 49% 34%

Ability of top management 74% 41% 33%

Company sense of direction 57% 27% 30%

Advancement opportunities 50% 22% 28%

Opportunity to learn new skills 66% 38% 28%

Coaching and counseling from supervisor 54% 26% 28%

High Engagement Better Customer Outcomes

Work units with higher overall customer satisfaction scores also have employees with more favorable opinions

6864

7065

58

53

7065

5350

6458

20

40

60

80

100

Leadership -

Immediate

Supervision

Job

Satisfaction

Ability to Get

the Job Done

Performance

Management

Pay, Benefits,

and Career

Action

Planning

High Customer Satisfaction Low Customer Satisfaction

Island Workforces – Today and Tomorrow Employees New Annual 5-Year

10-Year Hires Turnover Retirem’t.

Retirem’t.

Guam 46 48% 11% 35% 50%

Palau 125 20% 7% 16% 28%

USVI 107 24% 8% 27%

CMNI 125 33% 14% 8% 25%

American Samoa 147 24% 5% 20% 35%

FSM 77 31% 6% 10% 31%

Yap 25 64% 18% 4% 12%

The Best Places to Work

2009

bestplacestowork.org

Rating and ranking of 278 departments, agencies and subcomponents

Based on data from government wide employee survey

Overall satisfaction score

Ten workplace dimensions

Web site: bestplacestowork.org

What is Best Places?

Why Ratings and Rankings Matter

INCENTIVE to focus on engagement and develop high-performing organizations

ROADMAP for improvement

TRANSPARENCY for public and job seekers

OVERSIGHT information for Congress

Considering everything, how satisfied are you with your job?

Considering everything, how satisfied are you with your organization?

I would recommend my organization as a good place to work

Employee Engagement Score

2009 Government Wide Score – 63.3

Workplace Dimensions

Effective leadership Employee skills/mission match Strategic management Teamwork Performance-based awards Training and development Support for diversity Pay and benefits Family-friendly culture Work/life balance

What Do These Dimensions Mean? Effective Leadership

My immediate supervisor/team leader does a good job

Supervisors support employee development

Performance discussions are worthwhile

I have a high level of respect for senior leaders

Leaders generate high motivation and commitment

What Do These Dimensions Mean? Effective Leadership (cont.)

Leaders maintain high standards of honesty and integrity

I have a feeling of personal empowerment and ownership of work processes

Complaints, disputes or grievances are resolved fairly

Satisfaction with involvement in decisions that affect work

Satisfaction with the information received from management

What Do These Dimensions Mean? Employee Skills/Mission Match

My work gives me feeling of personal accomplishment

I like the kind of work I do

My talents are used well

I know how my work relates to mission and goals

I do important work

What Do These Dimensions Mean? Work/Life Balance

My supervisor supports my need to balance work and family issues

I have sufficient resources (e.g., people, materials, budget, etc.) to get work done

My workload is reasonable

What Do These Dimensions Mean? Training and Development

I am given a real opportunity to improve my skills in my organization

I have enough information to do my job well

My training needs are assessed I am satisfied with the training received

for present job

Systematically obtain employee feedbackShare information – a dual responsibilityFigure out what driver satisfactionFocus on managers/supervisorsManage performanceTrain and developTrack changes over time

Becoming and Staying a Best Place

In Groups -- Discuss and Report

1. What are the barriers in your organization to maximizing employee engagement?

2. 3-4 steps your organization can take to maximize employee engagement

5. Building the Leadership Pipeline

5. Building the Leadership Pipeline

rlavigna@ourpublicservice.org

Meeting the Challenge:

Attracting and Retaining a World-

Class Work Force

Why it Matters

“In the government, you get an order and you follow it.  I realize that as a leader, I need to be more creative and innovative.” “We need an opportunity

to be inspired about our work and to believe that we can really make a difference.”

Workplace Dimensions

MissionAccomplished

BusinessStrategies

Resources

Environment

Human Capital Framework

Reward/Recognize

Train/Develop

Plan for Succession

Engage

Core Purpose/Values

Recruit and Hire/Onboard

Manage Performance

Integrated Approach to Building the Leadership Pipeline

Workforce & Succession Planning

Competency Model

Recruitm

ent, Selectio

n, Hirin

g

Training & Development

Promotio

n & C

areer Mobilit

y

Retention

Knowledge Management

Compensation

Program Evaluation

Why the Integrated Approach

Many ways to build leadership pipeline Because all aligned with strategic plan,

workforce plan, competency model, and/or other frameworks, aligned with each other

Pipeline larger -- demand for more talent

Who’s in the Pipeline?

Time

High Potentials and Replacement Pool for Sr. Managers

Middle Managers

1st-line Supervisors

Technical Specialists

All Employees?

What Are Developmental Needs? Understanding other departments

Understanding enterprise and its environment

Building relationships and networks

Getting things done in government

Managing change

Managing the public

Managing the media

Influencing, motivating, developing, retaining talent

Managing conflict, dealing with problem employees

Leadership Development Best Practices

Other

Brookings Institution

Georgetown University

Harvard Kennedy School of Government

Louisiana State University

Senior Executives Association

Young Government Leaders

Public

Army War College

Defense Logistics Agency

Federal Executive Institute

Government Accountability Office

Office of Management and Budget

Office of Personnel Management

Office of the Director of National Intelligence

Private

Accenture

Aon Corporation

The Boeing Company

GE

Goldman Sachs

IBM

IDEO

Lockheed Martin

McKinsey & Company

Procter & Gamble

Leadership Development Best Practices

Leadership development part of system (e.g., succession planning, competencies, performance management)

Current leaders develop future leaders(not necessarily expensive)

Leaders learn best by “doing”

Executive coaching addresses unique, real-time needs

Structure

Coursework

Project Criteria:

Important management issue that requires action

Solutions within control of an agency

Potential for high-impact results

Agency Criteria:

Leadership committed to testing innovative solutions

Committed to providing necessary background materials and data

Support participants and their time away from the job

Projects: Solving Government’s

Problems

Dealing with High-Risk Issues

Improve communication between USDA and FDA to strengthen food safety during recalls

Recruit talent required to care for veterans

Ensure sufficient energy for our country

Improve employee morale to enhance economic and homeland security

Coaching

360o assessments – anonymous

Coaches identify strengths, weaknesses and blind spots

Personal action-planning tool for long-term skills development

Personal coach for ongoing advice -- government and business leaders

360o repeated after program to measure growth

Building Your Leadership Pipeline

1. Engage senior leaders

2. Identify competencies

3. Assess developmental needs

4. Create leadership development strategy

5. Use Individual Development Plans (IDPs)

6. Tap into talent pool of retirement-eligible employees and retirees

7. Don’t let $$$ be the barrier

8. Assess results

1. What are your barriers to developing leaders?

2. What can you do to address these barriers?

In Groups -- Discuss and Report

6. Building a Strong Partnership with HR

6. Building a Strong Partnership with HR

rlavigna@ourpublicservice.org

Meeting the Challenge:

Attracting and Retaining a World-

Class Work Force

What We’ll Cover

Building a strong partnership with HR

The evolving role of HR Setting mutual expectations How to meet these expectations

MissionAccomplished

BusinessStrategies

Resources

Environment

Human Capital Framework

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core Purpose/Values

Recruit and Hire / Onboard

Why it Matters

“It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.”

“HR must give value or give notice.”

“If line managers and HR professionals are to be the champions of organizational capability, then a new agenda for both HR practices and HR professionals must emerge.”

HR Evolving -- Splitting in Two

Administrative and transactional work -- increasingly automated or outsourced

Transformational work -- helps develop organizational goals, determines what capabilities are needed and creates HR practices

David Ulrich

The Shift – in Theory

Personnel management HR management

Rule maker Consultant

Functional orientation Business orientation

One-size-fits-all Tailored programs

Centralized decisions Framework for others to decide

Mutual distrust Partnering

Focus on activities Focus on impact

Internal services Outsourcing

Management’s View of HR

What best describes the way your organization's executive management views its HR organization?

60.6%

18.4%

13.7%

7.3%

50.0%

15.6%

21.9%

12.5%

0% 10% 20% 30% 40% 50% 60% 70%

Strategic Asset

Cost Center

No Strong Opinion

Other

Non-Public Sector Public SectorN=449

What Do You Think?

Is HR:

Strategic asset?

Cost center?

The Current Reality

Very little change in how HR spends its time

Instead of playing a central strategic business partner role, HR has responded by maintaining status quo

Ed Lawler

What’s HR’s Mission?

Implement a system of personnel administration which will ensure equitable treatment of employees through a merit system based on recognized princ1ples of appointment, promotion, classification, termination and other aspects of government employment.

Plan, organize and implement pre-service training, in-service and federal programs to rehabilitate, upgrade, and enhance the skills and work performances of all employees thus promoting self-reliance, dependability and enhance competencies in the quality services for the public.

What’s HR’s Mission?

Attract, develop and retain the talent we need – and measure our

progress

Value of HR Transformation

3

19

38

63

43

0

10

20

30

40

50

60

70

1 (notimportant/valuable)

2 3 4 5 (extremelyimportant/valuable)

How important is HR transformation to your future plans?

N=166

HR Areas Needing Improvement

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Workforce PlanningIT

Training / Employee DevComp AdminRecruitment

BenefitsJob Candidate Testing

PayrollOrientation

Retirement Plan MgmtWorkers Comp

Union Contract NegotiationOther

48%43%

43%39%

30%30%

26%23%

20%17%

12%9%

4%

What HR areas need the most transformation & improvement?

Workforce Planning: What It’s Really About

1.What talent do we need to succeed – now and in the future?

2.What talent do we have now?

3.Where are the gaps?

4.How are we going to eliminate these gaps?

Workforce Planning

HR’s “New” Roles

Business Partner Change Agent

Leader

HR Expert

HR Expert

Only competency that covers HR expertise

HR professionals generally excel in this traditional role

Business Partner

More than service provider

Management partner who shares accountability for organizational results

Works with management to devise solutions

Involved in business strategic planning

Works towards results, aligned with mission

Promotes collaborative consultant role

Change Agent

Helps managers/employees deal w/change in culture, skills, job security

Understands what drives change

Recognizes impact of change

Understands change models/processes

Recognizes change agent role in managing and sustaining change

Learns strategies to negotiate change

Leader

Promotes merit systems principles

Fosters diversity

Balances employee satisfaction with organizational requirements and goals

Builds teamwork

Models collaborative problem-solving

The “New” HR Competencies

Organizational acumen

Results orientation Interpersonal skills Making/

implementing tough decisions

Demonstrating empathy

Speaking and writing persuasively

Analyzing data

Negotiating

Demonstrating good judgment

Coaching

Applying knowledge of HR principles/methods

Systems thinking

Understanding technology

What Managers Should Expect from HR

Understand HR business and your business and how HR can support strategy

Build partnerships -- be flexible, champion change

Rely on data -- deliver measurable results on outcomes

What HR Should Expect From You

Allow HR to be a business partner

Involve HR early

Take ownership of talent management

Ask questions and champion change

Understand tomorrow’s workforce

What You Can Do

Become involved in recruiting and hiring

Do a good job onboarding new employees

Make performance management work

Train and develop

Ask questions and push for change

Understand tomorrow’s workforce

Resources

International Public Management Association for HR – ipma-hr.org

Society for Human Resources Management – shrm.org

Human Capital Institute – humancapitalinstitute.org

In Groups -- Discuss and Report

1.3 or 4 approaches/strategies that you can discuss with your HR staff when you return home

2.3 or 4 ways you plan to engage more directly with HR

Key Points

Recruit aggressively and widely

Hire quality talent -- efficiently

Onboard well

Maximize engagement

Reach out to HR – set expectations

There isn’t any silver bullet to attract, develop and

retain talent

It takes silver buckshot!