Jenny Kvistad University of Wisconsin-Madison, Division of Information Technology

IT Workforce- Going Mobile

A Call to Action! Recruiting and Retaining

the New IT Workforce

Government IT Personnel Challenges

Rigid Processes Budgetary Constraints Retirements Agility Private Sector

Competition

Workforce Demographics

-Available Labor -Age -Gender -Race/Ethnicity -Generational Shifts

(The Atlantic: Derek Thompson, 2013)

Labor Force Age

0

10

20

30

40

50

60

70

80

90

100

1990 20102020

11.7 9.8

8.4

70.2 66.9

63.7

9.2 15.1

17.8

2.3 3.5 1.3

65 - 7455 - 6425 - 5420 -24

(The Atlantic: Derek Thompson, 2013)

Labor Force Participation Actual & Projected

Labor Force Diversity 2010 -2020 Projections

7.4% Increase in Women 4.3% Increase: White 10.2% Increase: Black 30.1% Increase: Asian 34% Increase: Hispanic

Bureau of Labor Statistics: Mitra Toossi

Personnel Challenges

Projected Growth Rates 2010-2020

Occupation Projected Growth Rate

Computer Systems Analysts 43.1% Computer Programmers 28.8% Software Developers, applications

57.4%

Software Developers, systems 71.7% Computer Support Specialists 43.1%

(US Bureau of Labor Statistics)

Projected Growth Rate for All Occupations = 14%

(Dice 2013-2014 Salary Survey)

Job Change Reasons

In Demand

Recruitment Strategy

Know Your Competition Differentiate Yourself Tell a Story Be Authentic

Whose job is it to find qualified candidates?

Reaching Candidates

• Ideal Experience/Skills

• ”Ideal” Candidate Defined

• Passive Candidates & Existing Staff

• Subject Matter Experts

• Outreach & Networks

Advertising Strategy? This agency is recruiting for one permanent Information Technology Specialist position located in Boring, State. This position is designated as an Information Technology expert and senior level programmer/analyst for the Division of ABC in the information technology specialty areas of database architecture/administration, application architecture, project management and application development in both web and windows environment. This position serves as an expert on complex system data integrity and critical programming issues. This position is a project leader of organization wide (Dice.com)

Advertising Strategy!

The Public Disclosure Commission (PDC) is a small, award-winning agency that takes pride in providing timely and meaningful public access to information about the financing of political campaigns….We are considered a national leader among state disclosure agencies with respect to our electronic filing programs.

(Dice.com)

“Find them, grow them and keep them”

Alternative Approaches

Partner with University and Tech Schools Grow Your Own Internships or Co-Ops Peer Partners & Mentoring

Recruitment Takeaways

• Promote Your Brand • Educate Leadership

• Educate Applicants • Develop Your Pipeline

Recruitment Takeaways

• Assess Past Process & Results • Measure Results • Lean in!

Tech Giant Edge? Amazon.com Inc.

– Median Tenure: 1.0 year – Median Pay: $93,200

Google, Inc. - Median Tenure: 1.1 years - Median Pay: $107,000

UW-Madison, Division of Information Technology - Median Tenure: 9.7 years - Median Pay: $71,000

(Dice:Kawamoto, 2013)

UW-Madison Division of Information Technology

Guiding Principles • Family and Personal Life/Work Balance • A Welcoming, Respectful and Supportive Work

Environment • Professionalism and Accountability • Outstanding Customer Service • Collaboration and Community • Responsible Stewards of Our Resources • Exceptional and Innovative IT Services

(Computerworld 2014)

What Workers Get

Turnover Reason by Age

Millenial Snapshot

(Liquidagency.com)

Have 200+ Facebook “friends”

Sleep with phones next to beds

Think tech makes them more efficient

Produce and upload online content

Millenial Snapshot

(Liquidagency.com)

want questions answered

IN REAL TIME

Find work meetings efficient

PREFER frequent, informal dialogue

think blogging about workplace issues is ACCEPTABLE

What will be valued as the most attractive organization attributes by the profiles of talent that the organization wants to recruit and retain?

Employee Value Proposition

Source: Gartner (2013)

Retention Considerations

(Dice 2013-2014 Salary Survey)

34% - No Motivator Provided

Employee Engagement

Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.

Employee Engagement

(Gallup:2013)

Employee Engagement

1. Select the Right People

2. Develop Employees’ Strengths

3. Enhance Employees’ Wellbeing

Boost Engagement

(Gallup:2013)

Retention Takeaways

• Assess Existing Talent

• Onboard with Care

• Connect with Your Team

• Deliver Your Brand Message Often

Retention Takeaways

• Offer Flexibility • Promote Stretch & Strut • Utilize Stay Interviews/Climate Surveys • Lean In!

The Inevitable

• Plan for Departure • Cross-Functional Teams

• Cross-Organizational Teams • Job Rotation

Recruitment & Retention Action Items

Identify Organizational Differentiators Define and Promote Your Brand

Gather Feedback –

o Why do employees stay? o Why do employees leave?

Train Leadership & Hiring Authorities

Outreach & Networking Action Items

Utilize Robust Resources to Attract Candidates

– Social Media: LinkedIn, FaceBook, Twitter, etc. – Professional Organizations – Personal Invitation to Apply – Employee Referrals – Resume Databases – Advertising: Dice.com, agency and state websites,

Craigslist – Non-Traditional Events (e.g. High Tech Happy Hour) – Focus on Diversity

Recruitment & Retention Action Items

Develop Interview and Selection Skills

Require Technical and Soft Skills

Create Onboarding Plan for All New

Employees o1st Month - Detailed oNext 5 Months – Objectives

Recruitment & Retention Action Items

Discuss Performance Regularly oAddress Issues oMaximize Strengths

Provide Recognition Weekly oEmail/Written Note oPublic Praise/Individual Visit

Assign Stretch Opportunities

Questions/Comments?