local government workforce of the future - gccma spring... · •nemployment rate: 4.7% u (feb...
TRANSCRIPT
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Joshua Franzel
Center for State and Local Government Excellence
Peggy Merriss
Decatur, GA
Kimberly Greer
Johns Creek, GA
The Local Government Workforce of Tomorrow
March 24, 2017
US Labor Market Environment
• Unemployment rate: 4.7% (Feb 2017)
…for those with a college degree (and higher): 2.4%
• Overall job opening rate is the highest it has been since 2001.
Source(s): US BLS - Table A-4. Employment status of the civilian population 25 years and over by educational attainment; US BLS Job Openings and Labor Turnover Survey (nonfarm)
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The State and Local Sector
• In 2015, 26% of the state and local workforce was over 55, compared to 14% in 1995.
• Workforce separations related to retirements have increased by 9% - over the past decade.
• Close to half (46%) of retirement-eligible employees were delaying retirement in 2009. In 2016, 21% were delaying.
• Annual job opening rate is highest it has been since 2001.
Source(s): SLGE analysis of Flood, King, Ruggles, and Warren. Integrated Public Use Microdata Series, Current Population Survey: Version 4.0. [Machine-readable database]. Minneapolis: University of Minnesota, 2015.; US BLS Job Openings and Labor Turnover Survey; SLGE/IPMA-HR/NASPE ‘State and Local Government Workforce’ survey series.
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Source: State and Local Government Workforce -2016 Trends, SLGE
Source: State and Local Government Workforce -2016 Trends, SLGE
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‘Workforce of Tomorrow’Components
• Academic and practitioner literature review
• Local government workforce trends and analysis
• Interviews from US / Canadian experts from the public and private sectors
• Graduate student survey
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Graduate Student Survey – a few key findings -
• 56% had somewhat favorable opinion of local government. 36% had very favorable opinion
• Top factors that influence career choices: – competitive salaries
– opportunities to make a difference
– opportunities for advancement
– work-life balance
– variety of work
• Over half (54%) expect to work in a variety of sectors throughout their careers, not exclusively government
Source: SLGE and LGRC ‘Workforce of Tomorrow’ December 2015 report
6 Report Action Strategies
1. Empower HR to champion people management issues and set an actionable workforce agenda.
2. Revamp antiquated policies and practices to compete successfully in the talent race.
3. Develop a local government brandthat tells the story of public service.
Source: SLGE and LGRC ‘Workforce of Tomorrow’ December 2015 report
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6 Report Action Strategies (cont’d)
4. Actively prepare for workforce transitions, build needed bench strength, and grow future leaders.
5. Create a culture that values and engages employees in meaningful ways.
6. Leverage technology, data, and automation to provide employees with the tools they need to be successful.
Source: SLGE and LGRC ‘Workforce of Tomorrow’ December 2015 report
City of Decatur, Georgia USA
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Change to Way You Recruit
• Reduced vacancies from 11 to 4
• Targeted recruitment on getting only the best possible candidates
The Story
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The Story
Meredith’s Example
GA Certified Emergency Manager
a.k.a.
Deputy Director of
Emergency Preparedness
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David’s Example
Deputy Police Chief
to
Public Works
Cheryl’s Example
Special Events + Yoga
=
Assistant Director of Active Living
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Professional Development
Questions?
Talent fulfilled brings the deepest content that an
individual can know.
Pearl S. Buck,
Nobel Laureate Literature, 1938
Contact Information: [email protected]
404-370-4102
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City of Johns Creek, Georgia USA
• Incorporated in 2006
• 83,102 population
• 32 square miles
• Average HH income – $135,073
• Average home value – $324,400
• Education – 40% with bachelor’s, 24% with master’s degree
• Safest City in Georgia –WalletHub.com
• $55M General Fund Budget
• 217 FTE; roughly 80 contract positions
Personnel = Majority of General Fund
Personnel42%
Contracted Personnel
20%
Everything Else38%
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Competing for Talent
Action Strategies in Johns Creek
1. Empower Human Resources
2. Revamp antiquated policies & practices
3. Develop a local government brand
4. Actively prepare for workforce transitions
5. Culture that values & engages employees
6. Provide employees with tools for success
Source: SLGE and LGRC ‘Workforce of Tomorrow’ December 2015 report
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Recreation Leader Example
Revamping Job Descriptions
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Budget Analyst Example
65%11%
11%
4%2%
2%
1% 1% 1%2%
Revamping Hiring Process
Typical Johns Creek Hiring Process
1. Resume Submitted
2. Scripted Phone Interview – with HR
3. Panel Interview – at least 3 panelist + HR
4. Formal Application Received
5. Second Interview – hiring manager + HR
6. Drug Test
7. Offer of Employment
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Takeaway: Revamp Policies & Practices
• Review job descriptions
– Pay attention to minimum qualifications
• Review hiring process
– Expedite the hiring process
Action Strategies in Johns Creek
1. Empower Human Resources
2. Revamp antiquated policies & practices
3. Develop a local government brand
4. Actively prepare for workforce transitions
5. Culture that values & engages employees
6. Provide employees with tools for success
Source: SLGE and LGRC ‘Workforce of Tomorrow’ December 2015 report
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The Johns Creek Brand
Johns Creek Police Department Video
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Fun Place to Work
Ugly Sweater Holiday Lunch
Jeopardy!
Ugly Sweater Holiday Lunch
Jeopardy! Crazy Taco LunchCrazy Taco Lunch
KickballKickball
Questions?
Joshua FranzelCenter for State and Local Government Excellence
Peggy MerrissDecatur, GA
Kimberly GreerJohns Creek, GA
[email protected] 678-512-3345