meeting the challenge: attracting and retaining a world-class work force 1. overview and framework...
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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
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
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
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
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
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
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!