meeting the challenge...retaining and attracting

8/8/2019 Meeting the Challenge...Retaining and Attracting

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Meeting the Challenge:Attracting and Retaining

a World-Class

Work Force

1. Overview andFramework

Meeting the Challenge:Attracting and Retaining

a World-Class

Work Force

1. Overview andFramework

[email protected]


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Why it Matters

It is not at all clear how

government can be wellexecuted 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 peoplewith 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.


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Why it Matters

Dont 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 bemore creative and

innovative.

By the end of the day

I felt I had made a

terrible mistake My

agency lost its shineon 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. Thats a tough balance.


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Why it Matters

Grant Thornton 2008 surveyHC/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


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6/148

Public Sector Workforce is Graying

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Under 30 30-39 40-49 50+

FederalState

Local

Private


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Government Agency -- Today

DirectorMgmt. Services

January 21, 1972

Deputy DirectorMay 10, 1971

DirectorProperty Services

June 26, 1989

DirectorEngineering

February 16, 1970

DirectorEquipment Services

April 17, 1970

DirectorWater TreatmentAugust 15, 1966

Director

Field ServicesMarch 20, 1970

Director

Transportation & ParkingMarch 2, 1970

Director

Solid Waste & RecyclingDecember 12, 1991

Director

AdministrationAugust 10, 1970

Chief EngineerJanuary 16, 1995


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Same Agency -- in 3 Years

RETIRED

Di i

RETIRED

Deputy Di ector

Director

Property ServicesRETIRED

DirectorEngineering

RETIRED

DirectorEquipment Services

RETIRED

DirectorWater Treatment

RETIRED

DirectorFiel Services

RETIRED

DirectorTransportation & Parking

DirectorSoli Waste & Recycling

RETIRED

DirectorAdministration

Chief Engineer


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More Complex Workforce:Multiple Generations

Traditionalists (born before 1946)

Boomers (born 1946-64)

Gen Xers (1965-81)

Millennials (>1982)


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More Complex Workforce:Changing Expectations

Free agents

Less loyalty -- transactionalrelationship

Knowledge nomads mobile skill sets

Demand work/life balance


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Guam Division of Accounts Workforce:Today and Tomorrow

Total employees in2008 = 46


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Eligible to retire in5 years = 16


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Eligible to retire in5 years = 16

Eligible to retire in5-10 years = 7


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Island Workforces Today and Tomorrow

Employees New Annual 5-Year 10-YearHires Turnover Retiremt. Retiremt.

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%


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So Whats It All Mean?

Workforce undergoing dramatic shifts

Tougher to attract and retain talent

Public sector feeling these effects first

Government must adapt to thetalent market, not vice-versa


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What Well Cover

1. Recruiting and hiring talent Recruiting v. hiring

Meeting candidates expectations

Recruiting strategies

Effective hiring2. Onboarding effectively

What it is and why its important

How to onboard effectively


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What Well Cover

3. Maximizing employee engagementWhat employee engagement means

Why its critical

What drives engagement

How to maximize engagement4. Building the leadership pipeline

What is leadership

Integrated approach to building leadership


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What Well Cover

5. Working effectively with HR The evolving role ofHR

Setting mutual expectations

How to meet these expectations


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What We Wont Cover

Secret formulas, magic bullets

Easy answers

Simple solutions

One-size-fits-all approaches

Turning you into an HR expert


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Research: Creating andApplying New Knowledge

Recruiting on Campus Onboarding NewEmployees

Hiring Baby Boomers

What Students WantH

iringInterns

Building EmployeeEngagement

Finding Jobs


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HowDoes Government Meet TheseWorkforce Challenges?

Understand expectations

Develop multiple pipelines fortalent

Recruit aggressively

Make the hiring process work

Maximize engagement and

satisfaction

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HowDoes Government Meet TheseWorkforce 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 foundationTheimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage,or theimagemay havebeen corrupted.Restartyour computer,and then open thefileagain. Ifthe redx stillappears,you may haveto deletetheimageand then insertitagain.


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MissionAccomplished

Business

Strategies

Resources

Environment

Workforce

Planning

Human Capital Framework

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core

Purpose/

Values

Recruit and Hire /

Onboard


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Workforce Planning:What Its Really About

1.What talent do we need to succeed nowand in the future?

2.What talent do we have now?

3.Where are the gaps?4.How are we going to eliminate these gaps?


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Workforce Planning


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There isnt any silver bullet toattract, develop and retain talent

It takes silver buckshot!


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NowIts Your Turn!

Your workforce/talent challenges

How youre dealing with them


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2. Recruiting and Hiring2. Recruiting and Hiring

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[email protected]

Meeting the Challenge:Attracting and Retaininga World-ClassWork Force


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What Well Cover

Recruiting and hiring talent Recruiting v. hiring: whats the

difference?

Need for aggressive recruiting Recruiting strategies your role

Effective hiring Theimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage, or theimagemay havebeen corrupted.Restartyour computer,and then open thefileagain.If thered x stillappears,you mayhavetodeletethe imageand then insertit again.


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MissionAccomplished

Business

Strategies

Resources

Environment

Workforce

Planning


Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core

Purpose/

Values

Recruit and Hire /Onboard


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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 fairshare 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.


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The Research


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Recruiting v. Hiring

1. Recruiting Attracting an adequate numberof 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


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Reactive v. Proactive Recruiting

Reactive

Repeat the job description

Create a new brochure

Post an ad newspaper, Web

Sit back and wait

Proactive

Where can I find the bestpeople?

How do I reach them?

How do I convince them toapply? Accept?

How can I best use our limitedresources?

Recruiting is everyones job!


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The Universum IDEAL Employer Survey

Annual survey of undergraduatestudents

43,313 respondents

195 colleges/universities

260 employers


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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


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Top 4 Career Goals

1. Work/life balance (66%)

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

3. Secure or stable in my job (46%)4. Competitively or intellectually challenged

(40%)


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% extremely or very interested in working for

Where Students Want to Work


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But FewPlan to Work in Government

37%

24%

18%

3%

3%

2%

1%

1%

3%

8%

Graduat

school or additional

ducation

Jobs in a privat

company or busin

ss

Job in th

f

d

ral gov

rnm

nt

Job in stat or local gov rnm nt

Job in a nonprofit organization

S

rvic

: Am

ricorps, T

ach for Am

rica

Volunt r Work

Military s

rvic

Oth

r

nknown

Which best describes your current plans immediately after graduating?


43/148

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

Why? Because Knowledge is Low

13% Total Knowledgeable

B Th M Th K


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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 lessinterested in government opportunities?

% more interested

L i T l h T bl


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Leaving Talent on the Table:Capitalizing on Intern Programs

The numbers Private sector employers hire 50% of interns

Jumps to 59% for co-ops

40% of all vacancies filled byinterns

Employers see internships asone of most effective hiring tools

Students see internships as avenueto full-time employment

R iti St t i


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Recruiting Strategies:High Techplus High Touch

Develop a long-term strategy build alliancesand relationships

Identify needs recruiting plan

Avoid drive-by recruiting

Invest to build success Obtain and provide a point of contact

Recruit aggressively market andpersonalize public service to multiple talent

pools

R iti St t i


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Recruiting Strategies:High TechPlus High Touch

Use near peers

Hire through internships Provide substantive work

Follow up

Convert students to permanent employees

Use technology but smartly!

Recruiting is everyones job!


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Why Become Involved in Recruiting ?

You know the work

You know the culture and workenvironment

You know the skills and competencies

You know the impact

You can provide high touchTheimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage,or theimagemay havebeen corrupted.Restartyour computer,and then open thefileagain.If thered x stillappears,you may havetodeletetheimageand then insertitagain.

P li M ki Diff i


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Personalize: Making a Difference inPeoples Lives and Your Own


50/148

This Web Site


51/148

Or This Site?

The Hiring Process What Job


52/148

The Hiring Process -- What JobCandidates are Saying

The overall feel of the

vacancy announcement

is negative and heavy

handed. If the application

is like this, whats it like

to work there and why

would you want to?

Dont give me

excuses, just make

the hiring process

work!


53/148

How to Alienate Good Candidates

Use long, bureaucratic, boringannouncements

Use paper-based applications

Take too much time hiring

Conduct bad interviews

Dont communicate with them


54/148

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 rsum

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 badnews -- just tell us!

What Candidates Desperately Want

How Many Steps Does it Take to Hire a


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How ManySteps Does it Take to Hire aGovernment Employee?


56/148

Were Not Done Yet!


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Job Announcement -- Before


58/148

It Goes On


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And On


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After Concise and Appealing


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Fixing the Hiring Process

Improve the front end -- get engagedearly, prepare for roles

Make process effective, timely, user-friendlyAutomate -- online

Evaluate smartly

Eliminate steps Communicate early, often

Use flexible certification approaches

Interview well


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Hiring Best Practices

Immediate job offers

Hiring/referral bonuses

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

Flexible work arrangements

Measure results

i d


63/148

In Groups -- Discuss and Report

3 or 4 ways your recruiting can be improved

3 or 4 ways your hiring process can beimproved


64/148

3. Onboarding Effectively3. Onboarding Effectively

[email protected]

Meeting the Challenge:

Attracting and Retaininga World-ClassWork Force

H C i l k


65/148

MissionAccomplished

Business

Strategies

Resources

Environment

Workforce

Planning


Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core

Purpose/

Values

Recruit and Hire /

Onboard

Wh W ll C


66/148

What Well Cover

Onboarding effectively

What is onboarding?

Why is it important?

How to onboardeffectively

Wh i M


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Why it Matters

My first week wasterrible.

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.

Wh i M


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Why it Matters

Improves employee performance

Increases employee engagement

Improves employee retention,reduces turnover costs

Accelerates time-to-productivity


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BOOZALLEN.COM OURPUBLICSERVICE.ORG


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Wh t i O b di ?


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What is Onboarding?

Integrating and acculturating new employeesinto the organization and providing them with

the tools, resources, and knowledge tobecome successful and productive

From accepted offer to end of first year

h i


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My first week was terrible. I

didnt have any equipment, I

wasnt 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 roomwhere 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 didnt 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 wasterrified that I had left a great job.

What NewHires Have to Say


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St t i O b di M d l


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Strategic Onboarding Model

Recommendations


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Recommendations

Define onboarding goals

Assess your onboarding status

Seek quick wins

Use technology smartly

Tailor onboarding to type of employee

Dont reinvent the wheel borrow it

Measure results


76/148

In Groups Discuss and Report


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1. 1 good and 1 bad onboarding experience2. Barriers to effective onboarding

3. Steps your organizations can take to

improve onboarding


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4. Maximizing EmployeeEngagement

4. Maximizing EmployeeEngagement

[email protected]



What Well Cover


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What We ll Cover

Maximizing employee engagement forproductivity and retention

What employee engagement means

Why its critical What drives engagement

How to maximize engagement



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MissionAccomplished

Business

Strategies

Resources

Environment

Workforce

Planning


Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core

Purpose/

Values

Recruit and Hire /

Onboard

What is Employee Engagement?


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What is Employee Engagement?

Heightened connection to work, the organization,the mission or the people they work with

Goes beyond basic job satisfaction -- employees findpersonal meaning in their work

P

ride in what they do and how they do it Believe their organization values them

The more engaged, more likely to go above minimumrequired and expend discretionary effort to deliverexcellent performance

Why it Matters


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Why it Matters

High levels of employee engagement correlatewith:

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


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Engagement and Financial Outcomes

Financial performance consistently strongerin companies that emphasize:

Commitment Job satisfaction

But ... high levels of employee engagementrequire active leadership support

30 Multinational Companies

High Engagement High Retention


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High Engagement High Retention

Total Percent Satisfied

Satisfaction with:Employees

planning to stayfor > 2 yrs

Employeesplanning to leave

in < 2 yrsGap

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 counselingfrom supervisor

54% 26% 28%

High Engagement Better


85/148

Customer Outcomes

Work units with higher overall customer satisfaction scores also have

employees with more favorable opinions

6864

70

65

58

53

70

65

5350

64

58

20

40

60

80

100

Leadership -

Immediate

Supervision

Jo b

Satisfaction

Abili ty to Get

the Job Done

Performance

Management

Pay, Benefi ts,

and Career

Action

Planning

High Customer Satisfactio n Low Customer Satisfactio n

Island Workforces


86/148

Today and Tomorrow

Employees New Annual 5-Year 10-YearHires Turnover Retiremt. Retiremt.

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%


87/148

The Best Places

to Work2009

bestplacestowork.org


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89/148

Why Ratings and Rankings Matter


90/148

Why Ratings and Rankings Matter

INCENTIVE to oc on en e ent ndde e op i -per or in or ni tion

ROADMAP for i prove ent

TRANSPARENCYfor public nd jobee er

OVERSIGHT infor tion for Con re

Employee Engagement Score


91/148

Considering everything, how satisfied are you withyour job?

Considering everything, how satisfied are you withyour organization?

I would recommend my organization as a good placeto work

Employee Engagement Score

2009 Government Wide Score 63.3


92/148


93/148

Workplace Dimensions


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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?Eff i L d hi


95/148

Effective Leadership

My immediate supervisor/team leader doesa good job

Supervisors support employee development

Performance discussions are worthwhile

I have a high level of respect for seniorleaders

Leaders generate high motivation andcommitment

What Do These Dimensions Mean?Eff ti L d hi ( t )


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Effective Leadership (cont.)

Leaders maintain high standards of honesty andintegrity

I have a feeling of personal empowerment andownership of work processes

Complaints, disputes or grievances are resolved

fairly

Satisfaction with involvement in decisions thataffect work

Satisfaction with the information received from

management

What Do These Dimensions Mean?E l Skill /Mi i M t h


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Employee Skills/Mission Match

My work gives me feeling of personalaccomplishment

I like the kind of workI 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?W k/Lif B l


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Work/Life Balance

My supervisor supports my need to balancework and family issues

I have sufficient resources

(e.g., people, materials, budget, etc.) to getwork done

My workload is reasonable

What Do These Dimensions Mean?T i i d D l t


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Training andDevelopment

I am given a real opportunity to improve myskills 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

Becoming and Staying a Best Place


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Systematically obtain employee feedback

Share information a dual responsibility

Figure out what driver satisfaction

Focus on managers/supervisors Manage performance

Train and develop

Track changes over time

g y g


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102/148

p p

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

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


103/148

5. Building the LeadershipPipeline

5. Building the LeadershipPipeline

[email protected]



Why it Matters


104/148

y

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.


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106/148

MissionAccomplished

Business

Strategies

Resources

Environment

Workforce

Planning

p

Reward/Recognize

Train/Develop

Plan for

Succession

Engage

Core

Purpose/

Values

Recruit and Hire/

Onboard

Manage Performance

Integrated Approach toBuilding the Leadership Pipeline


107/148

Building the Leadership Pipeline

Program Evaluation

Why the Integrated Approach


108/148

Many ways to build leadership pipeline

Because all aligned with strategic plan,workforce plan, competency model, and/orother frameworks, aligned with each other

Pipeline larger -- demand for more talent

Whos in the Pipeline?


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p

Time

High Potentials and

Replacement Pool for Sr.

Managers

MiddleManagers

1st-line Supervisors

Technical

Specialists

All Employees?

What Are Developmental Needs?


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p

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


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p p

Other

Brookings Institution

GeorgetownUniversity

Harvard KennedySchool of Government

Louisiana StateUniversity

Senior ExecutivesAssociation

Young GovernmentLeaders

Public

Army War College

Defense LogisticsAgency

Federal ExecutiveInstitute

GovernmentAccountability Office

Office of Managementand Budget

Office ofPersonnelManagement

Office of the Director ofNational Intelligence

Private

Accenture

Aon Corporation

The Boeing Company

GE

Goldman Sachs

IBM

IDEO

Lockheed Martin

McKinsey & Company

Procter & Gamble

Leadership Development Best Practices


112/148

p p

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


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Coursework


114/148

Defining Leadership &Managing People

Understanding yourleadership style

Managing people

Building teams

Leading Innovation &Managing Change

Driving innovation

Managing change

Managing Projects &Networking

Delivering results on timeand on budget

Establishing and cultivating

your network for success

Communicating with &Influencing Executives

Making a business case

Selling your ideas Writing and communicating

ContinuousSelf- Development

Creating and managing your

individual development plan Seeking career guidance

Projects:Solving Governments Problems


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Project Criteria:

Important managementissue that requires action

Solutions within control ofan agency

Potential for high-impactresults

Agency Criteria:

Leadership committed totesting innovative solutions

Committed to providingnecessary background

materials and data Support participants and their

time away from the job

Solving Government s Problems

Dealing with High-RiskIssues


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Improve communication between USDAand FDA to strengthen food safety duringrecalls

Recruit talent required to care for veterans

Ensure sufficient energy for our country

Improve employee morale to enhanceeconomic and homeland security

Coaching


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360o assessments anonymous

Coaches identify strengths,weaknesses and blind spots

Personal action-planning tool forlong-term skills development

Personal coach for ongoing advice --government and business leaders

360o repeated after program tomeasure growth

Building Your Leadership Pipeline


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1. Engage senior leaders

2. Identify competencies

3. Assess developmental needs

4. Create leadership development strategy

5. UseIndividualDevelopment Plans (IDPs)

6. Tap into talent pool of retirement-eligibleemployees and retirees

7. Dont let $$$ be the barrier8. Assess results



119/148

1.What are your barriers to developing

leaders?

2.What can you do to address these

barriers?


120/148

6. Building a StrongPartnership withHR6. Building a Strong

Partnership withHR

[email protected]



What Well Cover


121/148

Building a strong partnership with HR The evolving role ofHR

Setting mutual expectations

How to meet these expectations



122/148

MissionAccomplishedBusinessStrategies

Resources

Environment

Workforce

Planning

Plan for Succession

Reward/Recognize

Engage

Train/ Develop

Manage Performance

Core

Purpose/

Values

Recruit and Hire /

Onboard

Why it Matters


123/148

It is not at all clear howgovernment 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 organizationalcapability, then a new

agenda for both HR practices

and HR professionals mustemerge.

HR Evolving -- Splitting in Two


124/148

Administrative and transactional work --increasingly automated or outsourced

Transformational work -- helps developorganizational goals, determines what

capabilities are needed and creates HRpractices

David Ulrich

The Shift in Theory


125/148

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

Managements View ofHR


126/148

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 Sector

N=449

What Do You Think?


127/148

IsH

R: Strategic asset?

Cost center?

The Current Reality


128/148

Very little change in how

HR spendsits time

Instead of playing a central strategic

business partner role, HR hasresponded by maintaining status quo

Ed Lawler

Whats HRs Mission?


129/148

Implement a system of personnel administration which will

ensure equitable treatment of employees through a meritsystem based on recognized princ1ples ofappointment, promotion, classification, termination andother aspects of government employment.

Plan, organize and implement pre-service training, in-service

and federal programs to rehabilitate, upgrade, and enhancethe skills and work performances of all employees thuspromoting self-reliance, dependability and enhancecompetencies in the quality services for the public.

Whats HRs Mission?


130/148

Attract, develop and retain the talentwe need and measure our progress

Value ofHR Transformation


131/148

3

19

38

63

43

0

10

20

30

40

50

60

70

1 (not

important/valuable)

2 3 4 5 (extremely

important/valuable)

How important is HR transformation to your future plans?

N=166

HR Areas Needing Improvement


132/148

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

Workforce Planning

IT

Training / Employee Dev

Comp Admin

Recruitment

BenefitsJob Candidate Testing

Payroll

Orientation

Retirement Plan Mgmt

Workers Comp

Union Contract Negotiation

Other

48%

43%

43%

39%

30%

30%26%

23%

20%

17%

12%

9%

4%

What HR areas need the most transformation & improvement?

Workforce Planning:What Its Really About


133/148

1.What talent do we need to succeed nowand 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


134/148

HRs New Roles


135/148

BusinessPartner

Change Agent

HR Expert


136/148


137/148


138/148


139/148

Leader


140/148

Promotes merit systems principles

Fosters diversity

Balances employee satisfaction with

organizational requirements and goals

Builds teamwork

Models collaborative problem-solving


141/148

What Managers Should Expect from HR


142/148

Understand HR business and your businessand howHR can support strategy

Build partnerships -- be flexible, championchange

Rely on data -- deliver measurable resultson outcomes


143/148

What You Can Do


144/148

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 tomorrows workforce

Resources


145/148

International

Public ManagementAssociation for HR ipma-hr.org

Society for Human Resources

Management sh

rm.org Human Capital Institute humancapitalinstitute.org



146/148

1. 3 or 4 approaches/strategies that youcan discuss with your HR staff when

you return home

2. 3 or 4 ways you plan to engage moredirectly with HR

KeyPoints


147/148

Recruit aggressively and widely

Hire quality talent -- efficiently

Onboard well

Maximize engagement

Reach out to HR set expectations


148/148

There isnt any silver bullet toattract, develop and retain talent

It takes silver buckshot!

meeting the challenge...retaining and attracting

Documents