preparing for the future; workforce and succession planning
TRANSCRIPT
Slide 1Willow Jacobson School of Government, UNC-CH
NCLGIA Summer Conference
Percentage of people close to retirement within 10 years (62)
Percentage of people close to retirement within 10 years (based 62)
Finance Department within 10 Years
Human Resources within 10 Years
The US Population Today
Growth Rate in US Workforce by Age 2010-2020
16-19 20-24 25-34 35-44 45-54 55-64 65-74 75+ 2010-2020 -2.7 -0.8 -0.2 -0.1 0 0.6 2.6 3.1
-3
-2
-1
0
1
2
3
4
State Government Local Government
46% 31%
40% 39%
54% 69%
60% 61%
<40 40+
159,204 166,456
174,155 183,103
192,307 201,453
210,320 218,732
226,425 233,483
241,097 249,935
260,107
271,761
285,085
300,239
317,403
336,831
358,732
383,368
150000
175000
200000
225000
250000
275000
300000
325000
350000
375000
400000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Year
Projected Retiree Trend for 2003 - 2022
141% Projected Increase in the Number of Retirees in NC Retirement System
between 2003 and 2022
development
• Identify “replacement needs” and increase talent pool • Increased opportunities for “high-potential” workers
and help individual realize their career plans • Improve employees’ ability to respond to changing
environmental demands • To improve employee morale • Cope with effects of changing workforce
Steps 1.Review
2. Identify
3. Analyze
• Workforce Breakdown
*Yellow
*Red
*Green
*Yellow
Identify Who is Leaving
• Which jobs in your organization are likely to experience retirements in the next five years?
• What is the impact on your organization?
Environmental Scanning
• Completing a thorough scan provides organizations with information to determine high workforce risk areas.
• Data sources for an environmental scan: – The organization's strategic plan. – External trends that may affect the work of the
organization and the workforce. – Internal workforce factors. – The demand for maintaining and improving the
workforce
Environmental Scanning
• Example Questions Regarding Organizational Strategy – What are the key strategies the organization is implementing? – What new initiatives are underway? What skills are needed to
accomplish these initiatives? • Example Questions Regarding the External Environment
– How will the labor market impact the availability of talent needed? – Are there any state policies or legislative mandates that will impact
the organization? • Example Questions Regarding the Organization's Workforce
– Are there needs and opportunities for skill and talent development? – Are there skill needs beyond what is found at the organization? – Is there high potential staff willing to move into leadership positions? – How is knowledge captured and transferred within the organization?
Identify
Plan for the Future
• Understand the competencies and skills you will need to manage your organization and provide service to your citizens
• Individuals • Departments • Organization wide
1. What changes will impact how you work and the services you provide in the next 5-10 years?
2. Consider the following factors: • Environmental • Political • Technical • Changes to the laws
What human resources will you need?
• Identify critical positions • Consider talent (knowledge, skills, expertise)
needed • Think organization-wide • Consider the market
Questions?
Analyze
Workforce Supply • Number • Competencies • Grades • Locations
The Human Resource Gap
2. What will you have to pay?
3. Will others leave at the same time
Develop and Implement
Develop HR Strategies
1. Create individual development plans 2. Clarify roles 3. Review department plans with the
management team 4. Address your organization’s position on
specific skill groups
Reinvention/Retooling
• Are there alternative ways to get the work done – other than hiring new workers …
• OR • … should the job be done at all?
Recruitment
• How effective are your current practices? • What changes will you have to make to recruit
the talent you need? • What can you do in the short-term? • Long-term?
Factors to Consider
Leadership Training
INDIVIDUAL LEARNING PLAN FOR LEADERSHIP POSITIONS SAMPLE STEPS THREE AND FOUR
Directions: Use this Individual Learning Plan to help develop the skills for higher-level leadership positions. Work with your manager to reach agreement on objectives and strategies.
Employee’s Name Job Title
Department Years in Position
to
Below list the competencies, activities, responsibilities, duties, tasks, or essential job functions of a higher-level leadership position in which you have developmental needs and to which you aspire.
Learn protocol and intricacies of Board of Supervisors meetings;
Learn about budget preparation and justification at the department level; and
Facilitation skills and making effective presentations.
INDIVIDUAL LEARNING PLAN FOR LEADERSHIP POSITIONS SAMPLE STEPS THREE AND FOUR
Directions: Use this Individual Learning Plan to help develop the skills for higher-level leadership positions. Work with your manager to reach agreement on objectives and strategies.
Employee’s Name Job Title
Department Years in Position
to
Below list the competencies, activities, responsibilities, duties, tasks, or essential job functions of a higher-level leadership position in which you have developmental needs and to which you aspire.
Learn protocol and intricacies of Board of Supervisors meetings;
Learn about budget preparation and justification at the department level; and
Facilitation skills and making effective presentations.
Learning Objective
Resources Needed to Achieve Objective – Information, Money, Training, Equipment and/or Time
Deadline or Benchmark Dates
Verified? Yes ( ) No ( )
I want to learn more about interacting with elected officials and how decisions are made.
I will attend meetings with Department Head and BOS members including individual meetings, work sessions and BOS meetings. I will meet with the Department Head afterward to assess, evaluate and discuss the meetings.
Time to attend meetings. Time with Department Head for review and discussion.
4 months. Goal is to attend 4 individual meetings with BOS members.
Department Head will discuss content, answer questions and evaluate each meeting with me. I will conduct one individual meeting with a BOS member that the Department Head will observe.
I want to learn more about the budget process including preparation, presentation and justification.
I want to learn to conduct public meetings and make effective presentations.
I will work with an experienced Budget Analyst. I will attend budget training workshops I will take over public meeting facilitator role from Department Head. I will need to take a PowerPoint class.
Time to attend budget class Time to attend budget meetings • PowerPoint class • Time to take classes • Money for classes if not
offered by HR • Time to meet with
Department Head to do run-through of PowerPoint presentation
6 months to go through entire budget cycle including department preparation, budget review and BOS approval Three (3) months to complete classes. Six (6) months to complete objective.
I will meet with Department Head after budget cycle to discuss and evaluate. Next year, I will make department budget presentation at department staff meeting. Department Head will observe me conducting the meeting and will assess how well I prepared for the meeting by seeing how I handle questions from the audience, and by getting feedback from audience members.
Learning Objective
Resources Needed to Achieve Objective – Information, Money, Training, Equipment and/or Time
Deadline or Benchmark Dates
Verified? Yes ( ) No ( )
I want to learn more about interacting with elected officials and how decisions are made.
I will attend meetings with Department Head and BOS members including individual meetings, work sessions and BOS meetings. I will meet with the Department Head afterward to assess, evaluate and discuss the meetings.
Time to attend meetings.
Time with Department Head for review and discussion.
4 months. Goal is to attend 4 individual meetings with BOS members.
Department Head will discuss content, answer questions and evaluate each meeting with me.
I will conduct one individual meeting with a BOS member that the Department Head will observe.
I want to learn more about the budget process including
preparation, presentation and justification.
conduct public meetings and make effective presentations.
I will work with an experienced Budget Analyst.
I will attend budget training workshops
I will take over public meeting facilitator role from Department Head. I will need to take a PowerPoint class.
Time to attend budget class
Time to attend budget meetings
• PowerPoint class
• Time to meet with
Department Head to do
run-through of PowerPoint presentation
cycle including department
budget review and BOS approval
Three (3) months to complete classes. Six (6) months to complete objective.
I will meet with Department Head after budget cycle to discuss and evaluate.
Next year, I will make department budget presentation at department staff meeting.
Department Head will observe me conducting the meeting and will assess how well I prepared for the meeting by seeing how I handle questions from the audience, and by getting feedback
from audience members.
Mentoring and Coaching
• How can we make our departments more attractive working environment?
• Current problems? • Likely future problems?
Next Generation/Older Generation
Knowledge Interview
• Explicit knowledge • Tacit knowledge
• What to transfer? • Institutional knowledge • Technical know how • Tips and habits • Internal and external relationships
Knowledge Transfer
Methods for Transferring
Knowledge Transfer: Avoiding Problems
Evaluate
Links to other HR processes
1. Selection and recruitment
Common Problems Affecting Planning Programs
1. Lack of support 2. Organizational politics 3. Quick-fix attitudes 4. Low visibility 5. The rapid pace of organizational change 6. Too much paperwork 7. Too many meetings
Key Lessons
1. Not as hard as it seems 2. Every organization is likely to be affected,
regardless of size 3. Important responsibility of leaders and
managers 4. Opportunities for improvements
NC Local Government Major Challenges
• Buy-In – Support – Resources (time and money)
• Staffing needs • Training and Development challenges • Getting the right people involved • Process/infrastructure • Culture
NC Local Government Lessons Learned
• Buy-In • Culture • Process/tools/measurement • Competencies • Evaluation • Clear message and selection of participants
What You Can Do
• Ask critical questions • Lend support • Think long-term and demand that others do
the same • Lead the process to ensure current and future
success • Look to internal and external examples
Preparing For The Future; Workforce And Succession Planning
Percentage of people close to retirement within 10 years (62)
Percentage of people close to retirement within 10 years (based 62)
Finance Department within 10 Years
Human Resources within 10 Years
The US Population Today
Age Distribution of Workers
Slide Number 10
Are You Ready?
Slide Number 12
Questions?
Analyze
Slide Number 58
What You Can Do
NCLGIA Summer Conference
Percentage of people close to retirement within 10 years (62)
Percentage of people close to retirement within 10 years (based 62)
Finance Department within 10 Years
Human Resources within 10 Years
The US Population Today
Growth Rate in US Workforce by Age 2010-2020
16-19 20-24 25-34 35-44 45-54 55-64 65-74 75+ 2010-2020 -2.7 -0.8 -0.2 -0.1 0 0.6 2.6 3.1
-3
-2
-1
0
1
2
3
4
State Government Local Government
46% 31%
40% 39%
54% 69%
60% 61%
<40 40+
159,204 166,456
174,155 183,103
192,307 201,453
210,320 218,732
226,425 233,483
241,097 249,935
260,107
271,761
285,085
300,239
317,403
336,831
358,732
383,368
150000
175000
200000
225000
250000
275000
300000
325000
350000
375000
400000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
Year
Projected Retiree Trend for 2003 - 2022
141% Projected Increase in the Number of Retirees in NC Retirement System
between 2003 and 2022
development
• Identify “replacement needs” and increase talent pool • Increased opportunities for “high-potential” workers
and help individual realize their career plans • Improve employees’ ability to respond to changing
environmental demands • To improve employee morale • Cope with effects of changing workforce
Steps 1.Review
2. Identify
3. Analyze
• Workforce Breakdown
*Yellow
*Red
*Green
*Yellow
Identify Who is Leaving
• Which jobs in your organization are likely to experience retirements in the next five years?
• What is the impact on your organization?
Environmental Scanning
• Completing a thorough scan provides organizations with information to determine high workforce risk areas.
• Data sources for an environmental scan: – The organization's strategic plan. – External trends that may affect the work of the
organization and the workforce. – Internal workforce factors. – The demand for maintaining and improving the
workforce
Environmental Scanning
• Example Questions Regarding Organizational Strategy – What are the key strategies the organization is implementing? – What new initiatives are underway? What skills are needed to
accomplish these initiatives? • Example Questions Regarding the External Environment
– How will the labor market impact the availability of talent needed? – Are there any state policies or legislative mandates that will impact
the organization? • Example Questions Regarding the Organization's Workforce
– Are there needs and opportunities for skill and talent development? – Are there skill needs beyond what is found at the organization? – Is there high potential staff willing to move into leadership positions? – How is knowledge captured and transferred within the organization?
Identify
Plan for the Future
• Understand the competencies and skills you will need to manage your organization and provide service to your citizens
• Individuals • Departments • Organization wide
1. What changes will impact how you work and the services you provide in the next 5-10 years?
2. Consider the following factors: • Environmental • Political • Technical • Changes to the laws
What human resources will you need?
• Identify critical positions • Consider talent (knowledge, skills, expertise)
needed • Think organization-wide • Consider the market
Questions?
Analyze
Workforce Supply • Number • Competencies • Grades • Locations
The Human Resource Gap
2. What will you have to pay?
3. Will others leave at the same time
Develop and Implement
Develop HR Strategies
1. Create individual development plans 2. Clarify roles 3. Review department plans with the
management team 4. Address your organization’s position on
specific skill groups
Reinvention/Retooling
• Are there alternative ways to get the work done – other than hiring new workers …
• OR • … should the job be done at all?
Recruitment
• How effective are your current practices? • What changes will you have to make to recruit
the talent you need? • What can you do in the short-term? • Long-term?
Factors to Consider
Leadership Training
INDIVIDUAL LEARNING PLAN FOR LEADERSHIP POSITIONS SAMPLE STEPS THREE AND FOUR
Directions: Use this Individual Learning Plan to help develop the skills for higher-level leadership positions. Work with your manager to reach agreement on objectives and strategies.
Employee’s Name Job Title
Department Years in Position
to
Below list the competencies, activities, responsibilities, duties, tasks, or essential job functions of a higher-level leadership position in which you have developmental needs and to which you aspire.
Learn protocol and intricacies of Board of Supervisors meetings;
Learn about budget preparation and justification at the department level; and
Facilitation skills and making effective presentations.
INDIVIDUAL LEARNING PLAN FOR LEADERSHIP POSITIONS SAMPLE STEPS THREE AND FOUR
Directions: Use this Individual Learning Plan to help develop the skills for higher-level leadership positions. Work with your manager to reach agreement on objectives and strategies.
Employee’s Name Job Title
Department Years in Position
to
Below list the competencies, activities, responsibilities, duties, tasks, or essential job functions of a higher-level leadership position in which you have developmental needs and to which you aspire.
Learn protocol and intricacies of Board of Supervisors meetings;
Learn about budget preparation and justification at the department level; and
Facilitation skills and making effective presentations.
Learning Objective
Resources Needed to Achieve Objective – Information, Money, Training, Equipment and/or Time
Deadline or Benchmark Dates
Verified? Yes ( ) No ( )
I want to learn more about interacting with elected officials and how decisions are made.
I will attend meetings with Department Head and BOS members including individual meetings, work sessions and BOS meetings. I will meet with the Department Head afterward to assess, evaluate and discuss the meetings.
Time to attend meetings. Time with Department Head for review and discussion.
4 months. Goal is to attend 4 individual meetings with BOS members.
Department Head will discuss content, answer questions and evaluate each meeting with me. I will conduct one individual meeting with a BOS member that the Department Head will observe.
I want to learn more about the budget process including preparation, presentation and justification.
I want to learn to conduct public meetings and make effective presentations.
I will work with an experienced Budget Analyst. I will attend budget training workshops I will take over public meeting facilitator role from Department Head. I will need to take a PowerPoint class.
Time to attend budget class Time to attend budget meetings • PowerPoint class • Time to take classes • Money for classes if not
offered by HR • Time to meet with
Department Head to do run-through of PowerPoint presentation
6 months to go through entire budget cycle including department preparation, budget review and BOS approval Three (3) months to complete classes. Six (6) months to complete objective.
I will meet with Department Head after budget cycle to discuss and evaluate. Next year, I will make department budget presentation at department staff meeting. Department Head will observe me conducting the meeting and will assess how well I prepared for the meeting by seeing how I handle questions from the audience, and by getting feedback from audience members.
Learning Objective
Resources Needed to Achieve Objective – Information, Money, Training, Equipment and/or Time
Deadline or Benchmark Dates
Verified? Yes ( ) No ( )
I want to learn more about interacting with elected officials and how decisions are made.
I will attend meetings with Department Head and BOS members including individual meetings, work sessions and BOS meetings. I will meet with the Department Head afterward to assess, evaluate and discuss the meetings.
Time to attend meetings.
Time with Department Head for review and discussion.
4 months. Goal is to attend 4 individual meetings with BOS members.
Department Head will discuss content, answer questions and evaluate each meeting with me.
I will conduct one individual meeting with a BOS member that the Department Head will observe.
I want to learn more about the budget process including
preparation, presentation and justification.
conduct public meetings and make effective presentations.
I will work with an experienced Budget Analyst.
I will attend budget training workshops
I will take over public meeting facilitator role from Department Head. I will need to take a PowerPoint class.
Time to attend budget class
Time to attend budget meetings
• PowerPoint class
• Time to meet with
Department Head to do
run-through of PowerPoint presentation
cycle including department
budget review and BOS approval
Three (3) months to complete classes. Six (6) months to complete objective.
I will meet with Department Head after budget cycle to discuss and evaluate.
Next year, I will make department budget presentation at department staff meeting.
Department Head will observe me conducting the meeting and will assess how well I prepared for the meeting by seeing how I handle questions from the audience, and by getting feedback
from audience members.
Mentoring and Coaching
• How can we make our departments more attractive working environment?
• Current problems? • Likely future problems?
Next Generation/Older Generation
Knowledge Interview
• Explicit knowledge • Tacit knowledge
• What to transfer? • Institutional knowledge • Technical know how • Tips and habits • Internal and external relationships
Knowledge Transfer
Methods for Transferring
Knowledge Transfer: Avoiding Problems
Evaluate
Links to other HR processes
1. Selection and recruitment
Common Problems Affecting Planning Programs
1. Lack of support 2. Organizational politics 3. Quick-fix attitudes 4. Low visibility 5. The rapid pace of organizational change 6. Too much paperwork 7. Too many meetings
Key Lessons
1. Not as hard as it seems 2. Every organization is likely to be affected,
regardless of size 3. Important responsibility of leaders and
managers 4. Opportunities for improvements
NC Local Government Major Challenges
• Buy-In – Support – Resources (time and money)
• Staffing needs • Training and Development challenges • Getting the right people involved • Process/infrastructure • Culture
NC Local Government Lessons Learned
• Buy-In • Culture • Process/tools/measurement • Competencies • Evaluation • Clear message and selection of participants
What You Can Do
• Ask critical questions • Lend support • Think long-term and demand that others do
the same • Lead the process to ensure current and future
success • Look to internal and external examples
Preparing For The Future; Workforce And Succession Planning
Percentage of people close to retirement within 10 years (62)
Percentage of people close to retirement within 10 years (based 62)
Finance Department within 10 Years
Human Resources within 10 Years
The US Population Today
Age Distribution of Workers
Slide Number 10
Are You Ready?
Slide Number 12
Questions?
Analyze
Slide Number 58
What You Can Do