Title: Meeting the Challenge: Attracting and Retaining a WorldClass Work Force 1. Overview and Framework
1Meeting the Challenge Attracting and Retaining a
World-Class Work Force 1. Overview
and Framework
rlavigna_at_ourpublicservice.org
2Why 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.
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.
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.
3Why it Matters
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.
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
be more creative and innovative. Â
By the end of the day I felt I had made a
terrible mistake My agency lost its shine on my
first day.
4Why 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
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6Public Sector Workforce is Graying
7Government Agency -- Today
8Same Agency -- in 3 Years
9More Complex WorkforceMultiple Generations
- Traditionalists (born before 1946)
- Boomers (born 1946-64)
- Gen Xers (1965-81)
- Millennials (gt1982)
10More Complex WorkforceChanging Expectations
- Free agents
- Less loyalty -- transactional relationship
- Knowledge nomads mobile skill sets
- Demand work/life balance
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12Guam Division of Accounts Workforce
Today and Tomorrow
13Guam Division of Accounts Workforce Today
and Tomorrow
14Guam Division of Accounts Workforce
Today and Tomorrow
15Island Workforces Today and Tomorrow
Employees New
Annual 5-Year 10-Year
Hires 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
16So Whats 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
17What Well Cover
- Recruiting and hiring talent
- Recruiting v. hiring
- Meeting candidates expectations
- Recruiting strategies
- Effective hiring
- Onboarding effectively
- What it is and why its important
- How to onboard effectively
-
18What Well Cover
- Maximizing employee engagement
- What employee engagement means
- Why its critical
- What drives engagement
- How to maximize engagement
- Building the leadership pipeline
- What is leadership
- Integrated approach to building leadership
19What Well Cover
- Working effectively with HR
- The evolving role of HR
- Setting mutual expectations
- How to meet these expectations
20What We Wont Cover
- Secret formulas, magic bullets
- Easy answers
- Simple solutions
- One-size-fits-all approaches
- Turning you into an HR expert
21Research Creating and
Applying New Knowledge
Onboarding New Employees
Hiring Interns
Recruiting on Campus
What Students Want
Hiring Baby Boomers
Finding Jobs
Building Employee Engagement
22How Does Government Meet These
Workforce Challenges?
- Understand expectations
- Develop multiple pipelines for talent
- Recruit aggressively
- Make the hiring process work
- Maximize engagement and satisfaction
23How 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
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25 26Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
27Workforce Planning
What Its Really About
- What talent do we need to succeed now and in
the future? - What talent do we have now?
- Where are the gaps?
- How are we going to eliminate these gaps?
28Workforce Planning
29- There isnt any silver bullet to
attract, develop and retain talent - It takes silver buckshot!
30Now Its Your Turn!
- Your workforce/talent challenges
- How youre dealing with them
312. Recruiting and Hiring
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
32What Well Cover
- Recruiting and hiring talent
- Recruiting v. hiring whats the difference?
- Need for aggressive recruiting
- Recruiting strategies your role
- Effective hiring
33Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
34Why 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.
35 The Research
36Recruiting v. Hiring
- Recruiting Attracting an adequate number of
interested and well-qualified candidates - Hiring
- Evaluating the candidates to decide who to hire
(i.e., who to make the job offer to) - Getting the best candidate to accept
37Reactive 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 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 everyones job!
38The Universum IDEAL Employer Survey
- Annual survey of undergraduate students
- 43,313 respondents
- 195 colleges/universities
- 260 employers
39What 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
-
40Top 4 Career Goals
- Work/life balance (66)
- Dedicated to a cause, feel that I am serving a
greater good (46) - Secure or stable in my job (46)
- Competitively or intellectually challenged (40)
41Where Students Want to Work
- extremely or very interested in working for
42But Few Plan to Work in Government
Which best describes your current plans
immediately after graduating?
43Why? Because Knowledge is Low
-
- How knowledgeable do you feel about career and
internship opportunities in government?
13 Total Knowledgeable
44But 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
45Leaving 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 by
interns - Employers see internships as
one of most effective hiring tools - Students see internships as avenue
to full-time employment
46Recruiting 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
47Recruiting 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 everyones job!
48Why 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
49Personalize Making a Difference in Peoples
Lives and Your Own
50This Web Site
51 Or This Site?
52The Hiring Process -- What Job Candidates are
Saying
Dont give me excuses, just make the hiring
process work!
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?
53How to Alienate Good Candidates
- Use long, bureaucratic, boring announcements
- Use paper-based applications
- Take too much time hiring
- Conduct bad interviews
- Dont communicate with them
54What Candidates Desperately Want
- Be concise, use fewer words, get to the point
- Tell me exactly what you need -- I have no idea
what your jobs are looking for - Let me apply online using my résumé
- Tell me in plain language -- get rid of jargon
- Tell me when I will hear from you
- We want to hear from you. We can take bad news --
just tell us!
55How Many Steps Does it Take to Hire a Government
Employee?
56Were Not Done Yet!
57Job Announcement -- Before
58It Goes On
59 And On
60After Concise and Appealing
61Fixing the Hiring Process
- Improve the front end -- get engaged early,
prepare for roles - Make process effective, timely, user-friendly
- Automate -- online
- Evaluate smartly
- Eliminate steps
- Communicate early, often
- Use flexible certification approaches
- Interview well
62Hiring Best Practices
- Immediate job offers
- Hiring/referral bonuses
- Realistic job previews (e.g., job video)
- Flexible work arrangements
- Measure results
63In Groups -- Discuss and Report
- 3 or 4 ways your recruiting can be improved
- 3 or 4 ways your hiring process can be improved
643. Onboarding Effectively
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
65Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
66What Well Cover
- Onboarding effectively
- What is onboarding?
- Why is it important?
- How to onboard
effectively
67Why it Matters
My first week was terrible.
My agency lost its shine on my first day.
By the end of the day I felt I had made a
terrible mistake in leaving my old job.
68Why it Matters
- Improves employee performance
- Increases employee engagement
- Improves employee retention, reduces turnover
costs - Accelerates time-to-productivity
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71What 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
72What New Hires Have to Say
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.
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 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 was terrified
that I had left a great job.
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74Strategic Onboarding Model
75Recommendations
- 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
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77In Groups -- Discuss and Report
- 1 good and 1 bad onboarding experience
- Barriers to effective onboarding
- Steps your organizations can take to improve
onboarding
784. Maximizing Employee Engagement
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
79What Well Cover
- Maximizing employee engagement for productivity
and retention - What employee engagement means
- Why its critical
- What drives engagement
- How to maximize engagement
-
80Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
81What is Employee Engagement?
- Heightened connection to work, the organization,
the mission or the people they work with - Goes beyond basic job satisfaction -- employees
find personal meaning in their work - Pride in what they do and how they do it
- Believe their organization values them
- The more engaged, more likely to go above minimum
required and expend discretionary effort to
deliver excellent performance
82Why 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
83Engagement and Financial Outcomes
30 Multinational Companies
- Financial performance consistently stronger in
companies that emphasize - Commitment
- Job satisfaction
- But ... high levels of employee engagement
require active leadership support
84High Engagement ? High Retention
85High Engagement ?
Better Customer Outcomes
Work units with higher overall customer
satisfaction scores also have employees with more
favorable opinions
86Island Workforces
Today and Tomorrow
Employees New
Annual 5-Year 10-Year
Hires 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
87The Best Places to Work2009
bestplacestowork.org
88What is Best Places?
- 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
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90Why 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
91Employee Engagement Score
2009 Government Wide Score 63.3
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93 94Workplace 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
95What 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
96What 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
97What 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
98What 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
99What 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
100Becoming and Staying a Best Place
- 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
-
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102In Groups -- Discuss and Report
- What are the barriers in your organization to
maximizing employee engagement? - 3-4 steps your organization can take to maximize
employee engagement
103 5. Building the Leadership Pipeline
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
104Why 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.
105Workplace Dimensions
106Human Capital Framework
Recruit and Hire/ Onboard
Engage
Manage Performance
Core Purpose/Values
107Integrated Approach to
Building the Leadership Pipeline
Program Evaluation
108Why 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
109Whos in the Pipeline?
1st-line Supervisors
All Employees?
High Potentials and Replacement Pool for Sr.
Managers
Middle Managers
Technical Specialists
Time
110What 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
111Leadership 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
112Leadership 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
113Structure
114Coursework
115Projects
Solving Governments Problems
- 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
116Dealing 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
117Coaching
- 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
118Building Your Leadership Pipeline
- Engage senior leaders
- Identify competencies
- Assess developmental needs
- Create leadership development strategy
- Use Individual Development Plans (IDPs)
- Tap into talent pool of retirement-eligible
employees and retirees - Dont let be the barrier
- Assess results
119In Groups -- Discuss and Report
- What are your barriers to developing leaders?
- What can you do to address these barriers?
1206. Building a Strong Partnership with HR
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
121What Well Cover
- Building a strong partnership with HR
- The evolving role of HR
- Setting mutual expectations
- How to meet these expectations
122Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
123Why 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.
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 must give value or give notice.
124HR 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
125The Shift in Theory
126Managements View of HR
127What Do You Think?
- Is HR
- Strategic asset?
- Cost center?
128The 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
129Whats HRs 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.
130Whats HRs Mission?
Attract, develop and retain the talent we need
and measure our progress
131Value of HR Transformation
132HR Areas Needing Improvement
133Workforce Planning
What Its Really About
- What talent do we need to succeed now and in
the future? - What talent do we have now?
- Where are the gaps?
- How are we going to eliminate these gaps?
134Workforce Planning
135HRs New Roles
HR Expert
Business Partner
Change Agent
Leader
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137HR Expert
- Only competency that covers HR expertise
- HR professionals generally excel in this
traditional role
138Business 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
139Change 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
140Leader
- Promotes merit systems principles
- Fosters diversity
- Balances employee satisfaction with
organizational requirements and goals - Builds teamwork
- Models collaborative problem-solving
141The New HR Competencies
- Negotiating
- Demonstrating good judgment
- Coaching
- Applying knowledge of HR principles/methods
- Systems thinking
- Understanding technology
- Organizational acumen
- Results orientation
- Interpersonal skills
- Making/implementing tough decisions
- Demonstrating empathy
- Speaking and writing persuasively
- Analyzing data
142What 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
143What 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 tomorrows workforce
144What 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 tomorrows workforce
145Resources
- International Public Management Association for
HR ipma-hr.org - Society for Human Resources Management shrm.org
- Human Capital Institute
humancapitalinstitute.org
146In Groups -- Discuss and Report
- 3 or 4 approaches/strategies that you can discuss
with your HR staff when you return home - 3 or 4 ways you plan to engage more directly with
HR
147Key Points
- Recruit aggressively and widely
- Hire quality talent -- efficiently
- Onboard well
- Maximize engagement
- Reach out to HR set expectations
148- There isnt any silver bullet to
attract, develop and retain talent - It takes silver buckshot!