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Meeting the Challenge: Attracting and Retaining a WorldClass Work Force 1. Overview and Framework

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Title: Meeting the Challenge: Attracting and Retaining a WorldClass Work Force 1. Overview and Framework


1
Meeting the Challenge Attracting and Retaining a
World-Class Work Force 1. Overview
and Framework
rlavigna_at_ourpublicservice.org
2
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.
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.
3
Why 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.  
By the end of the day I felt I had made a
terrible mistake My agency lost its shine on my
first day.
4
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

5
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6
Public Sector Workforce is Graying
7
Government Agency -- Today
8
Same Agency -- in 3 Years
9
More Complex WorkforceMultiple Generations
  • Traditionalists (born before 1946)
  • Boomers (born 1946-64)
  • Gen Xers (1965-81)
  • Millennials (gt1982)

10
More Complex WorkforceChanging Expectations
  • Free agents
  • Less loyalty -- transactional relationship
  • Knowledge nomads mobile skill sets
  • Demand work/life balance

11
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12
Guam Division of Accounts Workforce
Today and Tomorrow
13
Guam Division of Accounts Workforce Today
and Tomorrow
14
Guam Division of Accounts Workforce
Today and Tomorrow
15
Island 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
16
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 the
    talent market, not vice-versa

17
What 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

18
What 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

19
What Well Cover
  • Working effectively with HR
  • The evolving role of HR
  • Setting mutual expectations
  • How to meet these expectations

20
What We Wont Cover
  • Secret formulas, magic bullets
  • Easy answers
  • Simple solutions
  • One-size-fits-all approaches
  • Turning you into an HR expert

21
Research Creating and
Applying New Knowledge
Onboarding New Employees
Hiring Interns
Recruiting on Campus
What Students Want
Hiring Baby Boomers
Finding Jobs
Building Employee Engagement
22
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

23
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

24
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25

26
Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
27
Workforce 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?

28
Workforce Planning
29
  • There isnt any silver bullet to
    attract, develop and retain talent
  • It takes silver buckshot!

30
Now Its Your Turn!
  • Your workforce/talent challenges
  • How youre dealing with them

31
2. Recruiting and Hiring
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
32
What Well Cover
  • Recruiting and hiring talent
  • Recruiting v. hiring whats the difference?
  • Need for aggressive recruiting
  • Recruiting strategies your role
  • Effective hiring

33
Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
34
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.
35
The Research
36
Recruiting 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

37
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 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!
38
The Universum IDEAL Employer Survey
  • Annual survey of undergraduate students
  • 43,313 respondents
  • 195 colleges/universities
  • 260 employers

39
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

40
Top 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)

41
Where Students Want to Work
  • extremely or very interested in working for

42
But Few Plan to Work in Government
Which best describes your current plans
immediately after graduating?
43
Why? Because Knowledge is Low
  • How knowledgeable do you feel about career and
    internship opportunities in government?

13 Total Knowledgeable
44
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
45
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 by
    interns
  • Employers see internships as
    one of most effective hiring tools
  • Students see internships as avenue
    to full-time employment

46
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

47
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 everyones job!

48
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

49
Personalize Making a Difference in Peoples
Lives and Your Own
50
This Web Site
51
Or This Site?
52
The 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?
53
How 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

54
What 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!

55
How Many Steps Does it Take to Hire a Government
Employee?
56
Were Not Done Yet!
57
Job Announcement -- Before
58
It Goes On
59
And On
60
After Concise and Appealing
61
Fixing 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

62
Hiring Best Practices
  • Immediate job offers
  • Hiring/referral bonuses
  • Realistic job previews (e.g., job video)
  • Flexible work arrangements
  • Measure results

63
In Groups -- Discuss and Report
  • 3 or 4 ways your recruiting can be improved
  • 3 or 4 ways your hiring process can be improved

64
3. Onboarding Effectively
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
65
Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
66
What Well Cover
  • Onboarding effectively
  • What is onboarding?
  • Why is it important?
  • How to onboard
    effectively

67
Why 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.
68
Why it Matters
  • Improves employee performance
  • Increases employee engagement
  • Improves employee retention, reduces turnover
    costs
  • Accelerates time-to-productivity

69
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70
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71
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

72
What 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.
73
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74
Strategic Onboarding Model
75
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
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77
In Groups -- Discuss and Report
  • 1 good and 1 bad onboarding experience
  • Barriers to effective onboarding
  • Steps your organizations can take to improve
    onboarding

78
4. Maximizing Employee Engagement
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
79
What Well Cover
  • Maximizing employee engagement for productivity
    and retention
  • What employee engagement means
  • Why its critical
  • What drives engagement
  • How to maximize engagement

80
Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
81
What 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

82
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

83
Engagement 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

84
High Engagement ? High Retention
85
High Engagement ?
Better Customer Outcomes
Work units with higher overall customer
satisfaction scores also have employees with more
favorable opinions
86
Island 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
87
The Best Places to Work2009
bestplacestowork.org
88
What 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

89
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90
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

91
Employee Engagement Score
2009 Government Wide Score 63.3
92
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93

94
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

95
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

96
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

97
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

98
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

99
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

100
Becoming 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

101
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102
In 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
104
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.
105
Workplace Dimensions
106
Human Capital Framework
Recruit and Hire/ Onboard
Engage
Manage Performance
Core Purpose/Values
107
Integrated Approach to
Building the Leadership Pipeline
Program Evaluation
108
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

109
Whos in the Pipeline?
1st-line Supervisors
All Employees?
High Potentials and Replacement Pool for Sr.
Managers
Middle Managers
Technical Specialists
Time
110
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

111
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

112
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

113
Structure
114
Coursework
115
Projects
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

116
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

117
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

118
Building 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

119
In Groups -- Discuss and Report
  • What are your barriers to developing leaders?
  • What can you do to address these barriers?

120
6. Building a Strong Partnership with HR
Meeting the Challenge Attracting and
Retaining a World-Class Work
Force
rlavigna_at_ourpublicservice.org
121
What Well Cover
  • Building a strong partnership with HR
  • The evolving role of HR
  • Setting mutual expectations
  • How to meet these expectations

122
Human Capital Framework
Recruit and Hire / Onboard
Manage Performance
Core Purpose/Values
123
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.
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.
124
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

125
The Shift in Theory
126
Managements View of HR
127
What Do You Think?
  • Is HR
  • Strategic asset?
  • Cost center?

128
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

129
Whats 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.

130
Whats HRs Mission?
Attract, develop and retain the talent we need
and measure our progress
131
Value of HR Transformation
132
HR Areas Needing Improvement
133
Workforce 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?

134
Workforce Planning
135
HRs New Roles
HR Expert
Business Partner
Change Agent
Leader
136
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137
HR Expert
  • Only competency that covers HR expertise
  • HR professionals generally excel in this
    traditional role

138
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

139
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

140
Leader
  • Promotes merit systems principles
  • Fosters diversity
  • Balances employee satisfaction with
    organizational requirements and goals
  • Builds teamwork
  • Models collaborative problem-solving

141
The 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

142
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

143
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 tomorrows workforce

144
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 tomorrows workforce

145
Resources
  • International Public Management Association for
    HR ipma-hr.org
  • Society for Human Resources Management shrm.org
  • Human Capital Institute
    humancapitalinstitute.org

146
In 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

147
Key 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!
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