Montana State Human Resources Division
Information Systems Talent Management Initiatives
Joe SchopferState Human Resources Division HR Specialist
Workforce Planning and Development Causes for Concern
Aging Workforce Competition for Available Talent Change in Workforce Expectations Lack of Succession Planning Knowledge Loss Changing Demographics Ensuring Workforce Diversity
State Employees by Generation
0
1000
2000
3000
4000
5000
6000
7000
8000
Boomer Gen X Gen y
State Tech Employees by Generation
050
100
150
200
250
300
350400
450
Boomer Gen X Gen y
Create/Revise a Job Profile
Create a posting specificallyFor the job based on
Target Audience
Tailor Hiring ProcessTechnical TestingJob fit assessment
Panel InterviewReference Checks
Select and HireScript first year
Identify work plan and ExpectationsEvaluate (3/6/12 mo)
Regular EvaluationsDevelop and Implement
Career Plan(1) Technical or(2) Managerial
At TerminationInterview
Evaluate results
Employee Life Cycle
Recruitment Initiatives
New On-Line Application Process Coming Late Fall, 2008
Military Transition Offices Develop Business Case for New
Recruiting Tools Craig’s List YouTube LinkedIN Facebook and other Social Networking
Tools
Selection Initiatives
Assessment Tools Baseline Assessing Technical Skills Job Fit
Interviewing Techniques Training
Probation Initiatives
Post Hiring Survey Employee
Job What You Expected? Working Conditions
Hiring Manager Found What You Wanted? Met Expectations?
Develop On-Boarding Processes
Evaluation Initiatives
Developing Model Performance Appraisal Tool
Begin in SHRD Competencies Work Goals
Goal Setting Training (SMART) Individual Development Plan
Current Job Skills Anticipated Job Skills Employee’s Personal Development
Career Development Initiatives Survey Existing Career
Development Tools Develop Consistent Benchmarks for
Technical Positions (2009) Reward Employees for increased
knowledge/skills Not forced into supervision
Managerial Mentoring Programs Training Programs
Develop a Skill Testing/Assessment Center
Training Initiatives
Training Evaluation Plan Training Record Keeping Reviewing potential Learning
Management Applications
Succession Planning Initiatives Assist Management to Identify
Critical Positions Develop Succession Plan
Knowledge transfer Avoid “Picking” a successor ID Potential Candidates Provide Appropriate Training to
Ensure a Viable Candidate Pool
Supervision/Management Initiatives Emphasis on required skills and
behaviors Training Programs Not a reward for technical
excellence Gallup research
Supervisor most important figure to employee
People leave supervisors, not jobs
Exit Interviews
Model a Process Carefully scripted Performed by HR personnel Feed results into
Exiting employee’s management Current job profile, if necessary Departmental recruiting/retention
efforts
Concerns
Union contracts Career Plans May Require
Approval Attitude: “This is the way we
have always done it…” Employee Concerns with
Benchmarking Skills Availability of Social
Networking Tools
Holistic View
All processes flow together Centerpiece is an Accurate Job
Description
Thanks for your interest in
SHRD’s Workforce Development Initiatives