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