New Strategies Governing Workforce Planning

2015 IPMA-HR Southern Region Conference May 18, 2015

Trish Holliday, M.A., SPHR, SHRM-SCP Assistant Commissioner and Chief Learning Officer

Tennessee Department of Human Resources

Quote Quote Trade

One of the marks of a chess master is the number of moves he/she can see ahead in the game.

The Urgency for Talent Management The dynamic global public sector environment is facing an unprecedented set of talent challenges.

Workforce Challenges Talent Management Challenges

Shrinking Workforce • Heightened competition for talent

Aging Workforce • Loss of experience and intellectual property

• Leadership gaps

Globalization • Mobile and diverse workforce

War for Talent • Skills shortages in key roles

Low Employee Engagement • Anticipated high turnover of Generation Y

• Entitlement, complacency, etc.

Workforces of Generations X & Y • Lack of new recruiting/sourcing techniques

• Public sector reputation and perception

• Lack of new techniques for employee engagement

and motivation

Many Generations…

One Workplace

Composition of the National Workforce:

Greatest Generation (aged 68+) - 4%

Baby Boomers (aged 49-68) - 39%

Generation X (aged 32-48) - 32%

Millennial (aged 17-31)- 25%

What Does the State Government Workforce

Look like?

Percentages of each generation in the state workforce:

Greatest Generation- 1.62%

Baby Boomers- 40.13%

Generation X- 39.11%

Millennial- 19.14%

What Does the State Government Workforce

Look like?

Percentages of each generation new hires in the state workforce:

Greatest Generation- .75%

Baby Boomers- 16.54%

Generation X- 29.43%

Millennial- 53.28%

A Focus on Talent Management

Talent management drives organizational results when leaders use the right data to align business and people strategies.

An organized body of information, usually of a factual or procedural nature, which if applied, makes adequate performance on the job possible.

Knowledge

Skills

The manipulation of data, things, or people through manual, mental or verbal means. Skills are measurable through testing, can be observed, and are quantifiable.

Abilities

The capacity to perform a physical or mental activity at the present time. Typically abilities are apparent through functions completed on the job. Abilities and skills are often interchanged. The main difference is that ability is the capacity to perform.

Competencies

Competencies are observable and measurable characteristics of a person that include using knowledge and demonstrating skills, behaviors and abilities that contribute to improved performance.

Workforce planning connects the business needs with the current talent profile and the demand talent profile.

Influence organizational decision making in workforce planning and succession planning

Establish formalized process to create people strategies that align with business plans:

a) Identify and develop the needed core competencies

b) Attract and retain top talent

c) Ensure leadership bench strength for sustainability

d) Develop and execute the ten practices of Talent Management

Is: Is Not:

Strategic

System driven

Leadership driven

Good to Great…

• Right number of people

• Right skills/experience

• Right jobs – right time

A shift in culture and mindset

A part of talent management

strategy overall

Reactionary Silo decisions HR driven An exact science Activities based

Workforce Planning

Future Employees

• Recruiting

• Selecting

• Learning Curve

• 1st 90 Days with

on-boarding

assimilation

Current Employees

• Retaining

• Developing

• Succession preparation

• Adding value

Transitional Employees

• Transfer of

knowledge/skills

• Replacing

• Leaving a legacy

In Workforce Planning there are 3 groups to consider simultaneously...

Workforce Planning Tool: The Hedgehog Concept

WHAT YOU ARE DEEPLY

PASSIONATE ABOUT?

WHAT DRIVES YOUR

RESOURCE ENGINE ?

(TIME, MONEY & BRAND)

WHAT CAN YOU BE THE BEST IN THE WORLD AT?

GOOD TO GREAT AND THE SOCIAL SECTORS, Jim Collins

Workforce Planning Tool: Facing the Brutal Facts

A leader’s role is to create a climate that confronts the brutal facts by integrating these four basic practices within your organization’s leadership culture.

1. Lead with questions, not answers.

2. Engage in dialogue and debate, not coercion.

3. Conduct autopsies, without blame.

4. Build red flag mechanisms that turn information into information that cannot be ignored.

Brutal Facts 54% __ don’t spend enough time on talent management

52% __ not sufficiently committed to people development

51% __ silos discourage collaboration, resource sharing

50% __ unwilling to differentiate high, low performers

47% __ do not align talent management and business strategies

45% __ ignore chronic underperformance

39% __ planning or allocation do not match right people in roles

38% __ don’t have shared view of pivotal roles

(T & D Magazine, Talent Management Barriers, Executive Update)

Workforce Planning Tool: Level 5 Leadership Hierarchy

Executive

Effective Leader

Competent Manager

Contributing Team Member

Highly Capable Individual

Level 5 Executive – Builds enduring greatness

through a paradoxical blend of personal humility and

professional will.

Level 4 Effective Leader – Catalyzes commitment to a

vigorous pursuit of a clear and compelling vision,

stimulating higher performance standards.

Level 3 Competent Manager – Organizes people

and resources toward the effective and efficient

pursuit of predetermined objectives.

Level 2 Contributing Team Member – Contributes

individual capabilities to the achievement of group

objectives and works effectively with others in a

group setting.

Level 1 Highly Capable Individual – Makes productive

contributions through talent, knowledge, skills, and

good work habits.

Good to Great, Jim Collins

Workforce Planning Tool: 9 Box Performance-Potential Matrix

Performance - technical skills,

abilities, and subject matter knowledge

in job related field; ability to develop

and maintain working relationships

which incorporate agency values.

Potential - the ability or capacity for

growth and development into a

leadership role.

Leader - one who guides, directs,

influences, and shows the way to

others.

Workforce Planning Model

Phase 1: Set Agency Strategic Direction

Assess, evaluate and gain shared mindset within the agency regarding:

Mission, Vision, Values Cultural Assessment Business Drivers Targets for Success Brutal Facts Agency Core Competencies Core product and services Customers Key Processes Agency strategic talent goals and long

term priorities over the next 3-5 years Output:

Organizational Profile (Baldrige Level 1 application ready)

Phase 2: Conduct Workforce Analysis

Develop future workforce profile for the agency = Demand Profile

Determine current workforce profile = Supply Profile

Analyze discrepancy between Supply and Demand = Gap Analysis

Identify mission critical roles

Phase 3: Develop the Workforce Plan

Prioritize the talent gaps in terms of urgency and impact

Generate a Workforce Plan consisting of long term and quick win talent strategies to effectively close the talent gaps

Establish development opportunities to close the talent gaps

Formalize agency succession plan

Phase 5: Monitor, Evolve, Embed

Assess what is working and not working and make adjustments to the workforce plan

Proactively identify and address emerging organizational and environmental issues that affect the workforce plan

Continuously improve the Workforce Planning process annually to embed it into the agency culture

Phase 4: Implement the Workforce Plan

Establish a talent management advisory committee to support talent management efforts

Identify strategy teams or individuals accountable to implement each part of the talent management strategy and workforce plan

Utilize established best practices in strategy implementation and project management for operationalizing talent management action plan

Three Types of Succession Planning

Pool Based – Focuses on a number

of high-potential people

who could move into

any of several positions

within the organization

sometimes called an

Acceleration Pool

Individual Based – Focuses on employees

with potential for

advancement (high-

potentials)

Role Based – Focuses on key positions

which are difficult to fill or

critical to business

success

Creates customer responsive workforce

Adapts to changing culture

Attracts and retains a talented committed workforce

Embraces diversity and innovation

Promotes emphasis on learning and growth

Builds a more accountable workforce

Learning Organization Focused on customer complaints

Impacted by structure and tradition

Outdated recruitment and retention practices

Stifled creativity

Limited participation in learning and growth

Limited trust – denial, blame, excuses

Traditional Organization

“Unless an organization continuously adapts to the environment via speedy, effective

learning, it will die.” Michael J. Marquardt, Building the Learning Organization

Diagnose the Need

Demonstrate the Urgency

Build A Support

Structure

Develop the Programs

Evaluate for Continual

Improvement

Trish Holliday, M.A., SPHR and E.C. Ricketts, Ph.D., SPHR

LEAD Tennessee

Tennessee Government Executive Institute

Tennessee Government Management Institute

Accelerated Leadership Institute

Mentor Tennessee

Cabinet Agency Specific Commissioner Academies

Trish Holliday, M.A., SPHR, SHRM-SCP Assistant Commissioner and Chief Learning Officer

Department of Human Resources State of Tennessee

Trish.Holliday@tn.gov