THE AGING OF OUR WORKFORCE The Aging of the Virginia Government Workforce VEI Spring 2014

Tanya Brown (VCU) Richard Davis (DOC) Pamela Kestner (HHR) Barbara Newlin (DSS) Charles Sheldon (DMV)

Leadership Challenge 13

The Commonwealth may be facing a significant brain drain in the coming years with impending retirements Provide a realistic outlook using sound statistics for the anticipated timing of loss of state employees due to retirement Assess the impact and provide creative and realistic suggestions to recruit and retain the next generation of workers for state employment

Virginia Government Employees by Age Groups

10

18

24

31

15

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Social Services Employees by Age Groups

3

15

26

35

20

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Motor Vehicles Employees Eligible for Unreduced Benefits

229

231

254

502

2029 ndash 2033

2024 ndash 2028

2019 ndash 2023

2014 ndash 2018

YEAR

S EL

IGIB

LE

nearly

70 of our workforce is over the age of

40

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Leadership Challenge 13

The Commonwealth may be facing a significant brain drain in the coming years with impending retirements Provide a realistic outlook using sound statistics for the anticipated timing of loss of state employees due to retirement Assess the impact and provide creative and realistic suggestions to recruit and retain the next generation of workers for state employment

Virginia Government Employees by Age Groups

10

18

24

31

15

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Social Services Employees by Age Groups

3

15

26

35

20

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Motor Vehicles Employees Eligible for Unreduced Benefits

229

231

254

502

2029 ndash 2033

2024 ndash 2028

2019 ndash 2023

2014 ndash 2018

YEAR

S EL

IGIB

LE

nearly

70 of our workforce is over the age of

40

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Virginia Government Employees by Age Groups

10

18

24

31

15

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Social Services Employees by Age Groups

3

15

26

35

20

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Motor Vehicles Employees Eligible for Unreduced Benefits

229

231

254

502

2029 ndash 2033

2024 ndash 2028

2019 ndash 2023

2014 ndash 2018

YEAR

S EL

IGIB

LE

nearly

70 of our workforce is over the age of

40

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Department of Social Services Employees by Age Groups

3

15

26

35

20

lt 30

31 ndash 40

41 ndash 50

51 ndash 60

gt 60

AGE

GR

OU

PS

Department of Motor Vehicles Employees Eligible for Unreduced Benefits

229

231

254

502

2029 ndash 2033

2024 ndash 2028

2019 ndash 2023

2014 ndash 2018

YEAR

S EL

IGIB

LE

nearly

70 of our workforce is over the age of

40

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Department of Motor Vehicles Employees Eligible for Unreduced Benefits

229

231

254

502

2029 ndash 2033

2024 ndash 2028

2019 ndash 2023

2014 ndash 2018

YEAR

S EL

IGIB

LE

nearly

70 of our workforce is over the age of

40

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

nearly

70 of our workforce is over the age of

40

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

at least

25 of our workforce can retire within the

next

10 years

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

WHAT DOES GENERATION Y WANT

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Generation Y

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

(1977 ndash 1994)

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Generation Y We are Offering

Accustomed to instant results and satisfaction

Used to utilizing the most recent technology

Want flexibility in choosing work hours and environment

Individualistic and raised to feel special with a sense of entitlement

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

(1977 ndash 1994)

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

We are Offering What Can We Do

Bureaucracy red tape outdated procedures resulting in delays

Several years old no tablets no cloud no flexibility in choice

9 to 5 work days with limited teleworkflex time rigid sterile office work environments

A culture that reinforces maintenance of the status quo and discourages standing out

Process improvement

Technology flexibility BYOD better utilize social media

Telecommuting flex-time flexible office arrangements work environment modernization

Foster innovation encourage and reward attempts at improvement encourage continuing education

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Recommendations

Create Action Team to lead effort bull Appoint Governorrsquos Chief of Staff to chair the effort bull Consider recruitment and retention strategies within context of workforce

succession planning

Enhance work environment to promote flexibility and creativity bull Telework bull BYOD bull Tuition Forgiveness

Effectively market state employment Generation Y bull Create a single branded campaign to recruit and retain younger employees

ldquoOne employer many optionsrdquo bull Identify a reputable prominent spokesperson bull Reach out to high schools and colleges

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

WHAT IF WE DO NOTHING

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

What if we do nothing

Difficulty filling open positions negatively impacting service delivery

Inability to attract and retain high quality workers

Dissatisfied workforce and excessive turnover

Desirability to do business in Virginia is diminished

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Doing nothing is not an option

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-

Resources

bull Chartered Institute of Personnel and Development (April 2013) Recruiting Young People Top Tips for Employers Cipdcouklearningtowork

bull DeLoitte Consulting LLP (2009) Generation Y Tap this generationrsquos technology skills and call to service Workforce Strategies for attracting and retaining young professionals in state government wwwdeloittecomusGenY

bull Fuszard L Wisconsin Business Alliance (January 2014) Recruiting and Retaining Young Talent

bull North Carolina Office of State Personnel (2008) Special Emphasis Project Young Employees Project Report

bull Research and Training Center on Community Living University of Minnesota (2008) Generational Differences in the Workplace

bull The Ken Blanchard Companies Office of the Future (2009) The Next Generation of Workers

bull Lavigna B and Flato J (January 2014) Millennials are Attracted to Public Service But Government Needs to Deliver httpwwwerenet20140122millennials-are-attracted-to-[ublic-service-but-