CIO Academy Workshop

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Transcript CIO Academy Workshop

Welcome

During today’s session we will ask a series of Poll Everywhere questions. While you wait, please pull out your cellphone and answer the following question.

Gov2015A Great Benefits To: Field

enter

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Message: Field

enter

GOV2015A

this question….

and your

response to

What is the best thing about working for the State of California?

Becoming

THE

Destination Workplace

Changing the game for State government recruiting

Government Transformation Workshop February 4, 2015

Today’s Agenda • Introductions • Characteristics and importance of a “destination” workplace • How recruiting and retention strategies can help achieve a “destination” workplace designation • Panel discussion

Our Speaker and Panel Members

Julie Quinn

Sacramento Office Managing Director, Human Capital Advisory Services

Stephanie Dougherty

Chief of Enterprise Planning and Performance, California Department of Motor Vehicles

Lyndon Greco

Why is it important to be a “destination” workplace?

Attract Talent Retain Talent Boost Morale

State Government Faces Many Recruitment and Retention Challenges

Aging Workforce

•

50%

of CA’s Supervisors and Managers are

approaching retirement;

and sophistication of

succession planning varies widely

by department

Higher Vacancy Rate

• Many

vacancies are at the executive and management

level • The time to fill vacancies can be lengthy

Source:

“Opening Up the Federal Talent Economy”, Deloitte, October 2014.

CalHR Workforce Planning Demographics 8

Pay

•

Salaries are not increasing

at the same rate as other sectors

Rising Worker Costs

•

Healthcare and retirement costs

The Missing Workforce Generation

1946-64

BABY BOOMERS

1965-80

GEN X Gen Xers

are qualified to fill leadership positions, but have a smaller candidate pool

NUMBER OF BIRTHS BY YEAR

25,000,000

< 1945

BUILDERS

20,000,000

;

1980-96

MILLENIALS

15,000,000 10,000,000 1915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 The State faces the

same shortage

as other sectors and industries in the workforce.

9 Source: Paul Taylor, Pew Research Center, The Next America: Boomers, Millennials and the Looming Generational Showdown (Public Affairs, 2014) and In other words, he’s part of the problem and http://managementisajourney.com/15-influential-events-that-shaped-generation-y-infographic/ Copyright © 2015 Deloitte Development LLC. All rights reserved.

About Gen Xers

Gen X

Valuable Assets

• Highly

educated

• Tech

savvy

• Entrepreneurial, independent and

self-reliant leaders

Looking for Upward Mobility and Development

• Nearly

50% report feeling stalled

in their careers • High level of

career dissatisfaction

• Seek

opportunities for promotion and management

• Will accept

lateral moves

to set up for advancement

Desire Stability and Flexibility

• Many are starting

families

• Want more

freedom to balance

their lives • Want to

control how and when

they work

More than 30% plan to leave their current employer within 3 years.

Source:

Center for Talent Innovation (as cited in Alsop, Ronald, “Why can’t Generation X get ahead at work?”, BBC online, July 2013, http://www.bbc.com/capital/story/20130710-the-forgotten-generation.

Recipe for Success

What if you had a recipe for success to attract high performing, motivated, mid-career managers to state service?

Four Key Ingredients

1 Broaden your Focus.

Target Generation X professionals looking for a career transition and Baby Boomers ready to enter a second career.

2 Celebrate the Benefits of State Service.

Clearly advertise benefits to appeal to your target talent mix and clearly articulate your value proposition.

3 Set Your Organization Up for Success

. Ensure duty statements and recruiting practices are set-up to locate and attract candidates.

4 Close the Deal.

Put as much effort into the onboarding process as the recruiting and selection processes.

First Ingredient: Broaden your Focus

As you target other generations to bring into the workplace, revisit succession plans and consider Multigenerational Organizational Strategic Alignments

Manager Generation X

Trusted Advisor

Supervisor/Worker Baby Boomer

Mentoring Relationship

Worker Millennial Establish Baby Boomer / Millennial Mentoring Relationships

• These workers have more comparable interests • Few shared professional goals decrease competition and encourage cooperation

Encourage “Trusted Advisor” Relationships

• Based on the military model of young officers leading older, highly experienced enlisted personnel • Experienced subordinates more in-tune with leadership during execution

Source:

Cappelli, Peter, “Engaging Your Older Workers”, Harvard Business Review, November 2014, https://hbr.org/2014/11/engaging-your-older-workers/.

Second Ingredient: Celebrate the Benefits

Gen Xers are looking for unprecedented flexibility in how work gets done, shift focus from “compensation and benefits” to “balance and flexibility”

Source:

“Opening Up the Federal Talent Economy”, Deloitte, October 2014.

Public Sector Organizational Branding

Brand government jobs around public service, improving society, and the opportunity to innovate Large numbers of Millennials and Baby Boomers have a strong desire to “improve society”, so

advertise the opportunity you provide

by showing how your organization accomplishes that goal The FBI, the CIA, and the Department of State are the highest ranking “ideal” public service agencies. The common thread is they all

brand and market

themselves as: • Innovative and technology driven places to work.

• Serving the nation by solving complex, top-of-mind national challenges Establish a “push-pull”

social marketing strategy.

“Push” activities target a specific audience to include employee referral and networking events.

“Pull” activities allow applicants to discover jobs and information through postings or social media

Source:

“Opening Up the Federal Talent Economy”, Deloitte, October 2014.

Third Ingredient: Set Your Organization Up for Success

Take Action Now for Future Success 3 1 Do

recruiting practices

align with industry trends and attract the right candidates?

brand

and

marketing strategies

attract qualified talent?

2 4 Is the

total compensation

commensurate with the experience and expertise desired?

job classifications

and

duty statements

Leading Practices in Social Sourcing

Integrate social media into your talent acquisition strategy is essential to driving employer brand messaging and attracting target candidates 1 Determine the critical skills and capabilities needed across the organization to clearly define job classifications.

2 Identify target-rich online environments for candidates.

3 4 5 6 Attract candidates by inviting them to join small, online communities.

Explore the suitability of alternate social sourcing solutions that can provide detailed insights into candidates’ skills.

Continuously manage the organization’s brand online.

7 Consider implementing pre-hire assessments to screen and enable stack ranking as early as possible. Carefully align candidates identified through social sourcing with the job classifications discussed with the hiring manager.

Source:

“Recruitment and Onboarding – Emerging Trends”, Deloitte, October 2013.

Fourth Ingredient: Close the Deal

Create or revisit onboarding strategies and determine if the agency is truly showing the new hire the “love”

Onboarding Tips

• These candidates may have come from the private sector or another organization with

different cultures and expectations

. • Help ease them into the new organization by

matching them with a “buddy”

who can be an informal contact to answer questions.

Effective onboarding is important to help new hires add value quickly and become engaged and productive members of the organization’s culture. A well-designed onboarding program can give organizations an edge in securing a deep bench of high performers and a strong pipeline for future leadership.

Source:

“Recruitment and Onboarding – Emerging Trends”, Deloitte, October 2013.

Learning and Development

Shift from “train and deploy” to “participate and learn”

Make Learning Participative

Create the forum instead of the content

• Opportunities for knowledge and idea sharing • Communities of practice

Define Curricula Around Experiences

Shift from formal training to growth experiences

• On-the-job learning • “Stretch Assignments”

Design Immersive and Experiential Courses

Allow learners to become immersed and engaged with the content and concepts being taught

• Simulation • Gamification

Source:

“Opening Up the Federal Talent Economy”, Deloitte, October 2014.

18 Instead of relying on initial classroom instruction to build desired specialized skills, institute an

innovative, collaborative and experiential learning environment

to encourage continual personal development that

attracts and retains top talent

Analyze Data to Provide Tailored Feedback and Robust Development

Integrate data collection and measurement into learning

Panel Discussion and Audience Perspective

Stephanie Dougherty

Chief of Enterprise Planning and Performance, California Department of Motor Vehicles

Lyndon Greco

Thank you

@DeloitteCAgov About Deloitte

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

36 USC 220506 Member of Deloitte Touche Tohmatsu Limited

Julie Quinn

Sacramento Office Managing Director Human Capital Advisory Services 916-284-8103 [email protected]

CIO Academy Workshop

Transcript CIO Academy Workshop

Welcome

During today’s session we will ask a series of Poll Everywhere questions. While you wait, please pull out your cellphone and answer the following question.

22333

GOV2015A

Becoming

Destination Workplace

Changing the game for State government recruiting

Today’s Agenda • Introductions • Characteristics and importance of a “destination” workplace • How recruiting and retention strategies can help achieve a “destination” workplace designation • Panel discussion

Our Speaker and Panel Members

Why is it important to be a “destination” workplace?

Attract Talent Retain Talent Boost Morale

State Government Faces Many Recruitment and Retention Challenges

The Missing Workforce Generation

About Gen Xers

Gen X

Recipe for Success

Four Key Ingredients

First Ingredient: Broaden your Focus

Second Ingredient: Celebrate the Benefits

Public Sector Organizational Branding

Third Ingredient: Set Your Organization Up for Success

Leading Practices in Social Sourcing

Fourth Ingredient: Close the Deal

Onboarding Tips

Learning and Development

Panel Discussion and Audience Perspective

Thank you

Directory