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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.

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Presentation on theme: "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."— Presentation transcript:

1 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. Welcome 22333 To: Field enter 22333 GOV2015A Message: Field enter GOV2015A and your response to this question…. What is the best thing about working for the State of California? Gov2015A Great Benefits

2 2Copyright © 2015 Deloitte Development LLC. All rights reserved.

3 Becoming THE Destination Workplace Changing the game for State government recruiting Government Transformation Workshop February 4, 2015

4 4Copyright © 2015 Deloitte Development LLC. All rights reserved. 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

5 5Copyright © 2015 Deloitte Development LLC. All rights reserved. Julie Quinn Sacramento Office Managing Director, Human Capital Advisory Services Our Speaker and Panel Members Lyndon Greco Finance Budget Analyst, Department of Finance Stephanie Dougherty Chief of Enterprise Planning and Performance, California Department of Motor Vehicles

6 6Copyright © 2015 Deloitte Development LLC. All rights reserved.

7 7 Why is it important to be a “destination” workplace? Attract TalentRetain Talent Boost Morale

8 8Copyright © 2015 Deloitte Development LLC. All rights reserved. State Government Faces Many Recruitment and Retention Challenges Source:“Opening Up the Federal Talent Economy”, Deloitte, October 2014. CalHR Workforce Planning Demographics Aging WorkforcePay Higher Vacancy Rate Rising Worker Costs 50% of CA’s Supervisors and Managers are approaching retirement; and sophistication of succession planning varies widely by department Salaries are not increasing at the same rate as other sectors Healthcare and retirement costs are becoming a higher % of employee cost Many vacancies are at the executive and management level The time to fill vacancies can be lengthy

9 9Copyright © 2015 Deloitte Development LLC. All rights reserved. The Missing Workforce Generation Gen Xers have also gotten the short end of basic generational arithmetic. Due partly to their parents’ relatively low fertility rates, there are fewer of them (65 million) than Boomers (77 million) or Millennials (an estimated 83 million assuming a roughly 20-year age span and including those who have yet to reach adulthood). But there’s another reason that Xers are a small generation: They’ve been deemed to span just 16 years, while most generations are credited with lasting for about 20 years. How come? No one really knows. Generational boundaries are fuzzy, arbitrary and culture-driven. Once fixed by the mysterious forces of the zeitgeist, they tend to firm up over time. For Xers, there’s one silver lining in all this. From everything we know about them, they’re savvy, skeptical and self-reliant; they’re not into preening or pampering, and they just might not give much of a hoot what others think of them. Or whether others think of them at all. 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/ The State faces the same shortage as other sectors and industries in the workforce. ; Gen Xers are qualified to fill leadership positions, but have a smaller candidate pool NUMBER OF BIRTHS BY YEAR 25,000,000 20,000,000 15,000,000 10,000,000 19151920192519301935194019451950195519601965197019751980198519901995 < 1945 BUILDERS 1946-64 BABY BOOMERS 1965-80 GEN X 1980-96 MILLENIALS

10 10Copyright © 2015 Deloitte Development LLC. All rights reserved. About Gen Xers More than 30% plan to leave their current employer within 3 years. Gen X 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. 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 Valuable Assets Highly educated Tech savvy Entrepreneurial, independent and self-reliant leaders

11 11Copyright © 2015 Deloitte Development LLC. All rights reserved. Recipe for Success What if you had a recipe for success to attract high performing, motivated, mid-career managers to state service? 1 2 3 4 Celebrate the Benefits of State Service. Clearly advertise benefits to appeal to your target talent mix and clearly articulate your value proposition. Set Your Organization Up for Success. Ensure duty statements and recruiting practices are set-up to locate and attract candidates. Close the Deal. Put as much effort into the onboarding process as the recruiting and selection processes. Four Key Ingredients Broaden your Focus. Target Generation X professionals looking for a career transition and Baby Boomers ready to enter a second career.

12 12Copyright © 2015 Deloitte Development LLC. All rights reserved. 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 Supervisor/Worker Baby Boomer Worker Millennial Mentoring Relationship Trusted Advisor 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/.

13 13Copyright © 2015 Deloitte Development LLC. All rights reserved. Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014. 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”

14 14Copyright © 2015 Deloitte Development LLC. All rights reserved. Public Sector Organizational Branding Brand government jobs around public service, improving society, and the opportunity to innovate Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014. 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

15 15Copyright © 2015 Deloitte Development LLC. All rights reserved. Third Ingredient: Set Your Organization Up for Success Take Action Now for Future Success Is the total compensation commensurate with the experience and expertise desired? 3 Do job classifications and duty statements match the responsibilities required for the position? 1 Do recruiting practices align with industry trends and attract the right candidates? 2 4 Do brand and marketing strategies attract qualified talent?

16 16Copyright © 2015 Deloitte Development LLC. All rights reserved. Integrate social media into your talent acquisition strategy is essential to driving employer brand messaging and attracting target candidates Leading Practices in Social Sourcing Source: “Recruitment and Onboarding – Emerging Trends”, Deloitte, October 2013. 2 3 4 5 6 1 7 Carefully align candidates identified through social sourcing with the job classifications discussed with the hiring manager. Determine the critical skills and capabilities needed across the organization to clearly define job classifications. Identify target-rich online environments for candidates. 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. Consider implementing pre-hire assessments to screen and enable stack ranking as early as possible.

17 17Copyright © 2015 Deloitte Development LLC. All rights reserved. Fourth Ingredient: Close the Deal Create or revisit onboarding strategies and determine if the agency is truly showing the new hire the “love” 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. Onboarding Tips

18 18Copyright © 2015 Deloitte Development LLC. All rights reserved. Learning and Development Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014. Shift from “train and deploy” to “participate and learn” Create the forum instead of the content Opportunities for knowledge and idea sharing Communities of practice Make Learning Participative Shift from formal training to growth experiences On-the-job learning “Stretch Assignments” Define Curricula Around Experiences Allow learners to become immersed and engaged with the content and concepts being taught Simulation Gamification Design Immersive and Experiential Courses Integrate data collection and measurement into learning Evaluation and feedback Personal / organizational knowledge / skill gaps Analyze Data to Provide Tailored Feedback and Robust Development 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

19 19Copyright © 2015 Deloitte Development LLC. All rights reserved. Panel Discussion and Audience Perspective Lyndon Greco Finance Budget Analyst, Department of Finance Stephanie Dougherty Chief of Enterprise Planning and Performance, California Department of Motor Vehicles

20 20Copyright © 2015 Deloitte Development LLC. All rights reserved.

21 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. Copyright © 2015 Deloitte Development LLC. All rights reserved. 36 USC 220506 Member of Deloitte Touche Tohmatsu Limitedwww.deloitte.com/about www.deloitte.com/us/about Julie Quinn Sacramento Office Managing Director Human Capital Advisory Services 916-284-8103 juquinn@Deloitte.com Thank you @DeloitteCAgov


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