Chief Information Officer Ohio Digital Government Summit WORKFORCE OF TOMORROW Challenges for the Government Sector John B. Wanchick, MPA Chief Information Officer

Current Challenges Competitive Salary Inability to reward job performance with bonuses or other monetary rewards Slow, cumbersome processes to remedy poor job performance De-motivation of good performers due to above inequities Outdated job classifications

Current Challenges Inability to link job to industry certifications Inability to reward learning new competencies with bonuses or other monetary rewards De-motivation when new technology is outsourced due to lack of internal skills Lack of career path in stovepipe organizations

Current Strategy Focus on total compensation package Health Care and other benefits Leave time Advance step hire Step system raises in addition to COA Appeal to intrinsic needs (e.g., agency mission) Provide training opportunities & experience on wide variety of technologies/platforms View entire state IT job pool as potential career path opportunities Promote transfers between agencies

Current Strategy Promote recognition for superior performance Provide clear direction and feedback on performance Appeal to work/home life balance Provide opportunity to see business impact of individual contributions Working to revamp state classification system Promote in-sourcing when feasible

New Classification System Design

Sourcing strategy

Why is this currently working? Our focus has been on Traditionalists & Boomers - Concerned with security, stability and clear direction - Prefer a predictable job - Equate loyalty with tenure - Want day-to-day direction - Believe governments should keep employees who "meet requirements“ - Feel that advancement is dependent on staying with one employer for a long time Source: Gartner - John Kost and Steve Bittinger: My IT People Are All Leaving Soon: Now What?

Why this won’t work for long: First time in history with 4 generations in the workforce. Each generation with distinct characteristics and servicing needs. Source: Accenture - Breck Marshall: Future Workforce Management and Its Impacts

Exodus of our veteran workforce Boomers account for 46% of the current workforce – 50% can retire now December 31, 2019 the last Boomer will turn 55 Loss of workforce capacity, specialized skills, and institutional knowledge Strategic Knowledge What are our objectives and the objectives of the funding behind our effort? Social Network Knowledge Which roles and which people form critical connective tissue? Enterprise Knowledge How do our processes, services and systems blend together? Cultural Knowledge How do we do things here? What are our beliefs? Who really makes decisions? Activity Knowledge Do we know which people are doing what today? Agency and Process Knowledge How do our agencies, stakeholders and customers operate? Source: Gartner - John Kost and Steve Bittinger: My IT People Are All Leaving Soon: Now What?

Net Generation (born 1977 – 1996) This generation is different from previous generations. Common attitudes have been identified and lead to change in the way we think about work and employment. Entertainment: workplaces must be fun, learning must be entertaining – learning, work, collaboration and entertainment are inseparable Speed: Net-Geners are speeding up the metabolism of organizations Innovation: digital tools have encouraged and enable innovation in all parts of life, including employment Integrity: open, honest information from employers and aligned values Freedom: of choice – where they work, how they work, when they work Customization: of information and employment relationships Scrutinizers: highly engaged online with expectation of transparency Collaboration: high degree of influence with networks – expect to contribute to thought leadership immediately and have a different view of authority in the workplace Source: Accenture - Breck Marshall: Future Workforce Management and Its Impacts

Generational Differences Source: Accenture - Breck Marshall: Future Workforce Management and Its Impacts

The Class of 2008 (college seniors) Source: Accenture - Breck Marshall: Future Workforce Management and Its Impacts

Salary is not everything 2008 College Poll: Salary Most Important Job Factors With Benefits a Close Second. Most Would Trade-off Some Salary for Superior Benefits.

We need to get past the salary excuse and leverage what have and develop our potential

So, what else must Government do? Recognize the workforce of tomorrow isn’t one-size fits all – understand subgroups Continue to exploit our advantage: job security, benefits, limited travel Market the great things about our organizations’ missions – benefits to others Find ways to maintain accountability as we add flexibility to terms and conditions Find ways to maintain security as we promote collaboration & provide a robust digital tool kit for innovation

So, what else must Government do? Transfer corporate knowledge from boomers before it walks out the door Change policies that limit individuality and creativity in the workplace Recognize management competencies needed to lead the workforce of tomorrow Keep inventory of employees skills and link skills to internal opportunities Don’t sacrifice progress for the sake of perfect – tap into the new speed potential Continuously communicate organizational values and promote transparency

Ohio Digital Government Summit WORKFORCE OF TOMORROW Challenges for the Government Sector QUESTIONS?