Montana State Human Resources Division Information Systems Talent Management Initiatives Joe Schopfer State Human Resources Division HR Specialist

Workforce Planning and Development Causes for Concern Aging Workforce Competition for Available Talent Change in Workforce Expectations Lack of Succession Planning Knowledge Loss Changing Demographics Ensuring Workforce Diversity

State Employees by Generation

State Tech Employees by Generation

Regular Evaluations Develop and Implement Career Plan (1) Technical or (2) Managerial At Termination Interview Evaluate results Create/Revise a Job Profile Create a posting specifically For the job based on Target Audience Tailor Hiring Process Technical Testing Job fit assessment Panel Interview Reference Checks Select and Hire Script first year Identify work plan and Expectations Evaluate (3/6/12 mo) Employee Life Cycle

Recruitment Initiatives New On-Line Application Process Coming Late Fall, 2008 Military Transition Offices Develop Business Case for New Recruiting Tools Craig’s List YouTube LinkedIN Facebook and other Social Networking Tools

Selection Initiatives Assessment Tools Baseline Assessing Technical Skills Job Fit Interviewing Techniques Training

Probation Initiatives Post Hiring Survey Employee Job What You Expected? Working Conditions Hiring Manager Found What You Wanted? Met Expectations? Develop On-Boarding Processes

Evaluation Initiatives Developing Model Performance Appraisal Tool Begin in SHRD Competencies Work Goals Goal Setting Training (SMART) Individual Development Plan Current Job Skills Anticipated Job Skills Employee’s Personal Development

Career Development Initiatives Survey Existing Career Development Tools Develop Consistent Benchmarks for Technical Positions (2009) Reward Employees for increased knowledge/skills Not forced into supervision Managerial Mentoring Programs Training Programs Develop a Skill Testing/Assessment Center

Training Initiatives Training Evaluation Plan Training Record Keeping Reviewing potential Learning Management Applications

Succession Planning Initiatives Assist Management to Identify Critical Positions Develop Succession Plan Knowledge transfer Avoid “Picking” a successor ID Potential Candidates Provide Appropriate Training to Ensure a Viable Candidate Pool

Supervision/Management Initiatives Emphasis on required skills and behaviors Training Programs Not a reward for technical excellence Gallup research Supervisor most important figure to employee People leave supervisors, not jobs

Exit Interviews Model a Process Carefully scripted Performed by HR personnel Feed results into Exiting employee’s management Current job profile, if necessary Departmental recruiting/retention efforts

Concerns Union contracts Career Plans May Require Approval Attitude: “This is the way we have always done it…” Employee Concerns with Benchmarking Skills Availability of Social Networking Tools

Holistic View All processes flow together Centerpiece is an Accurate Job Description

Thanks for your interest in SHRD’s Workforce Development Initiatives