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

2. 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Outdated job classifications

3. 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

4. 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

5. 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

6. New Classification System Design

7. Sourcing strategy

8. 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?

9. 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

10. 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?

11. 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

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

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

14. 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.

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

16. 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

17. 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

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