1. 1 Changing the Hiring Paradigm: Retaining and Maintaining a Skilled Workforce Kurt A. Steward, Ph.D Former CFO, Dallas Fire Rescue Kurt.Steward@infor.com Rich M. Evans Senior Director, Florida Blue Rich.Evans@bcbsfl.com

2. 2 2 The Constraints in Government

3. 3 A New Era Population growth and aging Sustainability Aging infrastructure Declining budgets Depleted resources Loss of knowledgeable staff (SME) Regulatory controls Transparency Accountability Access to services Social media Mobility Regulatory compliance Workforce transitions Diminishing resourcesGreater expectations

4. 4 A Big Impact Employee Turnover Employee Performance Hiring Processes Hiring Risk Mitigation

5. 5 Workforce Worries What percentage of your department’s workforce will retire within the next five years? Does your department have adequate staff and resources to perform its job? Can you attract and retain younger employees to meet your workforce needs? Based on staff development during the last CY, how has the expertise in your department changed? SOURCE: June 2013 - An eRepublic survey of 223 Senior Management and Decision Makers in S&L Government

6. 6 The Old Approach 6 SubjectiveNot scalable Hard to quantify Old technology Inconsistent results

7. 7 The New Approach For A New Era

8. 8 Talent Science A concept that can help you not only identify and select better candidates while streamlining your hiring process, but also help you guide an individual through every stage of the talent lifecycle.

9. 9 How it Works 1 Examine incumbent assessment results and performance data from a large employee sample Create an optimal pattern that predicts success 23 Candidates apply online and take the behavioral survey 4 Compare the candidate’s behaviors against a performance profile 5 Generate results explaining how the candidate differs from the performance profile

10. 10 What it Means for State & Local Government Incorporate unique cultural, cognitive, and behavioral factors that have demonstrated success in a particular role Complete one assessment that can be proactively used for review against any position available Hiring Managers save time by focusing on the best fit candidates Assess fit compared to competency groups and key behaviors Compare fit to current positions and future roles to assess growth potential and career path

11. 11 The Journey to Talent Actualization Rich Evans, Senior Director of HR and Executive Staffing, Florida Blue

12. 12 What is Talent Actualization? Individual’s innate drive to reach their full potential… “What a man can be, he must be. This is what we call self- actualization.” - Maslow Self actualization Esteem needs Social needs Safety needs Physiological needs

13. 13 Key Themes Organizational change initiative Organizational drive to reach potential

14. 14 Defining Talent Actualization Talent actualization is utilizing an intentional talent strategy to support an organization’s drive to reach its full potential Change initiative Talent management Change initiative Talent management

15. 15 Focusing on Executive Need Using Talent Science for Registered Nurses, Direct Sales, Customer Service Advocate, Claims Advocates Retail Positions Change initiative Adapt in an evolving marketplace Rebrand to have a retail face Talent strategy Made strategic top level hires to provide outside experience and insight Use Profiles to facilitate hiring into new conceptual business model What’s next Ongoing Executive involvement, buy in and support Focused on conducting a Post Deployment Study

16. 16 Focusing on Executive Need In order to adapt to a changing market, talent focus starts from the top Strategic leadership hiring supports the organization Involve executives as early as possible Establish ongoing reporting to keep key executives informed Utilize anecdotal feedback early in the project Keep the focus on study potential to provide hard metrics

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