Talent Management: Developing the Talent Pipeline. Presented by: Jerry Greenwell, CEO

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1 Talent Management: Developing the Talent Pipeline Presented by: Jerry Greenwell, CEO

2 The Problem Without comprehensive workforce and succession efforts intertwined with wellexecuted full spectrum talent management, agencies are at risk of being unable to deliver critical services. -NASPE brief 2

3 Gallup How can we prepare future leaders for the leadership demands and challenges our business faces? How can we maximize our investments in learning and development? How can we improve employee engagement and performance? How do we build or evolve our organizational culture amid all this change? 3

4 Do These Faces Look Familiar? 4

5 Public Works Dept. - Today City Engineer January 16, 2005 Director Mgmt. Services January 21, 1987 Deputy Director May 10, 1986 Director Property Services June 26, 2005 Director Engineering February 16, 1985 Director Equipment Services April 17, 1985 Director Water Treatment August 15, 1986 Director Field Services March 20, 1985 Director Transportation & Parking March 2, 1985 Director Solid Waste & Recycling December 12, 2001 Director Administration August 10,

6 Public Works Dept. In 5 Years City Engineer RETIRED Director Mgmt. Services RETIRED Deputy Director Director Property Services June 26, 1989 RETIRED Director Engineering RETIRED Director Equipment Services RETIRED Director Water Treatment RETIRED Director Field Services RETIRED Director Transportation & Parking Director Solid Waste & Recycling December 12, 1991 RETIRED Director Administration 6

7 Drivers for Developing the Talent Pipeline We know the problem Replenish workforce Fill large amount of vacancies Losing institutional knowledge Increase/improve competency levels of staff Knowledge transfer Provide an environment that supports retention 7

8 The Question What are jurisdictions at the local, state, and federal levels doing to build their leadership pipeline to ensure an ample supply of experienced talent for the future? 8

9 Our Findings Two models for building the leadership pipeline: The Just-in-time Approach The Integrated Approach 9

10 The Just-in-Time Approach Select Train & Develop Recruit Hire Retain Competency Model Promotion & Career Mobility Workforce Planning Program Evaluation Performance Management Total Rewards Knowledge Transfer 10

11 Just-in-Time (JIT) Approach Leadership development is like an inoculation you re given just before you travel abroad Focuses on narrow segment of workforce (e.g., middle-managers, high-potentials, new leaders) and mid-late career stage May or may not be aligned w/other HR practices Pipeline is relatively short and narrow, with limited talent flowing through the pipe 11

12 Why JIT No Longer Works Large % leaders will retire at or close to same time Fewer old hands to coach and share knowledge May require faster development, shorter learning curve Downsizing has thinned ranks, skewed age distribution of workforce Managers span-of-control wider, less time for informal development of up-and-comers Contracting-out has thinned mid-career and midmanagers Future leaders need skills and knowledge incumbents may not have 12

13 The Integrated Approach An Integrated Approach to Building the Leadership Pipeline 13

14 Integrated Approach Many HR practices can build leadership pipeline Because they re all aligned with the strategic plan, workforce plan, competency model, and/or other frameworks, they re aligned with each other Employees who are targeted for, or encouraged to seek, developmental opportunities are more numerous and diverse Pipeline is larger, as required by the high volume of leadership talent needed 14

15 What are the Developmental Needs? Understanding other departments Understanding the enterprise and its environment Building relationships and network Getting things done in government Managing change Managing the public Managing the media Influencing, motivating, developing and retaining talented people Managing conflict, dealing with problem employees 15

16 How is the Pipeline Being Built? As pipeline expands, organizations need to develop organizing framework for pipelinebuilding tactics: Show alignment and integration of initiatives Show approaches targeted to specific segments Identify gaps and set priorities 16

17 How Is the Pipeline Being Built? How is the Pipeline Being Built? Not Just Formal Leadership Programs Not Just Formal Leadership Programs Rotational assignments Developmental assignments Cross-functional teams Action learning and other application projects addressing real issues or challenges Informational visits, presentations Events to bring together senior managers and aspirants

18 How is the Pipeline Being Built? Relationship-building a Major Element Within a leadership-program cohort Across organizational boundaries Within a project team With a mentor or coach With more senior management Challenge: Relationship-building may not always happen on its own Solution: Build in to programs; allocate enough time

19 What s the Impact Building the Leadership Pipeline can do more than prepare future leaders. It can: Boost retention Drive culture change Build a common language of leadership Stimulate innovation Enhance organizational effectiveness

20 What Can We Do? 1. Succession Planning and Workforce planning is the foundation the two should be considered intricately linked parts of comprehensive talent management

21 Recommendations from Workforce Planning Survey of NASPE and IPMA 21 Succession Planning Establish a governance structure around Succession Planning programs to clarify shared decision making and accountability Automation is single most effective tool for remaining effective Standardize succession planning processes to help ensure multi-level visibility into workforce gaps and facilitate decision making

22 Recommendations from Workforce Planning Survey of NASPE and IPMA Workforce Planning Establish a governance structure regarding workforce planning Plan and begin to identify best ways to automate workforce planning processes Build standardized WFP processes 22

23 What Can We Do? 2. Engage senior leaders in leadership pipeline-building Awareness of need Involvement in process Commitment to ensuring organization will be left in good hands

24 What Can We Do? 3. Identify competencies leaders will need (i.e. Mattel) 4. Assess developmental needs Multi-rater feedback Assessment centers Self-assessments 5. Create leadership development strategy

25 Recommendations for Leadership Development Strategy Focus on development a flexible system oriented toward developmental activities, not a rigid list of high potentials and slots they might fill Identify linchpin positions Make it transparent Measure progress regularly (i.e. % of internal vs. external hires) 25

26 What Can We Do? 6. Institutionalize the process of creating and following-through on Individual Development Plans (IDPs) 7. Tap into the talent pool of retirement-eligible employees and retirees to help build pipeline 6. Don t let cost keep your organization from building the leadership pipeline Potential collaboration across departments and jurisdictions Low-cost solutions

27 The Integrated Approach An Integrated Approach to Building the Leadership Pipeline 27

28 Recruitment Modern competitive recruiting must be an integral part of succession planning. 28

29 29

30 30

31 Top Things Millennials Consider in Job Searches Products and services Culture that rewards creativity & efficiency Dedication to causes/making positive impact Positive office environment blending work/social Diversity and recognition Flexible work schedules Technology and social media Source: Government Technology 31

32 Where would you prefer to work? The Director of Finance reports to the City Manager. The Finance Department has an Annual Budget of $1.6 million and ten full-time staff members (9.5 FTEs). The Director is responsible for accounting, operating and capital budget preparation, financial management systems, purchasing, banking relationships, investment management, debt management, preparation of financial reports, utility rate-making processes, and treasury services. In addition, this role works closely with the Economic & Housing Development Department to evaluate the financial impacts of economic development initiatives. 32

33 33 Where would you prefer to work?

34 More than Posting a Bulletin Active Passive Internal

35 Innovation or Hype?

36 Where are you on the Social Media curve?

37 The BIG THREE

38 VS. Public Sector

39 Private Sector Across industries, there is nearuniversal adoption of social recruiting. 94% 78% 73%

40 Private Sector 49% Better Candidates 43% More Candidates 33% Time to Hire

41 Private Sector Spend = <$1,000/month Return = >$20,000/year and $90,000/year

42 < 50% Public Sector

43 Public Sector Uses

44 Why Is This Important? Agencies compete with commercial industry for talent Pool of available talent is rapidly shrinking With the contrast between government and commercial salaries, agencies must find ways to leverage technology and trends for more level competition. 44

45 Results in Public Sector? 50/50

46 you decided it would be stunningly helpful for your career prospects if I shared my 960+ LinkedIn connections with you Wow, I cannot wait to let every 25- year-old jobseeker mine my connections to help them land a job. Love the sense of entitlement in your generation. And therefore I enjoy denying your invite

47 Effective Social Media Practices Have a policy and consistent approach Extend and enhance other activities No rogue managers/googlers; training Maintain documentation Create user experience that highlights organization as great place to work

48 Your Brand In an increasingly competitive economic and business climate agencies must focus their collective efforts on developing their employer brand if they are to attract, engage and retain talent better than their competitors. No longer should the employer brand strategy be the sole responsibility of the HR department. 48

49 OWN YOUR BRAND!

50 Your Employer Brand The employer brand can be defined as the image of the organization as a great place to work in the minds of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders). The Employer Brand: A Strategic Tool to Attract, Recruit and Retain Talent SHRM

51

52 Your HR Brand Includes thing such as: Discipline Benefits HR s position in organization (i.e. support vs strategic partner) Recruitment & selection; list generation

53 Awards Work Culture/EE Involvement EE Testimonials

54 Your Recruitment Brand Cultivate brand evangelists/ambassadors Examine every candidate touch point Job descriptions Career webpage

55

56

57 Summary Now is the time to act Examine and redefine processes to meet today s demands Determine how technology can assist Retool current culture to prepare for new millennial work force Know how to attract and retain millenials 57

58 Visit us at More Questions? Contact us Jerry Greenwell-

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