Innovative Talent Management Strategies in the State of Tennessee

Transcription

1 9//0 Innovative Talent Management Strategies in the State of Tennessee A Focus on People with a Focus on the Future Facilitator: Trish Holliday, SPHR Chief Learning Officer State of Tennessee Sponsor: Troy Wintersteen Director, Cloud Applications Strategic Programs Oracle Public Sector Many Generations One Workplace For the first time in our history, there are at least four generations represented in the workplace. Composition of the National Workforce: Traditionalists - % (prior to 96) Baby Boomers- 9% (96-96) Generation X- % (96-98) Millennial- % (98-) What Does the Multi-generational State of Tennessee Workforce Look like? Percentages of each generation in the : Traditionalists (aged 66+) - % (,8) Baby Boomers (aged 8-66) - % (0,80) Generation X (aged -7) - 6% (6,6) Millennials (aged 0 and under) - 0% (,676) Of the present % are currently retirement-eligible (over 9,000). This will rise to % over the next 0 years.

2 9//0 The Urgency for Talent Management This dynamic global business environment is at the root of an unprecedented set of talent challenges. Workforce Challenge Shrinking Workforce Aging Workforce Globalization War for Talent LowEmployee Engagement Workforces of Generations X & Y Talent Management Challenge Heightened competition for talent Loss of experience and intellectual property Leadership gaps Mobile and diverse Skills shortages in key roles High turnover Poor performance New recruiting/sourcing techniques Focus on employment brand New techniques for employee engagement and motivation State of Tennessee s Definition of Talent Management Talent management drives agency results when leaders use the right data to align business and people. State of Tennessee Department of Human Resources Mission: Providing strategic human resources leadership and partnering with customers for innovative solutions. Vision: To be consistently recognized as national thought leaders in human leadership and solutions. Values: Collaboration, Continuous Improvement, Customer-Driven Excellence, Data-Driven Decision Making, Respect, Visionary Leadership Previous State: Entrenched Current State: Transforming Future State: Transformed Cumbersome business processes Job Classifications did not reflect current business needs Limited employee engagement Inconsistent learning and development Silo mentality Tenure-driven employment practices T.E.A.M. ACT Tennessee, Excellence, Accountability and Management Recruit Reward Retain Technology (Peoplesoft) Utilized Talent Management Model and System Aligned for state agencies and roles Identified best practices for hiring top talent Established recognition and reward practices Valued relevant internal and external leadership development opportunities

3 9//0 Lead an Organization Mission-Driven Customer Focused Innovative Lead People Courageous Talent Focused Develop Self Self-Management Integrity High Performing Learn Apply LEAD

4 9//0 An organized body of information, usually of a factual or procedural nature, which if applied, makes adequate performance on the job possible. Competencies are observable and measurable characteristics of a person that include using knowledge and demonstrating skills, behaviors and abilities that contribute to improved performance. Knowledge Skills Abilities Competencies The manipulation of data, things, or people through manual, mental or verbal means. Skills are measurable through testing, can be observed, and are quantifiable. The capacity to perform a physical or mental activity at the present time. Typically abilities are apparent through functions completed on the job. Abilities and skills are often interd. The main difference is that ability is the capacity to perform.

5 9//0 Leadership Strategy Change Continuum Is your organization... Averse Resistant Managing Friendly Seeking? Taken from The Ever-Changing Organization by Gerald R. Pieters, Ph.D. and Doyle W. Young Job Analysis

6 9//0 Oracle State of TN Process Maturity Assessment Employee Development Strategic Vision BEST PRACTICE Workforce Planning Competency Management STABLE MARGINAL Succession Planning Performance Management Learning Career Planning Current Target 6 Manage Talent with an Integrated Process PROFILES Recruit, train and retain at all levels Scalable Global Single Platform Integrated Processes Integrated Data Integrated Visibility Business Intelligence capabilities permeate all three levels Putting it all together 6

7 9//0 Connecting Through Profiles Skills Knowledge Profile Attributes Licenses & Certificates Experience Company Defined Content Group Memberships PeopleSoft HCM 9. Maximizing Performance with eperformance GOAL ALIGNMENT The ability to identify and visually display multiple levels of organizational goals EMPLOYEE ACCESS Grant employees access to relevant organizational goals The ability for employees to adopt or create related objectives OBJECTIVE DISTRIBUTION The ability for managers to create and push specific objectives to one or more employee performance documents USABILITY ENHANCEMENTS Streamlined documentation creation process Additional performance document configuration options PeopleSoft HCM 9. Greater Compensation Management and Planning Plan and allocate various compensation types based on budget and performance via integration Delegate compensation process authority and approvals Leverage a grid-like user interface for greater usability Manager Use compensation allocation decision making tools like embedded analytics Deploy an Integrated, Standardized Compensation Process Globally 7

8 9//0 PeopleSoft HCM 9. Learning Management Enhancements Enhanced Notifications Improved Templates and Notification Event Manager Improved Ad Hoc Notification Manager Improved Notification Processor Learning Objectives HR (Job/Position) or eperf s create Learning Objectives Employee can add Learning directly to IDP Talent Pools create Planned Learning in ELM Learning Portfolio Management Admin can define Training Plans and costs Admin can compare budgets to actuals Admin can produce Training Plan in XML Publisher Improved Usability New Calendar views for employees and instructors Catalog enhancements Learning Plan enhancements Career & Succession Planning Plan for the Future Create hierarchical succession plans to identify, track and manage key employees Real-time visualization of incumbents, successors and relevant profile data with configurable X-Y rating box grids Integration with Profile Manager to support matching, ranking and skill gap identification Ability to search internal and external candidate pools Intuitive, graphical user interface with drag and drop capabilities, deployed via manager self service Provide employees career planning resources including career, career choice and career advancement Business Intelligence Dashboards Issues, Insights, Actions HR Organizations Struggle to Understand the Workforce No Accurate View of Workforce Profile Lack of Visibility into the Effectiveness of HR Programs Poor Alignment of Talent Management Strategy with Corporate Strategy Time Wasted Gathering Data to Manage and Report Addressed Through Business Intelligence Dashboards Talent-related reporting and analytics to the desktop with key metrics that cross products and/or processes Insight on talent issues provided to organizational leaders, line managers and HR professionals Early warning of potential problems that could impact their ability to meet business objectives. 8

9 9//0 Workforce Development BI State of Tennessee Department of Human Resources Mission: Providing strategic human resources leadership and partnering with customers for innovative solutions. Vision: To be consistently recognized as national thought leaders in human leadership and solutions. Values: Collaboration, Continuous Improvement, Customer-Driven Excellence, Data-Driven Decision Making, Respect, Visionary Leadership Previous State: Entrenched Current State: Transforming Future State: Transformed Cumbersome business processes Job Classifications did not reflect current business needs Limited employee engagement Inconsistent learning and development Silo mentality Tenure-driven employment practices T.E.A.M. ACT Tennessee, Excellence, Accountability and Management Recruit Reward Retain Technology (Peoplesoft) Utilized Talent Management Model and System Aligned for state agencies and roles Identified best practices for hiring top talent Established recognition and reward practices Valued relevant internal and external leadership development opportunities Trish Holliday, SPHR Chief Learning Officer State of Tennessee Department of Human Resources Office Phone: Mobile: