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2014 IPMA-HR’s Benchmark Presentation Talent Management. International Training Forum & Expo Douglas K. Smith Gale LaRoche. ipma-hr.org. Introduction. Who we are? Survey instrument developed with collaboration from IPMA-HR’s research council. Past benchmark topics covered:
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2014 IPMA-HR’s Benchmark Presentation Talent Management International Training Forum & Expo Douglas K. Smith Gale LaRoche ipma-hr.org
Introduction • Who we are? • Survey instrument developed with collaboration from IPMA-HR’s research council. • Past benchmark topics covered: • 2013: Recruitment and Selection Benchmark Report • 2012: Variable Pay in Public Sector • 2011: Benefits Survey • 2010: HR Metrics Survey • 2009: Workforce & Succession Planning
Introduction • Reasons for covering this year’s benchmark topic; Talent Management: • Greying public sector; 4 out of 10 organizations estimating 20% or more of their staff retiring in next 5 years • Slightly over a quarter (27.38%) report having a succession plan in place. • Veterans 2% higher unemployment rate than non-Veterans (2013 US Census) • 40% of unemployed are millennials (Georgetown University’s Center on Education)
Research Objectives • Veteran Recruitment & Retention • Millennial Recruitment and Retention • Succession Planning
Research Methodology • Survey emailed to 5,162 public sector (state, federal, local) government human resources practitioners who are members of IPMA-HR. • Incentive: Chance to win a gift card • 479 completes; 9% response rate, with a + 4.27% confidence interval at a 95% confidence level.
9 Out of 10 Have No Concern Over Hiring Service Members (N=417)
Veteran National Guard and Reservist Recruitment Strategies (N=126-127)
Own Website Most Effective (N=110)
Support Provided to Management/Supervisors of Veterans (N=38)
Determining Transferrable Skills From Military to Civilian • 89B Ammunition Specialist (Army Enlisted): Assist in receipt, storage, issue, maintenance, modification, destruction and demilitarization of explosive items; operate MHE to maneuver ammunition; supervises lower grade Soldiers and provides technical guidance to the soldiers in the accomplishment of their duties; assist in the preparation of transportation of ammunition, ammunition components and explosives; prepares/reviews ammunition storage waivers; prepare complex ammunition malfunction reports; ensures ammunition quality assurance/quality control procedures are followed.
Determining Transferrable Skills From Military to Civilian 913A Armament Systems Maintenance Warrant Officer (Army Warrant Officer) Establishes a technical library and examines, interprets, and disseminates technical material, including orders and bulletins. Performs duties described in preceding skill levels; administers the MOS Life Cycle Management and oversees personnel proponent functions affecting CMF 94, CMF 89 and Branch 91; serves as the senior technical advisor at the highest echelons of command and to allied armies in all matters pertaining to maintenance and logistics; provides technical advisory services on contracting and production matters to commanders; manages the development of training packages to ensure Army personnel are prepared to maintain new equipment systems prior to fielding; performs other officer level duties as required consistent with senior staff officer responsibilities; serves as assignment manager at Human Resources Command. Performs duties described in preceding skill levels; Manages maintenance activities and personnel at field and sustainment level; directs the repairs of complex malfunctions occurring in tank turret electrical, hydraulic, fire control and instrument systems.
Military Support Groups • Soldier for Life • Marine for Life • Wounded Warrior • Army Pays • IPMA will also be developing a listing of resources for the support of Military recruitment
Interview Considerations & Military Culture • Vast majority of transitioning soldiers have never interviewed for a job • Soldiers are not conditioned to talk about themselves – very team oriented • Preparation for civilian interviews is improving, but many Soldiers are unaware of their true potential • Probing / leading questions help them open up • Retain idiosyncrasies of military culture • Respect for position • Military terminology • Team player
Succession Planning Succession Planning can be defined as a purposeful and systematic effort made by an organization to ensure leadership continuity, retain and develop knowledge and intellectual capital for the future, and encourage individual employee growth and development.
Why is Succession Planning such a “Hot Topic” • 4 out of 10 IPMA-HR members estimate that their organizations could lose 20% of their staff over the next 5 years due to retirement. • Asked to rate on a scale from 1 “no concern” and 5 “very concerned”, the level of concern organizations have over their aging workforce was only a 3.5 • A little over a quarter (27%) of public sector HR professionals said that they have a succession plan in place.
What are some barriers to succession planning?
Barriers to Succession Planning (N=332)
Who are Gen Y or Millennials? Born 1979-1994 (Ages 20-35)
Characteristics of Gen Y • Strong sense of morality: Why am I doing this? • Goal and achievement oriented • Digital Natives • Value intelligence, innovation, and frequent feedback • Value work/family balance • Multi-taskers • Group work and collaboration
Top Websites for Millennial Recruitment (N=290-301)
Gen Y Expect Strong Web Presence • Evaluate organizations based on their web-presence. • Go to website to learn about employer. • Evaluate the website not just on the information presented, but on site quality. • Have as part of website a campus focused section and include some photos of some “hip” current employees. • Include interactive components of the website, possibly an interactive chart or diagram detailing how they can advance • Incorporate social media
