1 / 31

Moderator:

Building a Great Workforce: How Organizations Can Improve Their Approach to Talent Management Michigan Digital Government Summit October 14, 2009. Moderator:. Phyllis Mellon, Ph.D. Chief Deputy Director, MI Department of Information Technology. Panelists:. David A. Parent Principal

keagan
Download Presentation

Moderator:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Building a Great Workforce:How Organizations Can Improve Their Approach to Talent ManagementMichigan Digital Government SummitOctober 14, 2009

  2. Moderator: Phyllis Mellon, Ph.D. Chief Deputy Director, MI Department of Information Technology Panelists: David A. Parent Principal Deloitte Consulting LLP • J. Kevin Ford, Ph.D. • Organizational Psychology • Michigan State University

  3. Three current myths about IT Talent... Myth 1: In our current economic downturn, with high unemployment rates, attracting and retaining talent is less critical than it used to be The Reality: Attracting, developing, and keeping your best talent is more important than it’s ever been Michigan Digital Government Summit, October 2009

  4. Three current myths about IT Talent... Myth 2: The Public Sector cannot compete with the Private Sector for top talent The Reality: • The Public Sector has more to offer than we often realize Michigan Digital Government Summit, October 2009

  5. Three current myths about IT Talent... Myth 3: Addressing Talent issues takes a large budget and a dedication of significant resources The Reality: • The things people care about most do not cost a lot Michigan Digital Government Summit, October 2009

  6. Session Overview Overview of Today's Session Introduction of Speakers Michigan Digital Government Summit, October 2009

  7. Six Steps to Building a Great Workforce David A. Parent Principal Deloitte Consulting LLP

  8. Step 1: Build a Better Plan Consider: • How will our organization look in the future? • What skills will we need in 3 years? In 5 years? • How will our activities be different? • Where will we find these skills? • Workforce Planning • Missing component in many organizations • More than how many slots to fill next year • Needs to be future-oriented • Internal and external assessment • Prioritization of Critical Workforce Segments • Some positions have greater impact than others • Some skills are harder to find than others • With limited resources, those require the greatest attention Michigan Digital Government Summit, October 2009

  9. Step 2: Modernize Your Sourcing Process • Redesign Recruiting Processes • Throw out "One Size Fits All" strategies • “Need for Speed” – starting with technology • Innovate – consider non-traditional talent pools • Sell what the Public Sector has to offer • Commitment to service • Broad opportunities • Workplace flexibility Michigan Digital Government Summit, October 2009

  10. The Keys to Attraction and Retention Michigan Digital Government Summit, October 2009

  11. Step 3: Develop, Develop, Develop Expectation of latest generations in the workforce Begins and ends with the Manager • Requires expectations to be set with managers • Management development has high payback Think of development broadly – much more than training Michigan Digital Government Summit, October 2009

  12. Step 4: Deploy Talent with Meaning • Along with relationship with one’s manager, “meaningfulness” of one’s role and assignments is at the top of job satisfaction indicators • Development should be added as criteria when making assignments, then monitored during and after • Many opportunities in Public Sector – but need to re-think traditional, narrow career paths Michigan Digital Government Summit, October 2009

  13. Step 5: Find Ways to Connect Your Diverse Workforce Connection drives commitment and retention Many formal and informal examples • Communities of Practice / Interest Groups • Mentorship programs • External organizations and events Use technology (e.g., social networking) Michigan Digital Government Summit, October 2009

  14. Step 6: Continuously Evaluate & Refine Instill continuous improvement mentality to Talent Management • Don’t aim for perfection – Better to start small, test, then build • Establish and (truly) use feedback mechanisms • Learn from others Monitor • Take pulse of the labor market • Take pulse of your talent’s “commitment” Michigan Digital Government Summit, October 2009

  15. These 6 Steps Can Make a Difference Build a Better Plan Continuously Evaluate & Refine Step 1 Modernize Your Sourcing Process Step 6 Step 2 Step 5 Step 3 Find Ways to Connect Your Diverse Workforce Develop, Develop, Develop Step 4 Deploy Talent with Meaning Michigan Digital Government Summit, October 2009

  16. Develop & Deploy with Impact:Valuing Learning in Challenging Times J. Kevin Ford, Ph.D. Organizational Psychology Michigan State University

  17. Preface “Most organizations today espouse some variation on the philosophy that “people are our most important asset” and invest money in workforce development through training programs. But truly committing to helping people grow requires much more than this…” • Peter Senge 2005, Fifth Discipline Michigan Digital Government Summit, October 2009

  18. Leadership Reflection Think of someone you have observed in your professional career who is especially good at developing others. What does that person DO that makes him or her so effective as a people developer? Michigan Digital Government Summit, October 2009

  19. Leader Roles for Development Assessing Challenging Supporting Michigan Digital Government Summit, October 2009

  20. Leader Role: Assessing • Helps to Identify key competencies for each job • Determines current skill levels and skill gaps • Jointly determines ways for individuals to continuously learn on the job Michigan Digital Government Summit, October 2009

  21. Leader Role: Challenging • Stretches person out of comfort zone by providing opportunities for developing skills • Motivates people to seek mastery and continuous learning • Allows people to see impact of actions and provides time for reflection/learning Michigan Digital Government Summit, October 2009

  22. Leader Role: Supporting • Provides resources that help people handle the struggle of learning • Enhances confidence in ability to learn and grow • Confirms and clarifies lessons learned Michigan Digital Government Summit, October 2009

  23. Portfolio of Leadership Experiences Experiencing Job Transitions Managing at High Levels of Responsibility • Unfamiliar Responsibilities • High Stakes • Scope and Scale Creating Change Managing Boundaries • New Directions • Inherited Problems • External Pressures • Influence without Authority Center for Creative Leadership McCauley – Learning from Experience Michigan Digital Government Summit, October 2009

  24. Inherited Problems Learning Opportunity Fixing problems created by someone else or before your involvement • Improve ability to tackle problems, diagnose root causes, and reenergize people • Learn to make tough decisions and persevere in the face of adversity Michigan Digital Government Summit, October 2009

  25. Scope and Scale Learning Opportunity Managing work that is broad in scope (multiple functions, groups, products) or large in sheer size. • Improve ability to coordinate and integrate across groups and create systems to track work • Learn to feel comfortable accomplishing tasks through others Michigan Digital Government Summit, October 2009

  26. External Pressure Learning Opportunity Managing the interface with important groups outside the organization, such as customers, vendors, and regulatory agencies • Improve ability to represent the organization and to influence external groups • Learn to build relationships and shared agendas with a wide variety of people. Michigan Digital Government Summit, October 2009

  27. Strategies for Development in Place Reshape the job: Add new responsibilities to job Take on temporary assignments: Add tasks that are bounded by time. Seek challenges outside the workplace Michigan Digital Government Summit, October 2009

  28. Challenge Driven Assignments Matrix Competencies Michigan Digital Government Summit, October 2009

  29. Maximize Learning Pre, During, and Post Assignment • Pre - Be clear about the skills, behaviors, or actions to develop in the assignment • During - Support learning (e.g., feedback, coach, sounding board) • Post – Foster learning: • post action reviews – what did well/could improve • development of best practices to diffuse to others Michigan Digital Government Summit, October 2009

  30. Concluding Thoughts • “We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn” • Peter Drucker, Management Consultant Michigan Digital Government Summit, October 2009

  31. Questions &Discussion

More Related