Meeting the Challenge: Attracting and Retaining a World-Class Work Force 1. Overview and Framework

1. Meeting the Challenge: Attracting and Retaining a World-Class Work Force1. Overview and Framework rlavigna@ourpublicservice.org

2. Why it Matters “It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.” ”In the globalization system … One of the most important and enduring competitive advantages that a country can have today is a lean, efficient, honest civil service system.” “Government is always going to be able to fill vacancies. The important question is whether we can fill them with talented and committed people with the skills we need.”

3. Why it Matters “The challenge is to attract and retain people who are a cut above the competition. You need to provide benefits, good working conditions, and an environment that caters to their personal needs and business needs. That’s a tough balance.” “Don’t give me excuses, just make the hiring process work!” “In the government, you get an order and you follow it. I realize that as a leader, I need to be more creative and innovative.” “By the end of the day I felt I had made a terrible mistake … My agency lost its shine on my first day.”

4. Why it Matters • Grant Thornton 2008 survey – HC/HR #1 concern • GT 2009 survey – right talent #1 factor in clean audit • 2009 survey of corporate CFOs – most critical factors: • Strong leadership • Hiring best people

6. Public Sector Workforce is Graying

7. Government Agency -- Today

8. Same Agency -- in 3 Years

9. More Complex Workforce:Multiple Generations • Traditionalists (born before 1946) • Boomers (born 1946-64) • Gen Xers (1965-81) • Millennials (>1982)

10. More Complex Workforce:Changing Expectations • Free agents • Less loyalty -- “transactional” relationship • “Knowledge nomads” – mobile skill sets • Demand work/life balance

12. Guam Division of Accounts Workforce: Today and Tomorrow

13. Guam Division of Accounts Workforce: Today and Tomorrow

14. Guam Division of Accounts Workforce: Today and Tomorrow

15. Island Workforces – Today and Tomorrow Employees New Annual 5-Year 10-Year HiresTurnoverRetirem’t.Retirem’t. Guam 46 48%11%35%50% Palau 125 20% 7% 16% 28% USVI 107 24% 8% 27% CMNI 125 33%14% 8% 25% American Samoa 147 24% 5% 20% 35% FSM 77 31% 6% 10% 31% Yap 25 64% 18% 4% 12%

16. So … What’s It All Mean? • Workforce undergoing dramatic shifts • Tougher to attract and retain talent • Public sector feeling these effects first • Government must adapt to the talent market, not vice-versa

17. What We’ll Cover • Recruiting and hiring talent • Recruiting v. hiring • Meeting candidates’ expectations • Recruiting strategies • Effective hiring • Onboarding effectively • What it is and why it’s important • How to onboard effectively

18. What We’ll Cover • Maximizing employee engagement • What employee engagement means • Why it’s critical • What drives engagement • How to maximize engagement • Building the leadership pipeline • What is leadership • Integrated approach to building leadership

19. What We’ll Cover • Working effectively with HR • The evolving role of HR • Setting mutual expectations • How to meet these expectations

20. What We Won’t Cover • Secret formulas, magic bullets • Easy answers • Simple solutions • One-size-fits-all approaches • Turning you into an HR expert

21. Research: Creating and Applying New Knowledge Hiring Interns Onboarding New Employees Recruiting on Campus What Students Want Hiring Baby Boomers Finding Jobs Building Employee Engagement

22. How Does Government Meet These Workforce Challenges? • Understand expectations • Develop multiple pipelines for talent • Recruit aggressively • Make the hiring process work • Maximize engagement and satisfaction

23. How Does Government Meet These Workforce Challenges? • Make performance management work • Build the talent/leadership pipeline • Create more flexible, timely, user-friendly and responsive civil service systems • Use workforce planning as the foundation

26. Resources Business Strategies Reward/Recognize Mission Accomplished Workforce Planning Engage Plan for Succession Environment Train/ Develop Human Capital Framework Recruit and Hire / Onboard Manage Performance Core Purpose/Values

27. Workforce Planning: What It’s Really About • What talent do we need to succeed – now and in the future? • What talent do we have now? • Where are the gaps? • How are we going to eliminate these gaps?

28. Workforce Planning

29. There isn’t any silver bullet to attract, develop and retain talent It takes silver buckshot!

30. Now It’s Your Turn! • Your workforce/talent challenges • How you’re dealing with them

31. Meeting the Challenge: Attracting and Retaining a World-Class Work Force 2. Recruiting and Hiring rlavigna@ourpublicservice.org

32. What We’ll Cover Recruiting and hiring talent • Recruiting v. hiring: what’s the difference? • Need for aggressive recruiting • Recruiting strategies – your role • Effective hiring

33. Resources Business Strategies Reward/Recognize Mission Accomplished Workforce Planning Engage Plan for Succession Environment Train/ Develop Human Capital Framework Recruit and Hire / Onboard Manage Performance Core Purpose/Values

34. Why it Matters “It is not at all clear how government can be well executed unless it is able to compete more effectively for its fair share of talent.” “Government is always going to be able to fill vacancies. The important question is whether we can fill them with talented and committed people with the skills we need.”

35. The Research

36. Recruiting v. Hiring • Recruiting – Attracting an adequate number of interested and well-qualified candidates • Hiring • Evaluating the candidates to decide who to hire (i.e., who to make the job offer to) • Getting the best candidate to accept

37. Reactive v. Proactive Recruiting • Reactive • Repeat the job description • Create a new brochure • Post an ad – newspaper, Web • Sit back and wait • Proactive • Where can I find the best people? • How do I reach them? • How do I convince them to apply? Accept? • How can I best use our limited resources? Recruiting is everyone’s job!

38. The Universum “IDEAL Employer” Survey • Annual survey of undergraduate students • 43,313 respondents • 195 colleges/universities • 260 employers

39. What Are the Top Attractors? • Culture that respects my individuality • Work/life balance • Base salary • High level of responsibility • Good reputation • Rapid promotion • High ethical standards • Exciting products and services • Friendly work environment • Creative, dynamic work environment

40. Top 4 Career Goals • Work/life balance (66%) • Dedicated to a cause, feel that I am serving a greater good (46%) • Secure or stable in my job (46%) • Competitively or intellectually challenged (40%)

41. WhereStudents Want to Work % “extremely” or “very” interested in working for

42. But Few Plan to Work in Government Which best describes your current plans immediately after graduating?

43. Why? Because Knowledge is Low 13% Total Knowledgeable How knowledgeable do you feel about career and internship opportunities in government?

44. But … The More They Know, the More They Like Did information -- what you saw, heard or read -- about federal government job or internship opportunities make you more or less interested in government opportunities? % “more interested”

45. Leaving Talent on the Table: Capitalizing on Intern Programs The numbers • Private sector employers hire 50% of interns • Jumps to 59% for co-ops • 40% of all vacancies filled by interns • Employers see internships as one of most effective hiring tools • Students see internships as avenue to full-time employment

46. Recruiting Strategies: High Tech plus High Touch • Develop a long-term strategy – build alliances and relationships • Identify needs – recruiting plan • Avoid “drive-by recruiting” • Invest to build success • Obtain and provide a point of contact • Recruit aggressively – market and personalize public service to multiple talent pools

47. Recruiting Strategies: High Tech Plus High Touch • Use “near peers” • Hire through internships • Provide substantive work • Follow up • Convert students to permanent employees • Use technology – but smartly! Recruiting is everyone’s job!

48. Why Become Involved in Recruiting ? • You know the work • You know the culture and work environment • You know the skills and competencies • You know the impact • You can provide “high touch”

49. Personalize: “Making a Difference in People’s Lives and Your Own”

50. This Web Site …