Workforce Planning: How to Get Started

1. May 1, 2008 Workforce Planning: How to Get Started Marcia Isbell Principal Consultant EMA, Inc. misbell@ema-inc.com

2. This presentation has 2 sections • A Model for Workforce Planning • Recruiting the Next Generation

3. A Model for Workforce Planning

4. Proactive Workforce Planning is… …… a methodical process of analyzing your workforce, determining your future workforce needs, identifying the gaps to be addressed, and implementing SOLUTIONS to accomplish the mission, goals, and objectives of your organization.

5. Basic Steps • Identify what you have (inventory) • Projected retirement data • Demographics and strategic Information • Existing training programs/opportunities • Identify what you want (plan) • Leaders who understand and meet leadership competencies • Effective training which meets the organization’s needs • Identify what you need to do (action) • Plan/phase-in a program which meets your needs • Establish measurable goals/monitoring program • Communicate the programs and goals

6. Base Your Plan on Data What might the data tell you? • There is an immediate need for trained field supervisors & superintendents • The organizations desired leadership characteristics must be publicized and integrated in training programs • The average age of your workforce is 52 and recruiting is not targeted at recent college graduates

7. FieldSupervisors Superintendents Professionals Managers Engineers Office Support Blue Collar 65% 60% 38% 25% 23% 22% 15% Understand Organization’s Projected Retirements: 2008-2013

8. Prerequisites for Successful Workforce Planning are Essential • Executive Leadership and Management Support • Understand Workforce Drivers • Increasing Retirements • Tighter Labor Market • Expanded Skill/Talent Requirements • Clear Strategic Direction with Well Defined Short and Long Term Goals • Human Resource and Organizational Support

9. IPMA Generic Workforce Analysis Model Adapts To Your Utility’s Unique Needs STEP 1 Scan STEP 2 Supply and Demand STEP 3 Gap Analysis STEP 4 Action Compare current to future needs to identify the gap/surplus Strategic plans Internal factors External factors SWOT analysis Workforce Workload Competencies Recruitment/retention strategies Implementation planLeadership SupportChange ManagementCommunicationEvaluationModification Feedback (Reference: “Workforce Planning Resource Guide”, IPMA 2002)

10. Step 1: Scan – Utility’s Strategic Direction Sets “Goalposts” For Your Playing Field • Strategic Plan – defines the business drivers for future workforce skills and the workforce changes that will impact your business • Internal Factors – identifies your organizational capabilities and resources • External Factors – identifies the external drivers and trends • SWOT Analysis – analyzes your strengths, weaknesses, opportunities and threats

11. Analyze Internal Factors • Capability • Resources

12. Understand External Factors • Trends • Drivers

13. Compare the external opportunities and threats against your internal strengths and weaknesses Internal Factors ExternalFactors Positives+ STRENGTHS OPPORTUNITIES Negatives– WEAKNESSES THREATS SWOT Analysis Aligns Organizational Strengths With Workforce Strategy

14. Step 2: Supply And Demand – Analysis Approach Varies To Meet Needs Analyze Future Processes Competencies IDENTIFY WORK Workload Workforce Analyze Current Jobs Analyze Skills Analyze Talents IDENTIFY RESOURCES

15. A Mix of Approaches Can Be Used for Supply & Demand Analysis • Workforce – analyze jobs that need to be done, identify types of positions needed to do the jobs, calculate the number of people needed to achieve organization strategies. • Workload – identify the work processes, capture data (cycle time, volume, cost, performance measures), (consider reengineering!), forecast future workload. • Competencies – focus is on “ideal” workforce, competencies derived from strategic planning, assess workforce to identify competency gap.

16. Step 3: Gap Analysis – Compare Current To Future Needs To Calculate Gap Changing Work FutureWorkforceNeeds Gap Analysis • New Regulations • New Technology • New Facilities • Redesigned Practices • Deficit Resources/Skills • Surplus Resources/Skills • Retirements • Promotions • Demotions • Terminations • Disabilities • Lay-Offs • New Hires • Transfers • Promotions • Recalls Inflows Outflows

17. Gap Analysis Should Have These Generic Components • Analyzing the current workforce • Identifying the workforce needed for the future • Comparing the present workforce to future needs to identify gaps • Preparing plans to eliminate these gaps and build the workforce needed in the future • Evaluating the processes and results to ensure organizational objectives are met

18. Step 4: Action – Prioritize Your Plans Based On Analysis Results • Strategic Planning • Additional Supply/Demand or Gap Analysis • Recruitment & Retention Strategies • Succession Planning • Training Programs • Redesign or Reorganization Opportunities • Diversity Initiatives • Leadership Development • Knowledge Management

19. Business as Usual Visioning: What Will Be Your Future Workforce? Workforce and Workplace Current Reality Today Future

20. Future What Does Your Desired Future Workforce and Workplace Look Like? Desired Vision Workforce and Workplace Current Reality Today

21. Future Workforce and Workplace: What Might They Look Like? • Workforce Composition? • Quantity, Skills Type/Mix • Talents, Knowledge, Experience • Flexible, Cross-Skilled, Tech-Savvy • Workforce Diversity? • Gender, Ethnicity, Cultural Factors • Age, Longevity • Workforce Environment? • Conditions, Flexibility • Culture, Feel • Learning, Growing, Mentoring

22. New Workforce Strategy Future What Changes Are Needed To Achieve Your Desired Future Workforce? Desired Vision Workforce and Workplace Business as Usual Current Reality Today

23. Visioning Exercise:Answer Three Questions • Describe Your Workforce Current Reality • Envision Your Desired Future Workforce and Workplace • What Changes (from Your Current “Business as Usual”) are Needed to Get You There?

24. Recruiting the Next Generation

25. Engineers Machinists/Machine Operators (10) Skilled Trades Technicians (4) Sales Representatives (1) 6. Accounting & Finance (8) 7. Mechanics (3) 8. Laborers (9) 9. IT Staff 10. Production Operators 10 Most Difficult Jobs to Fill IPMA Study 2007

26. HR asked to recruit Vacancy announced Application deadline Testing evaluation begins Testing evaluation complete Hiring manager receives list Time to being interviews Hiring manager offers job New hire reports to work 12 8 17 12 12 11 9 8 15 Average Days to Hire = Up to 104!! IPMA Study 2007

27. Recruiting Actions Reported by Public Agencies • 2/3 of respondents are taking action to address workforce issues • 38% implementing training & development for current workers • 24% implementing flexible schedules for retirees to keep them working longer • 15% creating mentoring programs • Only ½ take applications over Internet • 1 – 10 hours spent per recruitment • 83% do not calculate their cost per hire IPMA Study 2007

28. Why is This a Problem for You? Circumstances Have Changed: • Demographics and Workforce Projections • Aging Workforce • New Work and New Technology New Circumstances Require New Responses And Strategies

29. Workforce Changes are Here! • THE FUTURE • 27%NEXTERS, Echoes, Millenials1980-2000 • 16%GenXers, Generation X1964-1980 • THE PRESENT • 29%Baby Boomers1946-1964 • 23%Veterans, Silents, Traditionalists 1922-1946

30. What Do We Expect to Happen? • 60% of Baby Boomers will retire by 2015 • 61% of America’s youth between 18-24 will be Hispanic by 2015 • 21% of the U.S. population under age 25 in 2000 was foreign-born or first generation, up from only 7% in 1970 • The Asian population increased 48% from 1990 to 2000

31. Which Occupations Will be Most Impacted? • Executive, Management, and Administration Jobs • Professions with high educational requirements • Jobs where downsizing or hiring freezes have skewed the age distribution • Unionized jobs • Part-time jobs

32. Recruitment:What Do We Want? • Sufficient Numbers of Qualified Employees to Meet Business Needs Today and Tomorrow • Trained and Motivated Employees Available When Needed

33. Recruitment: What Do We Need To Know? • Local Demographics • Target Audience(s) and Sites • Key Messages for Key Audiences (One Size Does Not Fit All) • Required vs. Obtainable Skills (for the positions being targeted)

34. Baby Boomers Workplace Values • BABY BOOMERS: 29% of U.S. population • Qualified/experienced • Willing to work overtime • Willing to work until retirement • Loyal to employer • Identify self-esteem/personal worth with job • Grateful for steady employment

35. Tools Used to Recruit Baby Boomers Reflected “Crowd Control” Techniques • Multiple Hurdle Processes • Long, Formal, Inflexible Processes • “Paper” Intensive: Copies of Resumes, Supplements, Licenses, Certifications, (No On-line Applications) • Limited Feedback to Applicants • Complicated Civil Service Procedures

36. Today’s Target Audience: GenXers • GENXERS: 16% of U.S. population • Lukewarm on overtime • Need job training/not necessarily qualified • Impatient/unwilling to wait for job perks • Expect portable benefits/customization • Seek personal satisfaction/independence • Do not identify their self-esteem with their jobs • Not likely to work until retirement at one company

37. Updated Recruitment Tools Needed to Grab Attention of This New Market • Online Job Applications and Quick Responses • Training and Independence Emphasis • Increased Communications/Outreach • Openness/Readiness for Change • Negotiation/Customization and Challenges

38. Learning: A Key to Keeping GenXers classes action! the more GenXers learn; the more likely they stay..... inclusion creativity technology! autonomy collaboration

39. Recruitment: What Do We Need To Do? • Identify New Target Pools • Try New Approaches to be More Attractive • Look Outside of Your Industry: Be Bold! Take Risks! • Be Willing to Fail

40. Share The Vision! Respond Faster/ Explain Better Update All Written Materials Agency Mission Agency Benefits Job Announcements Work Opportunities Improve Training and Availability Be Open and Ready for Change Make Recruitment an Organization Priority

41. Accentuate The Positive About Working at Your Organization • Emphasize Assets: Location, Working Conditions, Salaries • Identify Potential Benefits • Highlight Agency Mission: Environmental and Public Health Stewardship • Identify Creative Work

42. What Workers Want! What Matters (Rate 1-10; 1= Matters Most) To "Mature" Workers(Age 55+) To "Mid-Career" Workers(Age 35-54) To "Young" Workers(Age 18-34) A. Flexible Work Schedule 6 6 6 B. Work that Enables Me to Learn and Grow 3 3 3 C. Ten Percent More in Total Compensation 8 7 7 D. Comprehensive Retirement Package 1 2 4 E. Work that is Enjoyable 5 4 2 F. Two Weeks Additional Paid Vacation 10 8 8 G. Work That's Personally Stimulating 4 5 5 H. Comprehensive Benefits Package 2 1 1 I. Work That is Worthwhile to Society 7 9 9 J. Flexible Workplace 9 10 10 Source: The New Employee/Employer Survey - Harris Interactive Poll of over 7,700 employees nationwide,originally sponsored by 30 major organizations.

43. Get “Out Of The Box”! • Look in New/Different Places for Talent • Highlight/Reward Creativity and Flexibility in the Approach to the Job • Upgrade/Link Your Website to New Sites • If your old way is not meeting yourrecruitment needs, take risks and “crank it up a notch”! Are you listening to What Workers Want?

44. What’s In It For Your Agency? • Better managed organization • Shared clarity on Strategic Plan priorities • Involvement of management in recruitment goals and actions • Understanding of broad Human Resources funding needs • More satisfied employees • Challenges and opportunities • Communication and inclusion • Enhanced reputation • More successful recruiting

45. Recruitment Exercise:What Do You Need to Do? • Identify one NEW recruitment strategy that your organization could implement to significantly impact hiring results. • List the action steps that are required to implement this recruitment strategy. • Identify obstacles to the strategy and quick thoughts on actions to overcome obstacles.