California State Council – SHRM2008 Legislative Council

April 28, 2008

The New Workforce & A Little Bit About HR Modernization The Right People in The Right Jobs

California State GovernmentOne of the largest employers in the U.S.

The State’s Aging Workforce

State Employee Age Profile As of 12/31/07

0

5

10

15

20

25

30

35

18-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60+

Age

Per

cen

tag

e

CEAs

Mgrs/Supervisors

Rank & File

Who’s eligible to leave in the next 5 years?

35% of our current workforce, or roughly 80,000 employees

49% of our managers and supervisors

75% of our top leadership

What does our current workforce look like?

California State Employees by Generation

13%

55%

29%

4%Traditionalists Baby Boomers Gen X Gen Y

Generations in the Workplace

Traditionalists 1900-1945, 31 million

Baby Boomers 1946-1964, 77 million

Generation X 1965-1980, 46 million

Generation Y 1981-1999, 78 million

Generational NeedsTRAD.GEN.

BABY BOOMERS

GEN.X

GEN.Y

Clearly Defined Structure

Participative Management

Balance Collaboration

Respect for their Knowledge

EmpowermentFlexible Work

SchedulesAble to

Multi-Task

Measurable Goals

To be Personally cared about by Management

Casual Relationships with Authority

Fun

TopDown

Approach

To be in Charge of Something

Technology is important

State of the Art Technology

Four Generations The time for a one-size fits all solution

is past. As you develop solutions to the

generational issues, you need to consider the motivational trigger points of the generations you wish to recruit and retain to ensure your solutions will work.

That means you need to understand the generations.

Traditionalists (62+)

Influences Great Depression, Roaring

Twenties, World Wars I & II, Korean War, G.I. Bill

Characteristics Patriotic, loyal, “waste not, want not,”

faith in institutions, military-influenced TOP-DOWN APPROACH

Key Word: LOYAL

Baby Boomers (44-62)

Influences Suburbia, TV, Vietnam, Watergate,

protests, human rights movement, drugs, rock ’n roll, the “Pill” and women entering and staying in the workplace.

Characteristics Idealistic, COMPETITIVE, question authority

Key Word: OPTIMISTIC

Generation X (28-43)

Influences MTV, Atari, PCs, divorce rate

tripled, latch-key children, Just Say “NO,” MADD

Characteristics Eclectic, resourceful, SELF-RELIANT,

distrustful of institutions, highly adaptive to change and technology

Key Word: SKEPTICISM

Generation Y (8-27)

Influences Expanded technology, natural

disasters, violence, gangs, diversity

Characteristics Globally concerned, realistic, CYBER-

LITERATE, “personal safety” is number one concern

Key Word: REALISTIC

At work withTraditionalists

How they work Stable, detail-oriented, thorough, loyal

and hard-working Their preferences

Not comfortable with ambiguity or change

Reluctant to buck the system Uncomfortable with conflict Reticent when they disagree

At work withBaby Boomers

How they work Service oriented, driven, willing to go the

extra mile, good at relationships, good team players

Their preferences Rather not rock the boat May put process ahead of result Prefer infrequent feedback Like to work with people who have

similar points of view

At work withGeneration Xers

How they work Adaptable, techno-literate, independent,

not intimidated by authority, creative Their preferences

Multiple projects Independence Timely feedback Change jobs, and maybe even careers,

every two to three years

At work withGeneration Ys

How they work Optimism, work well in teams, multi-

tasking capabilities, technologically savvy, realistic, are OK with long hours

Their preferences Supervision and structure Assistance with handling difficult people

issues Immediate feedback Working with technology

What’s the competition doing?

Next is a few minutes of a segment from the TV show 60 Minutes on Zappos.com and what they’re doing to recruit and retain Gen Y!

To see the video online, scroll down to60 Minutes YouTube Video below.

How can we compete?

Consider your organization How could you identify issues to

recruitment and retention? Can you change existing practices in

order to more effectively recruit? Can you change processes? What could your organization do to more

effectively retain the generations?

We began with our current HR System – Here’s some problems:

Too many separate job classifications Limited external recruitment Application and hiring process is slow complicated

and confusing Compensation program is not reflective of the labor

market and too complex to administer Performance management is not tied to business

needs, nor is it consistently done No statewide workforce plan to address anticipated

labor shortages

And here’s one solution that includes workforce planning:

HR Modernization

An Automated Integrated System all centered around COMPETENCIES

Classification and Compensation Marketing and Recruitment Testing and Selection Training and Performance Management Workforce Planning Auditing

What is a Competency?

A competency is an observable Skill Demonstration of knowledge Ability Personal characteristic

that results in behaviors that are measurable and contributes to more effective job performance.

Competency Pyramid

CompetenciesDUTIES-BASED SYSTEM COMPETENCIES-BASED SYSTEM

Focus Is On The Job Focus Is On The Person

"We will pay $XX for you to perform these duties" "We will pay $XX for you to have these KSA's"

   

1. Write reports Grammar skills

  Vocabulary (knowledge)

  Writing style (ability)

  Ability to understand / clarify for others

   

2. Make oral presentations Thorough knowledge in subject area

 Articulate - ability to adjust to audience level of

understanding

 

Ability to maintain composure when responding to hostile questions in sensitive and/or controversial subjects

   

When does HR Mod happen?

Last fall we got the team in place. First occupational group model rollout

will be in 2009. Final rollout 2014.

Are you ready for the new generation?

Are you where you need to be with:

Technology

Flexibility

Training and Feedback

Technology

They demand state-of-the art

They can multi-task better than us, come up with solutions faster than we can

Flexibility

Manage the work, not the people

Telework, flexible schedules

Work/life balance is important to them

Training and Feedback

Communicate with the new generation, they expect it

Train current managers in how to deal with the new generation

Train the new workers so they are prepared to move up quickly

Workforce Planning

One of the most important things to do to prepare for the new generation is to do workforce planning. State just started a new statewide

workforce planning program Will work with departments and HR

Modernization Without a plan, we can’t succeed

Questions?

Thank you,

Dave Gilb and Julie LeeDepartment of Personnel Administration