Company LOGO Workforce & Succession Planning Plan Basics, Survey Results & Recommendations for...

Company

LOGO

Workforce & Succession Planning

Plan Basics, Survey Results & Recommendations for Workforce

Planning in Your State

Kate Murphy, MPA, CPM, SPHRWorkforce Administrator, Iowa DOT

Meet the WFP Team

Reg 1 East

Reg 2South

Reg 3Midwest

Reg 4West

Tom Prestash, PEPennDOT

Executive Engineer

SCOH Rep.

Robin Stevens, Georgia DOT

HR Division Director

Deb Wiley, Kansas DOT

Spec. Assistant to the HR Bureau Chief

Joe Villarreal, Michigan DOT

HR SpecialistHR Division

Agenda

1. WFP Basics & Survey Results 1. WFP Basics & Survey Results

2. Novice-Intermediate-Advanced Plans 2. Novice-Intermediate-Advanced Plans

3. Succession Planning – GA Style3. Succession Planning – GA Style

4. Private Sector Update- 3M4. Private Sector Update- 3M

5. Process & Recommendations 5. Process & Recommendations

“Writing on the Wall”

• Public sector EE’s older than private sector

• 50% Public sector jobs require specialized knowledge vs. 29% private sector

• Pension plans facilitate early retirements– Abby and Boyd; The Aging Govt. Workforce

• Over 37,000 NY state EE’s retired in last 6 yrs

• CA State Auditor ID’s HR Mgt- High risk 2007– 42% CA leadership (13,000 EE’s) out in 7yrs

The Workforce Gap

1. WFP Template Basics

ImplementAction Plans

ImplementAction Plans

Monitor,Evaluate & Revise

Set Strategic Direction

Supply & Demand

Develop Action Plans

Clockwise > Annually

Workforce Plan Structure

Iowa WFP Model

WFP Preparation

• Secure Sponsorship• Build program team• Identify strategic

direction• Interview Managers,

create metrics & collect initial data

Conduct Workforce Analysis

• Determine Demand

(Environmental Scan)

• Collect current supply data

(Organizational analysis)

• Assess Gaps =

STRATEGY to overcome gaps

Environmental Scan Factors

What are the key economic factors facing the agency?How will legislative decisions, including the appropriation

process impact your agency? How will changes in external workforce composition or patterns (demographics, diversity, growing/ shrinking occupations) impact your agency?

Issues

Organizational Analysis Factors

How will the agency structure look in five years? How will it get

there? How many and what types of jobs will be needed to meet current performance objectives as well as future agency strategic goals?

Conduct Workforce Analysis

Measures FY2009 Data FY2010 Data FY2011 Data Notes

1. Full-time Employees

2. Part-time Employees Temporary Employees

3. Number of Hires Average days to fill

4. Contractor Employees

5. Average Length of Service (LOS)

6. Average Age

7. Total Separation %

8. Female & Minority Separations within 2 years

9. Retirement %

Supply Information

Assess Gaps-Devise Strategy Workforce Stability Issues Workforce Stability Strategies

Need to support knowledge transfer due to potential retirements. Facilitate a seamless transition with retirees and improve bench strength for key positions.

Diversity Issues (General Culture)* Diversity Strategies

Overall diversity awareness by management teams. Conduct annual diversity training for all supervisors to include information on recruiting for increased diversity.

Affirmative Action Issues* (Underutilization) Affirmative Action Strategies and Goals

Diverse recruitment for underutilized positions. Develop relationships with minority communities to help in increasing the numbers of protected class applicants on the underutilized certified lists of candidates.

Recruiting and Hiring Issues Recruiting and Hiring Strategies

Limited pool of highly technical candidates. Develop and implement numerous tools including an H1-B sponsorship process for technically prepared international candidates for only those positions that have a demonstrated inability to fill with qualified candidates.

Development Issues Development Strategies

Lack of a process for onboarding new hires and transferred/promoted employees.

Purchase software for new hire, promotion and performance development.

Succession Management Succession Management strategies

Key areas will experience retirements/separations and require knowledge transfer.

Develop methods to assure continuity of service through transfer of knowledge. Focus on Management and Service Maintenance classes regarding succession management. Focus first on Planning, Programming and Modal division due to the proportionately large number of possible retirements.

Action Plans

Retention

Hiring

AffirmativeAction

DiversityWorkforceStability

Development

WFP/Succession Survey

•Region 1- East

•Maryland- no DOT wide WFP, have WF strategy committee; systematic & across dept., Advanced Leadership Program & Highway Maint. Succession Planning/Dev process. Unionized & not subject to Collective Bargaining.


• Region 1- East

• Pennsylvania- No WFP. 2008 Succession Plan. Access SAP reports from state HRIS system to ID candidate pools, monthly data for authoriz. vacant/funded positions, plans by district.


Region 2- South

•Tennessee- Statewide Org.Dev. •Strategic Learning Solutions

•Alabama- DOT•Succession plan for Civil Engineering (Currently under a hiring freeze)


Region 2- South- GeorgiaThe law of workforce planning Official Code of Georgia 45-20-1:Section f

Each agency shall develop an annual work force plan according to statewide criteria and guidelines and shall provide a report of such plan annually to the state merit system for incorporation into the state-wide work force plan to be submitted to the Governor and the General Assembly.


• GDOT Environmental Scan- Agency needs to provide the same level of services with reduced workforce. … hiring freeze on all but critical positions …a freeze on our compensation programs. (Actual attached)

• GDOT workforce goal (linked to the agency's strategic goals): – To retool, retain and develop a highly competent,

motivated workforce and establish GDOT as an ‘employer of choice’.

• Top Positions for WFP – SR. Leadership & Office Heads


• GDOT Evaluation

How will success of this strategy be measured? Timeline for implementation? How much money will this strategy save? How much money will this strategy generate? How much money will this strategy cost to implement? – Key Action or Activities

Target Completion Date

Persons Responsible

Status / Progress Update


•Region 3- Midwest•Iowa- DOT

•Workforce & Succession plans•2 yrs of Data & Key/Critical positions identified, action plans underway

RIGHT PEOPLE

RIGHT SKILLSRIGHT TIME

RIGHT JOB

STATE OF IOWA

WORKFORCE PLANNING


•Region 3- Wisconsin•“Retirement vulnerability”-10% or more EE’s eligible to retire

•“Critical hiring needs” Hard to fill + Hard to retain + LocationCritical core operation High retirement vulnerabilityChronically/traditionally underutilized


•Region 3- Midwest

•Kansas - in development

•Missouri- Annual turnover reports, leadership development program with self direction


•Region 3- Michigan• Potential turnover 2009 - 2014:

27.8% eligible to retire in 5 years51% state employees 45 or older

• 4 step Workforce Plan: • Department Strategic Direction• Conduct Workforce Analysis• Implement Strategic Workforce Plan• Monitor, Evaluate, and Revise

Caltrans - Maintenance

2. Identify Work

Functions

6. DevelopPriorities &Implement Solutions

7. Evaluate the Plan

3. Identify Staffing

Requirements

4. Project Workforce

Supply5. Analyze Workforce

Gaps

1. Review Strategic

Plan

WORKFORCE WORKFORCE PLANNING PLANNING

MODELMODEL

2. Identify Work

Functions

6. DevelopPriorities &Implement Solutions

7. Evaluate the Plan

3. Identify Staffing

Requirements

4. Project Workforce

Supply5. Analyze Workforce

Gaps

1. Review Strategic

Plan

WORKFORCE WORKFORCE PLANNING PLANNING

MODELMODEL

GAP ANALYSISSUPPLY GAP

- Projected Internal Supply = Projected Workforce Gap

Current Current Anticipated Required Current Projected Projected

Staffing + Vacancies + Workload = Staffing Staffing - Attrition = Internal

Level - / Overage - Changes Level Level Supply

Current Required Staffing Level

-

DEMAND

Strategic Planning

Budget Projections

Age Demographic Data

Attrition Rates

SUPPLY

- 676FY 2014 Projected Internal Staffing Supply

=

Age Demographic Data Attrition Rates

GAP

Strategic PlanningBudget Projections

DEMAND

1,679FY 2014 Required Staffing Level

1,549 (FY 2009 Staffing Level)

+ 130 (FY 2009 # of Vacancies)

+ 0 (Anticipated Workload Changes)

=1,679 ( 2014 Required Staffing Level)

1,549 (FY 2009 Staffing Level)

-873 (733 + 140 = 873)

=676 ( 2014 Projected Internal Supply)

733 = FY 2009 # of Employees Age 50+ 140 = 5-year Projected Non-Retirement Attrition

-

1,003FY 2014 Projected # of Staff Needed

to Fill Required Level

Gap Analysis

Equipment Operator II

Calculating Projected Workforce Gap


• Region 4- West- Alaska–WFP & Succession planning under

development.

–Newly appointed DOT Program Mgr; 8 CBA’s

– Statewide guidelineshttp://doa.alaska.gov/dop/epic/

workPlanDevelop/

2. Progress Diagram

NoviceNovice IntermediateIntermediate AdvancedAdvanced

California Georgia

Missouri

Iowa Maryland

Michigan

Pennsylvania

Tennessee

Wisconsin

Alabama

Alaska

Kansas

Company

LOGO Division Director, Human Resources Georgia Department of Transportation

Succession Planning! Georgia Style

3.Workforce & Succession PlanningRobin C. Stevens

Succession- Georgia Style!

Strategies

●Identify, engage and motivate high-potential employees

●Assess needs and create development plan

●Accelerate development

Outcomes

●Retention of high-potential employees

●Preservation of organizational knowledge and expertise

●Qualified leadership candidates

Key Features–Participant Selection

Selectiono Who: Succession Planning Steering Committeeo How: Self-nomination, requires sponsors, application

processo Basis: Superior performance and high potential –

“learning agility”● Two tiers: mid-career and early-career

participantso Begin with mid-career participants for near term

needsParticipant development targets specific positionMid-career tier may be phased out in 2-3 years

o Early-career participantsIndividual development targets leadership competencies

Key Features - Development Methods

● Individual Development Plan○ Multi-rater assessment & General managerial skills

assessment○ Learning contract for each with success standards and

timeline○ Approved by Succession Planning Steering Committee &

Managed by Succession Planning Coordination Team

Learning Strategies - Job re-assignment

○ In-place special assignment○ Mentoring — organizational knowledge: decisions○ Coaching — personal effectiveness: behavioral

Networking- Coursework and Training

Critical Success Factors

● Two things that loom large in the literature, plus one1. Leadership investment: Sustained dedication of time,

attention and effort by committee members and mentorso GDOT has Steering Committee – 11 senior staff

members, o Mentors, Networking Session Leaders -- senior staff &o Coordinating Team2. Dynamic support: Effectively supported and energized

with Individual Development Plans 3. Face Credibility

Is it fair? Is it effective?

GA Estimated Costs• Steering Committee and Mentors – Lillian Eby, UGA Applied

Psychology– Orientation to principles/facts about Succession Planning: $1000– Mentors workshop: $1000

• Full Program, First Year – CVIOG– Program GDOT custom leadership competencies into multi-rater

360: $2500 (one time cost)– Multi-rater 360+ two other leadership assessment tools + coaching

session: $1150 per person– Additional coaching session at 6-8 months: $200 per person (long

term--train internal staff)• Second Year

– Objective managerial skills assessment =Provider/cost not determined

• Note: Federal training dollars may be used to cover costs; no match required

Succession Planning Program

• Program Goal:– The creation of a qualified candidate pool for

leadership positions, prepared to lead Georgia DOT effectively in accomplishing our mission.

– Based on New Jersey DOT program

– This is our first “intake” of 18 months long managed program

MENTORS Critical to the Program

Mentor functions• Provide positive recognition and constructive

feedback• Share their knowledge of the organization’s

unwritten rules • Model the right way of getting things done

Benefits for Mentors• Re-engagement, networking opportunities,

learning from the participants and discovering methods

Leader Competency Profile 3

Competency/DefinitionUtilizing Communication

Articulating ideas, thoughts and facts clearly, orally and in writing; grasping the meaning of written and spoken information, interpreting body language and applying it to job-related situations; listening and communicating in an attentive fashion while analyzing information, asking questions and maintaining awareness of underlying messages; being effective at presenting information to various sizes and types of groups

Predictor Behaviors• Communicate effectively

with employees that have diverse backgrounds

• Write concise, precise, and, if necessary, tactful reports and correspondence

• Make concise, easily understood verbal explanations

• Make clear, professional and engaging presentations; tailor presentations to audiences; use appropriate graphics, maps, or slides

• Explain technical issues in a non-technical, easy-to-understand manner

Leadership Behaviors

• Advocate the ideas, principles and actions that advance the Department's mission in a compelling manner

• Present concepts, goals and changes in Department strategy to internal and external stakeholders in order to secure support or approval

• Prepare documents that represent the position of your group or the Department regarding an issue or challenge

GDOT Curriculum

Month Activity Objectives Competency

1 Q and A with the Commissioner. Participants meet with the Commissioner for a one hour Q&A session. Have participants prepare questions prior (Leadership, Legal issues, Politics) etc.

Face to face meeting with Commissioner Smith Gain comfort and confidence with executive

leadership Gain understanding concerning org issues and

have high level questions answered

3,10

2 Meet with mentors with a specific question in mind as to how the participant can better manage their team or to discuss challenges facing participant’s current job.

Mastering team leadership Improving management processes Learning from experienced mentors

3,4,8,9,13

3 Legal Issues for GDOT. Have Sandra or Matt meet with participants to discuss real legal issues facing the leadership of the Department.

Understand legal issues facing the department Meet and build a relationship with Sandra and her

staff

1

4 Reading Assignment. Read a book on leadership and present your findings to your Mentor.

Discover different leadership philosophies and authors

Share findings with mentor

1,11

5 Meet the GDOT Board. Have a “working lunch” to meet with several of the board members to discuss transportation issues, leadership, and the future of GDOT

Meet board members, understand their role in transportation policy/leadership role

Gain confidence in meeting with and talking to board members

3,4,5

4. Private Sector -3M

3M Operations60 Countries, 35 with laboratories3M operates 35 distinct business units

3M holds 569 U.S. Patents

In 2007, $24.5B in sales

Employees:76,000, including 7,000 Researchers

Headquarters: St. Paul, Minnesota

“You have to try to train people how to think, you have to get them to imagine...

to “see forward”... to think their way through circumstances which are unusual and different.

That is what separates really great companies from average companies.”

George W. Buckley3M Chairman, President & CEO

Questions from the Survey

• AK-How to Succession planning with union EE’s and CBA’s?

• MD- How have you established career pathing for critical positions? Did you change classifications to accommodate the development of candidate pools?

• Various states- How do you start WFP with no budget and possibly 1 FTE?

5. ***** Recommendations

-Program Champion-Dept. Director/Secretary

Division Director

Head Count vs. Content

CommitResources

Reps fromDivisions

Get started Now!

Professional Staff

Lessons Learned I• Research, identify, and use best practices. • Take small initial steps. Do not be overly paperbound. • Understand your data requirements. • Use the advisory task force (workforce planning team)

representing your agency. Set realistic time lines. Keep it simple.

• Clearly define expectations and responsibilities. • Keep top leadership involved and ensure they are

involved in the review stages. • Communicate, communicate, communicate. • Focus on being helpful to field offices. • Voluntary use of the process is preferred over

mandatory or forced compliance.

Lessons Learned II • Address difference between "head count" and "head

content." In other words, it’s not just about "keep the bodies"; it’s about keeping and developing quality employees with the right skills.

• The program cannot be dictated or led by HR- rather it needs department leadership and broad base of involvement.

• Once established, plans are often left unchanged & become outdated or irrelevant.

• Emphasize employee development-cut preventable turnover and build bench strength.

• Follow up and keep up the momentum.

References• Abbey, Craig & Donald J. Boyd. The Aging Government

Workforce. Rockefeller Institute, 2002• www.cs.state.ny.us/successionplanning/resources/

differencebetweenworkforce.htm• High Risk Update, HR Mgt, CA State Auditor 3/2009

http://bsa.ca.gov/pdfs/reports/2008-605.pdf• Rothwell, Wm. J. Effective Succession Planning. • www.das/hre.iowa.gov/documents/workforce_planning/

WFPDiversityAATemplate-06-09-09FINAL.doc• Seeing Forward: Succession Planning at 3M. © SHRM

Foundation 2008 DVD• U.S. Forest Service. U.S. Department of Navy. Workforce

Assessments and Human Capital Planning Conference, 11/01, Washington, D.C.

References

• State of Georgia. Strategic Workforce Planning Guide. www.gms.state.ga.us/agencyservices/wfplanning

• http://sao.hr.state.tx.us/Workforce/guide.html#Model• Tennessee Workforce Planning Guide, SLS, 2/2009• Richard Oyen, Succession Planning: 5 Costly Errors to Avoid.

SumTotal, 2004-2009• Cotton, Ann, 7 Steps of Effective Workforce Planning Univ. of

Baltimore, IBM Center for the Business of Government.

Special Thank You!

• Mary Harker, Bernie Padilla, Jack Basso & Christine Beauvais- for sponsoring the WFP Sub committee and making this program possible!

• State DOT Leadership from Iowa, Georgia, Kansas, Pennsylvania and Michigan who donated the staff time & resources of sub committee members.

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