During today’s session we will ask a series of Poll Everywhere questions. While you wait, please...

During today’s session we will ask a series of Poll Everywhere questions. While you wait, please pull out

your cellphone and answer the following question.

Welcome

To: Field enter 22333

Message: Field enter GOV2015A and your response to this question….

What is the best thing about working for the State of California?

Gov2015A Great Benefits

Becoming THE Destination Workplace

Changing the game for State government recruiting

Government Transformation WorkshopFebruary 4, 2015


Today’s Agenda

• Introductions• Characteristics and importance of a “destination” workplace • How recruiting and retention strategies can help achieve a

“destination” workplace designation• Panel discussion


Julie QuinnSacramento Office Managing Director,

Human Capital Advisory Services

Our Speaker and Panel Members

Lyndon GrecoFinance Budget

Analyst,Department of Finance

Stephanie DoughertyChief of Enterprise Planning

and Performance, California Department of

Motor Vehicles


Why is it important to be a “destination” workplace?

Attract Talent Retain Talent

Boost Morale


State Government Faces Many Recruitment and Retention Challenges

Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014.CalHR Workforce Planning Demographics

Aging Workforce Pay

Higher Vacancy RateRising Worker Costs

• 50% of CA’s Supervisors and Managers are approaching retirement; and sophistication of succession planning varies widely by department

• Salaries are not increasing at the same rate as other sectors

• Healthcare and retirement costs are becoming a higher % of employee cost

• Many vacancies are at the executive and management level

• The time to fill vacancies can be lengthy


The Missing Workforce Generation

Source: Paul Taylor, Pew Research Center, The Next America: Boomers, Millennials and the Looming Generational Showdown (Public Affairs, 2014) and In other words, he’s part of the problem and http://managementisajourney.com/15-influential-events-that-shaped-generation-y-infographic/

The State faces the same shortage as other sectors and industries in the workforce.

;

Gen Xers are qualified to fill

leadership positions, but have a smaller

candidate pool NUMBER OF BIRTHSBY YEAR

25,000,000

20,000,000

15,000,000

10,000,0001915 1920 1925 1930 1935 1940 1945 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995

< 1945BUILDERS

1946-64BABY BOOMERS

1965-80GEN X

1980-96MILLENIALS


About Gen Xers

More than 30% plan to leave their current employer within 3 years.

Gen X

Source: Center for Talent Innovation (as cited in Alsop, Ronald, “Why can’t Generation X get ahead at work?”, BBC online, July 2013, http://www.bbc.com/capital/story/20130710-the-forgotten-generation.

Looking for Upward Mobility and Development• Nearly 50% report feeling stalled in their careers• High level of career dissatisfaction• Seek opportunities for promotion and management• Will accept lateral moves to set up for advancement

Desire Stability and Flexibility• Many are starting families• Want more freedom to balance their lives• Want to control how and when they work

Valuable Assets• Highly educated• Tech savvy• Entrepreneurial, independent and self-reliant leaders


Recipe for Success What if you had a recipe for success to attract high performing, motivated, mid-career managers to state service?

1

2

3

4

Celebrate the Benefits of State Service. Clearly advertise benefits to appeal to your target talent mix and clearly articulate your value proposition.

Set Your Organization Up for Success. Ensure duty statements and recruiting practices are set-up to locate and attract candidates.

Close the Deal. Put as much effort into the onboarding process as the recruiting and selection processes.

Four Key Ingredients

Broaden your Focus. Target Generation X professionals looking for a career transition and Baby Boomers ready to enter a second career.


First Ingredient: Broaden your FocusAs you target other generations to bring into the workplace, revisit succession plans and consider Multigenerational Organizational Strategic Alignments

ManagerGeneration X

Supervisor/WorkerBaby Boomer

WorkerMillennial

Mentoring Relationship

Trusted Advisor

Establish Baby Boomer / Millennial Mentoring Relationships• These workers have more comparable interests

• Few shared professional goals decrease competition and encourage cooperation

Encourage “Trusted Advisor” Relationships• Based on the military model of young officers leading older, highly experienced enlisted

personnel

• Experienced subordinates more in-tune with leadership during execution

Source: Cappelli, Peter, “Engaging Your Older Workers”, Harvard Business Review, November 2014, https://hbr.org/2014/11/engaging-your-older-workers/.

13 Copyright © 2015 Deloitte Development LLC. All rights reserved.Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014.

Second Ingredient: Celebrate the BenefitsGen Xers are looking for unprecedented flexibility in how work gets done, shift focus from “compensation and benefits” to “balance and flexibility”


Public Sector Organizational BrandingBrand government jobs around public service, improving society, and the opportunity to innovate

Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014.

Large numbers of Millennials and Baby Boomers have a strong desire to “improve society”, so advertise the opportunity you provide by showing how your organization accomplishes that goal

The FBI, the CIA, and the Department of State are the highest ranking “ideal” public service agencies. The common thread is they all brand and market themselves as:

• Innovative and technology driven places to work.• Serving the nation by solving complex, top-of-mind national challenges

Establish a “push-pull” social marketing strategy.“Push” activities target a specific audience to include employee referral and

networking events.“Pull” activities allow applicants to discover jobs and information through postings or

social media


Third Ingredient: Set Your Organization Up for Success Take Action Now for Future Success

Is the total compensation commensurate with the experience and expertise desired?

3

Do job classifications and duty statements match the responsibilities required for the position?

1Do recruiting practices align with industry trends and attract the right candidates?

2

4

Do brand and marketing strategies attract qualified talent?


Integrate social media into your talent acquisition strategy is essential to driving employer brand messaging and attracting target candidates

Leading Practices in Social Sourcing

Source: “Recruitment and Onboarding – Emerging Trends”, Deloitte, October 2013.

2

3

4

5

6

1

7 Carefully align candidates identified through social sourcing with the job classifications discussed with the hiring manager.

Determine the critical skills and capabilities needed across the organization to clearly define job classifications.

Identify target-rich online environments for candidates.

Attract candidates by inviting them to join small, online communities.

Explore the suitability of alternate social sourcing solutions that can provide detailed insights into candidates’ skills.

Continuously manage the organization’s brand online.

Consider implementing pre-hire assessments to screen and enable stack ranking as early as possible.


Fourth Ingredient: Close the DealCreate or revisit onboarding strategies and determine if the agency is truly showing the new hire the “love”

• These candidates may have come from the private sector or another organization with different cultures and expectations.

• Help ease them into the new organization by matching them with a “buddy” who can be an informal contact to answer questions.

Effective onboarding is important to help new hires add value quickly and become engaged and productive members of the organization’s culture. A well-designed onboarding program can give organizations an edge in securing a deep bench of

high performers and a strong pipeline for future leadership.

Source: “Recruitment and Onboarding – Emerging Trends”, Deloitte, October 2013.

Onboarding Tips


Learning and Development

Source: “Opening Up the Federal Talent Economy”, Deloitte, October 2014.

Shift from “train and deploy” to “participate and learn”

Create the forum instead of the content

• Opportunities for knowledge and idea sharing

• Communities of practice

Make Learning Participative

Shift from formal training to growth experiences

• On-the-job learning• “Stretch Assignments”

Define Curricula Around Experiences

Allow learners to become immersed and engaged

with the content and concepts being taught

• Simulation• Gamification

Design Immersive and Experiential

Courses

Integrate data collection and measurement into

learning• Evaluation and feedback• Personal / organizational

knowledge / skill gaps

Analyze Data to Provide Tailored

Feedback and Robust Development

Instead of relying on initial classroom instruction to build

desired specialized skills, institute an innovative,

collaborative and experiential learning

environment to encourage continual personal

development that attracts and retains top talent


Panel Discussion and Audience Perspective

Lyndon GrecoFinance Budget

Analyst,Department of Finance

Stephanie DoughertyChief of Enterprise Planning and

Performance, California Department of

Motor Vehicles

About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

Copyright © 2015 Deloitte Development LLC. All rights reserved.36 USC 220506Member of Deloitte Touche Tohmatsu Limited

Julie QuinnSacramento Office Managing Director

Human Capital Advisory Services916-284-8103

[email protected]

Thank you

@DeloitteCAgov

http://www.deloitte.com/about

http://www.deloitte.com/us/about

mailto:[email protected]

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