Trends in Talent Management (Brad Craver)

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Trends in Trends in Talent Management Talent Management Bradd Craver Bradd Craver Deloitte Consulting Deloitte Consulting

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Transcript of Trends in Talent Management (Brad Craver)

Page 1: Trends in Talent Management (Brad Craver)

Trends in Trends in Talent ManagementTalent Management

Bradd Craver Bradd Craver

Deloitte ConsultingDeloitte Consulting

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Talent Management FrameworkTalent Management Framework

The Federal Government’s Response to Talent The Federal Government’s Response to Talent ManagementManagement

The State Government’s Response to Talent The State Government’s Response to Talent ManagementManagement

The Private Sector Response to Talent The Private Sector Response to Talent ManagementManagement

QuestionsQuestions

AgendaAgenda

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Talent Management Talent Management Framework Framework

1. Define Critical Workforce Segments

Development of Talent Strategy

Execution of Talent Programs

Recruiting & Staffing

(Internal / External

Orientation, Onboarding, Assimilation

Learning & Developmen

t

Performance

Management

Rewards &

Recognition

Workforce

Transition 4. Put the

Plan into Action

2. Define Competencies that drive value

3. Develop a Workforce Plan

State Commitme

nt to its Constituen

ts

Recruit

Develop

Deploy

Retain

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1. Define Critical Workforce 1. Define Critical Workforce SegmentsSegments

Critical Critical Significant involvement in conducting key business Significant involvement in conducting key business

events / processes that drive strategyevents / processes that drive strategy Must receive disproportionate focus and investment to Must receive disproportionate focus and investment to

maximize performance maximize performance Strategic SupportStrategic Support

Moderate impact through critical role support Moderate impact through critical role support Moderate focus and investment to prepare and upscale Moderate focus and investment to prepare and upscale

talent for critical roles talent for critical roles Core SupportCore Support

Minimal direct / indirect impactMinimal direct / indirect impact Focus and investment are minimalFocus and investment are minimal

Focus talent management on the roles most critical to achieving mandated objectives

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2. Define Competencies2. Define Competencies

Competencies form the foundation for a common language and set of Competencies form the foundation for a common language and set of measurement criteria across recruiting, onboarding, learning & measurement criteria across recruiting, onboarding, learning & development, rewards & recognition, and workforce transition development, rewards & recognition, and workforce transition programs. programs.

Conventional Talent Management vs. Critical Conventional Talent Management vs. Critical Talent Management Talent Management

Define broad Define broad competency models that competency models that apply to the whole apply to the whole organizationorganization

Define technical and Define technical and behavioral behavioral competencies for each competencies for each rolerole

Develop competency Develop competency models based only on models based only on short-term objectivesshort-term objectives

Develop competency Develop competency models based on short-models based on short-term objectives and term objectives and longer-term business longer-term business strategystrategy

Use different Use different frameworks for frameworks for recruiting, learning, recruiting, learning, development, and development, and performanceperformance

Position competencies Position competencies as a foundation for all as a foundation for all talent management talent management programsprograms

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Develop Workforce PlanDevelop Workforce PlanWorkforce Planning StepsWorkforce Planning Steps

Predict demand for critical job families Predict demand for critical job families (CJF):(CJF):- To execute against next year’s demand, we need - To execute against next year’s demand, we need to hire xxto hire xx

- Historical attrition rates suggest that we will - Historical attrition rates suggest that we will lose about xx%lose about xx%

- Based on the above, the net demand will increase - Based on the above, the net demand will increase by xx over theby xx over the

planning periodplanning period

Business-driven demand Business-driven demand xxxx

Attrition-driven demand Attrition-driven demand xxxx

Net demand xxNet demand xx

Project supply of CJF:Project supply of CJF:- Historical data analysis indicates that we will:- Historical data analysis indicates that we will:

- Fill x% of CJF through promotions and lateral - Fill x% of CJF through promotions and lateral transferstransfers

- Fill x% of CJF through hiring- Fill x% of CJF through hiring

Supply from Supply from promotions/transfer promotions/transfer xxxx

Supply from hiring Supply from hiring xxxx

Net supply xxNet supply xx

Model the baseline scenario (no Model the baseline scenario (no intervention)intervention)

Net demand xxNet demand xx

Net supply xxNet supply xx

Shortage xxShortage xx

Determine the best course of action for dealing with the shortage of CJFDetermine the best course of action for dealing with the shortage of CJFConsider the following data points:Consider the following data points:- Voluntary terminations represent the most significant driver of attritionVoluntary terminations represent the most significant driver of attrition- The skill set required for CJF can be developed in houseThe skill set required for CJF can be developed in house- External trends indicate that it may become increasingly difficult to sustain the current External trends indicate that it may become increasingly difficult to sustain the current volume of hiringvolume of hiring

Given the above factors, the best course of action may be to reduce our dependence Given the above factors, the best course of action may be to reduce our dependence on hiring through increased investment in developing new CJF and retaining the on hiring through increased investment in developing new CJF and retaining the ones we already haveones we already have

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Putting the Plan Into Putting the Plan Into ActionAction

Identify the talent programs that Identify the talent programs that correspond to the correspond to the recruit/develop/deploy/retain recruit/develop/deploy/retain RecruitRecruit

Internal / external recruiting, on-boarding programsInternal / external recruiting, on-boarding programsDevelopmentDevelopment

Internal recruiting, learning and development, Internal recruiting, learning and development, performance managementperformance management

RetentionRetentionOn-boarding, learning and development, rewards and On-boarding, learning and development, rewards and

recognition programsrecognition programs

Adjustments to existing talent management portfolio of Adjustments to existing talent management portfolio of programs should be considered before investing into design programs should be considered before investing into design and development of new programs and initiatives.and development of new programs and initiatives.

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Recruiting &

Staffing (Internal /

External

Orientation, Onboarding, Assimilation

Learning & Development

Performance Management

Rewards & Recognition

Workforce Transition

• Adjust onboarding and orientation programs to improve the overall experience and integration of new hires

• Place greater emphasis on the required competencies for CJFs

• Map L&D programs to required competencies, learning programs contents can be adjusted to fill in gaps

• Use performance management and development data to prioritize learning curriculum development

• Develop L&D programs for each CJF

• Link career paths to link strategic feeder roles to CJFs

• Use competencies as criteria for objective-setting and performance appraisal process

• Design employee rewards packaged based on what critical talent values most

• Use non-financial recognition programs to recognize employees whose actions exemplify the required competencies for their role

• Modify sourcing, selection, and assessment processes to focus on critical roles and required competencies

• Structure the recruiting organization to focus on specific CJFs and associated competencies

• Assess potential job candidates against required competencies

• Include development priorities as part of the criteria for slating existing talent into critical and strategic roles

Potential SolutionsPotential Solutions

• Plan for succession

• Utilize Non standard work arrangements

• Leverage rotational assignments

• Return retirees

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Talent Management: What is Talent Management: What is being done?being done?

The Federal ResponseThe Federal Response

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The Federal Government’s The Federal Government’s Response – Office of Personal Response – Office of Personal

ManagementManagement Office of Personal Management Office of Personal Management

establishes and implements human establishes and implements human capital policy to support Federal capital policy to support Federal agencies and 1.8 million Federal agencies and 1.8 million Federal employeesemployees

One of it’s jobs is to disseminate One of it’s jobs is to disseminate vacancy information both to the vacancy information both to the public and to existing civil servantspublic and to existing civil servants

The OPM recognized the need for The OPM recognized the need for technology and has partnered with technology and has partnered with Monster.com to implement USAJobsMonster.com to implement USAJobs

Over 19,000 Jobs are currently listedOver 19,000 Jobs are currently listed

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The Federal Government The Federal Government Response - E-GovResponse - E-Gov

A part of the Presidents Management AgendaA part of the Presidents Management Agenda Focused on Strategic Management of Human Focused on Strategic Management of Human

CapitalCapital ““having processes in place to ensure the right having processes in place to ensure the right

person is in the right job, at the right time, and is person is in the right job, at the right time, and is not only performing, but performing well”not only performing, but performing well”

Key Talent Management ComponentsKey Talent Management Components E-TrainingE-Training

Over 840,000 registered federal employees have Over 840,000 registered federal employees have completed over 2.7 million coursescompleted over 2.7 million courses

E-PayrollE-Payroll Shared Services - HHS has reduced the annual costs of Shared Services - HHS has reduced the annual costs of

payroll processing for its more than 65,000 employees payroll processing for its more than 65,000 employees from $259 to $90 per employee (an annual savings of from $259 to $90 per employee (an annual savings of almost $11 million) while EPA has reduced the cost almost $11 million) while EPA has reduced the cost from $270 to $90 per employee for its staff of 18,000 from $270 to $90 per employee for its staff of 18,000 (an annual savings of approximately $3.2 million). (an annual savings of approximately $3.2 million).

Recruitment one stopRecruitment one stop Each month, over 100,000 resumes are created on Each month, over 100,000 resumes are created on

USAJobs.gov USAJobs.gov

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Returning Returning Retirees/InternshipsRetirees/Internships

Using Non Standard Work Arrangements Using Non Standard Work Arrangements (NSWA’s) and Retirees to train the next (NSWA’s) and Retirees to train the next generation of federal employeesgeneration of federal employees 91% of Federal Employee retirees would be 91% of Federal Employee retirees would be

interested in working part timeinterested in working part time NSWA’s allow for flexibility and phased retirementNSWA’s allow for flexibility and phased retirement

Growing use of Internships as important Growing use of Internships as important source of Human Capitalsource of Human Capital

Using Reward and Recognition as a retention Using Reward and Recognition as a retention policypolicy Only 50% of public sector managers considered their Only 50% of public sector managers considered their

recognition programs to be good or excellentrecognition programs to be good or excellent 100% of public sector managers said that giving 100% of public sector managers said that giving

recognition could improve employee moralerecognition could improve employee morale 90% of public sector managers acknowledged that 90% of public sector managers acknowledged that

recognition improved retention raterecognition improved retention rateNonstandard Work Arrangements in the Public Sector: Trends and Issues By Sharon H. Mastracci and Nonstandard Work Arrangements in the Public Sector: Trends and Issues By Sharon H. Mastracci and James R. Thompson James R. Thompson

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Transportation Security Transportation Security AdministrationAdministration

After 9/11 TSA was tasked with better After 9/11 TSA was tasked with better securing U.S. airports by federalizing airport securing U.S. airports by federalizing airport security for the 429 commercial airportssecurity for the 429 commercial airports

Large talent demand: 60,000 employees in 8 Large talent demand: 60,000 employees in 8 monthsmonths

TSA outsourced the complete end-to-end TSA outsourced the complete end-to-end human resource management solution to human resource management solution to Pearson Government SolutionsPearson Government Solutions

The Pearson effort: 6 million prospective The Pearson effort: 6 million prospective applicants viewed posting, 2.2 million job applicants viewed posting, 2.2 million job applicants, and used used a battery of applicants, and used used a battery of industry leading assessments to interview industry leading assessments to interview over 328,000 candidatesover 328,000 candidates

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The Federal Government The Federal Government Response – Department of Response – Department of

Homeland SecurityHomeland Security The Department of Homeland Security (DHS) The Department of Homeland Security (DHS) outsources some

aspects of HR service delivery, including HR servicing, testing/assessment and payroll processing

DHS recently implemented a new Human Resources Management System (HRMS) in conjunction with the Office of Personnel Management (OPM). The HRMS includes classification, compensation, performance management, labor relations, adverse actions, and appeals.

e-recruiting systems are in place from the legacy departments, including PeopleSoft and Quick Hire. DHS is currently in the developing a single competency based department-wide e-recruiting system.

DHS is beginning to use assessment tools and technology provided by “Brainbench” for early screening of applicants for IT positions

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The State Response - The State Response - FloridaFlorida

The IT systems that the State of Florida The IT systems that the State of Florida used to support its human resources used to support its human resources function were outdated and reaching the function were outdated and reaching the end of their lifespan end of their lifespan

Florida considered upgrading systems or Florida considered upgrading systems or replacing themreplacing them

State pursued outsourcing and adapted State pursued outsourcing and adapted comprehensive HR outsourcing effort comprehensive HR outsourcing effort “People First” which included: “People First” which included: staffing, staffing, hiring, and open enrollment to employee hiring, and open enrollment to employee assistance, payroll, and benefits assistance, payroll, and benefits administration.administration.

August 2002, signed a 7 year $293 million August 2002, signed a 7 year $293 million vendor contract vendor contract

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The State Response - The State Response - WashingtonWashington

Washington wanted to centralize Washington wanted to centralize recruiting and retention efforts across all recruiting and retention efforts across all departmentsdepartments

Existing HR mainframe was 27 years old Existing HR mainframe was 27 years old and very expensive to modifyand very expensive to modify

State considered keeping their legacy State considered keeping their legacy recruiting application or switch to SAPrecruiting application or switch to SAP

To Decide: state To Decide: state performed a gap analysis performed a gap analysis to determine which solution met 80% of to determine which solution met 80% of their requirements their requirements

SAP System was selected based on this SAP System was selected based on this criteriacriteria

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The State Response - The State Response - TexasTexas

Texas faced a 3% reduction in Texas faced a 3% reduction in workforce from FY03 to FY04 - workforce from FY03 to FY04 - Approximately 3,750 more Approximately 3,750 more workers retired in FY03 then in workers retired in FY03 then in 2001 or 20022001 or 2002

Introduced Section 2056.002 of Introduced Section 2056.002 of the government codethe government codeRequires every state agency to Requires every state agency to

develop a workforce plan as part of develop a workforce plan as part of its strategic planits strategic plan

Susan Combs – Texas Comptroller of Public AccountsSusan Combs – Texas Comptroller of Public Accounts

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The State Response – North The State Response – North CarolinaCarolina

SAP Implementation to replace legacy SAP Implementation to replace legacy systemssystems

Exploring the benefits of shared Exploring the benefits of shared services to support transactions, services to support transactions, systems and delivery for HR/Payroll systems and delivery for HR/Payroll services services

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Public\Private Sector Public\Private Sector PartnershipsPartnerships

Expanding the private sector role allows Expanding the private sector role allows the public agencies to tap private sector the public agencies to tap private sector technical, management and financial technical, management and financial resources in new ways to achieve certain resources in new ways to achieve certain public agency objectives such as greater public agency objectives such as greater cost and schedule certainty, cost and schedule certainty, supplementing in-house staff, innovative supplementing in-house staff, innovative technology applications, specialized technology applications, specialized expertise or access to private capital.expertise or access to private capital.

The private partner can expand its The private partner can expand its business opportunities in return for business opportunities in return for assuming the new or expanded assuming the new or expanded responsibilities and risks.responsibilities and risks.

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Engagement of MinoritiesEngagement of Minorities September 18, 1997, the U.S. Office of Personnel September 18, 1997, the U.S. Office of Personnel

Management (OPM) issued a memorandum for Management (OPM) issued a memorandum for heads of Executive Departments in the Federal heads of Executive Departments in the Federal government.government.

The memorandum announced-Point Plan with The memorandum announced-Point Plan with specific initiatives to improve employment specific initiatives to improve employment opportunities for minorities specifically Hispanic opportunities for minorities specifically Hispanic Americans in the federal civilian workforce.Americans in the federal civilian workforce.

Brought on by a series of studies one of which Brought on by a series of studies one of which emphasized that Hispanic Americans made up more emphasized that Hispanic Americans made up more than 10.2 percent of the civilian workforce, but than 10.2 percent of the civilian workforce, but were only 5.9 percent of the Federal workforce were only 5.9 percent of the Federal workforce

President’s Management Agenda has identified President’s Management Agenda has identified Diversity as a key matter to addressDiversity as a key matter to address

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Private Sector ResponsePrivate Sector Response

Aggressive application of the talent Aggressive application of the talent management frameworkmanagement framework

Utilization of talent managers that are Utilization of talent managers that are responsible for delivering tangible responsible for delivering tangible results to the BU’s as it relates to results to the BU’s as it relates to organizational capability from the organizational capability from the people resourcespeople resources

Knowledge management is a priority Knowledge management is a priority to provide business continuityto provide business continuity

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Questions?Questions?