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Building Tomorrow's Public Sector Workforce

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The challenges to recruiting, hiring and retaining the best and the brightest in government have never been more intense. Workforce demographics and the retirement bubble are two common factors and another is the difficulty in competing with the private sector on pay and job mobility. As organizations struggle to overcome these challenges, positions remain unfilled and workloads increase.

Join Government Technology and the Center for Digital Government as we hear from Dr. Alfonz Ruth, Chief Learning Officer for the Department of Transportation in Washington, DC and Steve Dobberowsky from Cornerstone OnDemand for an insightful webinar on new strategies being employed to improve the situation. Topics will include:

-How to retain and recruit millennials
-Reliance on competencies and skill sets rather than conventional rules for hiring
-Succession management
-The importance of identifying skill gaps and more

Publicado en: Reclutamiento y RR. HH.
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Building Tomorrow's Public Sector Workforce

  1. 1. • Provides Strategic Consulting Services to Cornerstone OnDemand Clients • Former Director of Talent Management for Treasury Department • Implemented Unified Talent Management Solutions for multiple agencies • Located in Washington, D.C. Introductions 2 Steve Dobberowsky Principal Consultant Thought Leadership & Advisory Services
  2. 2. • Innovative human capital and learning expert leading organizational development strategies across the Department of Transportation to build a high-performance workplace. • Recently featured and profiled on the cover of the Chief Learning Officer magazine for creatively using competency models to transform training into the agency’s first corporate d.University. • Accomplished keynote speaker and presenter for several national and international audiences such as the Federal Training Officers Consortium, the National Association of African-Americans in Human Resources and, most recently, the Southeast University of Nanjing, China. Introductions 3 Dr. Alfonz Ruth Chief Learning Officer Department of Transportation District of Columbia
  3. 3. 2014 Survey by the National Association of State Personnel Executives and the International Public Management Association for Human Resources on Succession Planning •33% of states and 36% of local agencies reported that communication and coordination is poor and/or ad hoc at best. •47% of states and 53% of local governments have not automated their Succession Planning processes •50% of state agencies and 35% of local agencies surveyed report unpredictable, or uncontrolled, or reactive processes.
  4. 4. Detailed 2015 survey responses from the National Association of State Chief Information Officers
  5. 5. Government Agencies face several challenges today: • Retirement • Increased Scrutiny and Pressure • New Talent Uninterested in Public Service • GenXers haven’t been sufficiently groomed for succession The World of Work is Changing 7
  6. 6. 1. Radically Embrace Millennials 2. Share the Responsibility for Succession Planning 3. Go Beyond Formal Leadership Training 4. Capture Knowledge now and “Know the Flow” 5. Expand Succession Planning to mid-level positions 6. Implement Unified Talent Management Process and Systems Six Ways to Address the Changing World 8
  7. 7. • Commonly mislabeled as: entitled, lazy or flaky • Millennials are willing to integrate work 24/7 • They require flexibility and feedback • They MUST make a difference! • Provide opportunities for challenges • Capture their desire for innovation Radically Embrace Millennials 9
  8. 8. The Workforce is Changing 10 20202010200019701950 8% 9% 10% 15% 21% 50% Proportion of the population aged 60 years + In 2020, half of our workforce will be Millennials
  9. 9. Every level of management has a responsibility in Succession Planning • Transcend the replacement mentality • More easily, and consistently, identify talent people • Build a road map for reluctant or hidden leadership capabilities • Build transparency • Improve your organization and adhere more closely to your mission and values Share the Responsibility of Succession Planning 14
  10. 10. 16
  11. 11. Go Beyond Formal Leadership Development 17 Taken from the HCMG 2015 Human Capital Report
  12. 12. 19 OF RESPONDENTS SAID THAT SHARING KNOWLEDGE WITH THEIR TEAM IS VERY IMPORTANT OR ESSENTIAL TO LEARNING IN THE WORKPLACE.87% What Learners Want – To Collaborate! Bersin, Learning in the Workplace Survey, June 2013
  13. 13. Four Ways to Make Learning Work 20 PROVIDE USEFUL CONTENT • Problem/Solution Orientated • Right Level of Learning • Just-in-time PROVIDE 24/7 ACCESS • Real-Time • Always ‘On’ • Push and Pull Paradigm FACILITATE COLLABORATION • Learner-Orientated • Minimal Constraints • Task and Goal Specific DRIVE IMPACT • Autonomy • Mastery • Purpose
  14. 14. Diverse Content 21 Best-in-Class organizations support their learning strategies with the following: • 76% more likely to utilize user-generated video content • 74% more likely to use two-way video collaboration tools • 51% more likely to use social learning tools Aberdeen Group’s Learning Study, December 2013
  15. 15. Strategies and processes designed to identify, capture, structure, value, leverage, and share an organization's intellectual assets to enhance its performance and competitiveness. It is based on two critical activities: (1) capture and documentation of individual explicit and tacit knowledge, and (2) its dissemination within the organization. Capture Knowledge Now 22
  16. 16. Humans at the Center 23
  17. 17. Knowledge Management at its Core 24
  18. 18. • Most focus on top-tier executives and leaders • GenXers have been groomed for succession into executive positions • Millennials are often ignored • Create occupational advocates • Mentoring becomes a measured performance objective • Development starts when employees walk in the door Expand Succession Planning 25
  19. 19. Implement Unified Talent Management 26
  20. 20. Challenge Cornerstone Offering Radically Embrace Millennials Recruiting and Onboarding Shared Succession Planning Learning and Succession Beyond Formal Leadership Learning, Collaborative User- Generated Capture Knowledge Now Learning, Communities and User- Generated Expand Succession Planning Learning, Succession and Communities How UTM Can Help Public Sector 28