North Highland Consulting Presentation on Leading Workforce ...

January 30, 2018 | Author: Anonymous | Category: N/A
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NORTH HIGHLAND CONSULTING. • Global talent management and human resource leader with over 20 years' experience in h...

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STRATEGIC WORKFORCE PRACTICES IN PUBLIC SECTOR September 2016 1

Proprietary & Confidential

INTRODUCTION

TODAY’S PRESENTERS – NORTH HIGHLAND CONSULTING DAVE POTTS

ANNA DANNEGER

Principal & Human Capital Strategist

Vice President

• Global talent management and human resource leader with over 20 years’ experience in helping domestic, global, private, and public sector organizations achieve success through the implementation of strategic human capital programs

• Oversees public sector work in one of North Highland’s three national regions

• Professional experience includes leading talent, development, and learning functions for several Fortune 100 companies including Verizon and Tech Data; thus allowing for some of the largest technical organizations in the world to establish critical solutions in the development of their respective workforces and business lines

• Demonstrated the ability to lead the development and implementation of complex management reforms that transform organizations by, for instance, implementing innovative technological solutions, focusing organizational structures and responsibilities on well-defined core services, and utilizing effective performance management systems

• Within public sector organizations, Mr. Potts led workforce planning and talent management efforts within the World Bank, USMC, USAF, Navy Reserve, USDA, DOJ, FBI, ICE, HUD, GSA, and select US Intelligence Agencies

• Supported public sector entities – as a consultant, as a political appointee, and as an employee of a non-profit organization – for over 20 years

• A noted speaker and expert on human capital strategy, the future of talent management, and cyber/IT workforce strategy • Published numerous white papers and points of view, most recently; “The Future of Rewards and Compensation Strategy”, “Integrated Talent Management for the Federal Government”, “Accomplish your Mission with Talent Management”, “Talent Management, Creating Organizational Success”, “Leveraging Multi-generational Capabilities within the Federal Government”, “22nd Century Talent Management”, and “Failing to Plan is Planning to Fail, Federal Workforce Planning Strategies for Mission Success”

2

• Responsible for leading major organizational improvement projects with state and local governments and for supporting information technology planning and acquisition efforts

INTRODUCTION

PUBLIC SECTOR STRATEGIC WORKFORCE STATUS AND PRACTICES The Bottom Line Up Front • States are facing complex workforce challenges; Virginia’s challenges and constraints are consistent with other states o

Virginia statistics align with national data

o

The demographics of the workforce are changing as ‘boomers’ exit and ‘millennials’ enter

o

States are at different maturity levels in addressing these challenges

• Trends in workforce issues across states have been consistent over time • Increasingly, the philosophy around dealing with workforce issues is to do more with less and increase employee productivity (similar to private sector) – there also has been a push over a number of decades to ‘right size’ the workforce

• There isn’t a single best practice – there are many leading practices and ideas on how to address important workforce issues; states must be innovative and focused on tailoring their approach 3

BACKGROUND

FOCUS ON VIRGINIA Virginia statistics align with National data Virginia

National Trends

47 years

45-50 years

Eligible to Retire

11.6%

10-30%

Eligible to Retire in 5 Years

24.7%

25-40%

Retirement Rate

2.8%

2-5%

Turnover Rate

13.8%

18.7%

59.1% (of 13.8%)

See Notes

Average Age

Turnover < 5 Years

Source: Center for State & Local Government Excellence (SLGE), National Association of State Personnel Executives (NASPE), Pew Research Center, U.S. Bureau of Labor Statistics (BLS)

Notes: • Several states report large percentage of attrition in early and mid-career personnel • Pew estimates that 51% of millennials will stay in public sector position 5-8 years before leaving • Turnover in the
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