Workforce Planning at Charles Sturt
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  • JO/ KRISTIEPaul Trumble has discussed our initial thinking and has taken you through 6 months of hard work and reasoning behind the workforce planning, and the critical jobs list. Our task is to ensure we have planned actions in place to meet the needs of staff in the critical jobs list, and also meet the needs of staff across the organisation and the needs of our business. We can do this by focusing on tactical ways to meet these needs, and we can work to create long term strategies that enhance these tactics. We’d like you to journey with us for 5 minutes as we take you to workplaces across Australia and overseas in 5, 10 and 15 years. The reason we want you to see what they will look like is because we think our workplace needs to look something like this also.
  • ZOEBy thinking strategically and holistically for the future of our workplace, we can address practical, current issues of concern now (carparking, desk space etc) and also focus on attracting and retaining the best of the workforce in the future climate to meet business demands. We can also create an environment that further supports our culture of flexibility, service, innovation and collaboration.
  • SUEOur research has been wide and we have explored case studies and proven business cases from the private and public sector all over the world including 2 global surveys and 50 case studies including from Deloitte, IBM, Cisco, Bell Canada, JetBlue, Nokia and NASA – this research isn’t cutting edge or groundbreaking – and it is reflected in both current international and domestic workplaces. We explored how to shape the workplace, what it needs to be equipped to with and how it will attract and retain talent and skills needed to meet the business needs of the future ( with a focus on flexibility, service, innovation and collaboration). Most of our research talks about a 2020 Workplace – because that is essentially 5 years away, we have begun to refer to it as the 2025 Workplace.
  • JOThe 2020 Workplace is different from ours right now. Times are changing, and organisations are translating not only physical work space in a way that moves towards the future, but decision making about how they treat their workers to attract and retain them.Workers of the future want to determine how and when they work.What this delivers for both the employee and the employer is flexibility, from which our customers get responsiveness.
  • KRISTIEIt is important to note that this isn’t about one generation over another – all the major factors that will define our workplace in 15 years are already in play now, including Age Diversity, Cultural Diversity SUEThe 2020 workplace means one that provides an flexible and customised “work plan” for each staff member, and one that develops and engages employees across all generations and geographiesThrough innovative human resource practicesThrough authentic organisational valuesThrough leveraging latest technology tools to reimagine learning and development, talent management and leadership practicesThrough a range of different physical work environment options (on site and offsite are both valid)
  • KRISTIESound like stuff we already do? Some of it is, but it is different because, for the first time ever, we will have 5 generations in the same workplace, we will have a new generation entering the workplace using new technology so far ahead of what we support, and we will have employees choosing us based on our willingness to tailor a workplace to suit them, our capacity for social responsibility and career development.
  • ZOE
  • KRISTIEEach generation will choose their preferred mode of work and it will all integrate smoothly.It will look different: listening to a CEO address and tweeting won’t be a sign of inattentive listening, but a sign of 24/7 connectivity and wanting to share the message immediately.
  • KRISTIEThe culture is one of immediate answers for work related issues, (moving toward 24/7). The benefit is that employees are willing to connect across more hours and with more flexibility.This “hyperconectivity” is around 20% but will be around 50% of the workforce in 2020This also means our lives are less rigidly defined into work/ home etc – not about balance but blendIt does not equal extra stress and overtime – it equals choice and personal management of time.
  • ZOECorporate learning does not need to be designed and delivered in top down fashion. Instead, learning is becoming participatory, social, fun, engaging, and most importantly, integrated with work.Paradigm shift – time to open our thinking and move towards a faster, freer way to develop.
  • SUELeadership of the future – altrocentric (others focused) vs egocentric (status, inward focus)
  • KRISTIE/ SUE/ ZOE
  • PAUL SUTTON
  • JO/ KRISTIE
  • JO

Transcript

  • 1. “Hello, we’re Charles Sturt.” Workforce Planning at Charles Sturt Workforce Planners & Developers Network 29 April 2014
  • 2. Agenda • Background • Workforce Planning Process • Outcomes of Project • The Future
  • 3. Background • Ran a comprehensive workforce planning project in 2006. Major focus was on: – Work/Life Balance – Job marketing – Improving Workplace culture • Local Govt. Association sponsored new project in 2012 and 2013 in conjunction with Workforce Planning Australia and Workforce BluPrint. Decided to review workforce planning process.
  • 4. Process • Environmental scan (by Leadership Team) - Identifying external factors that may influence the size, shape and makeup, of the workforce. • Workforce Data (FTE, Gender, Age, Length of Service) • Staff Survey (Interest in career development; Work/life intentions; Career aspirations; Attraction factors; Productivity improvements; Working conditions; Retention factors). 309 responses (69%) received. • Identification of critical jobs (by Workforce Planning Committee) • Development of attraction/retention strategies for critical jobs (by Workforce Planning Committee after interviewing incumbents)
  • 5. Summary of Outcomes Workforce Planning project identified: 1. A number of critical positions that were deemed as hard to fill (e.g. part of a skill shortage in the job market); AND were deemed as mission critical. 2. Overall CCS is in a healthy position to retain staff in, and attract staff to, critical positions when it needs to: – 92% of respondents intend to continue working at the Council for the foreseeable future. – 97% staff said they would encourage others to seek work at CCS.
  • 6. Overview (cont.) 3. Retention and attraction strategies have been identified to retain current incumbents in and attract staff for the identified critical roles. 4. Some of the staff attraction/retention strategies identified (e.g. the need to review work/life balance policy) have led us to look at what the workplace in the future might look like.
  • 7. Community • Jet Vac Operator, Operations Engineer • Coord Urban Design and Landscape Architect • Engineers (Coordinator Design, Coordinator Eng Projects, Coordinator Roads, Development Project Engineer, Transport Engineer) • Technical Officers (Engineering) • Asset Management Coordinator • Civil Engineer (Development Services) • Development Officer - Senior ABS • Environmental Health Officers Elected Member Body • Communications Advisor (Mayoral Liaison, Speeches, Media,) Administration • Database Administrator • WHS Advisor / Consultant • Procurement Professionals • Manager Gov & Op Support • Team Leader Gov & Bus Support • Disel Mechanic Critical and Hard to Fill Jobs
  • 8. Retention, Attraction & Management Strategies for Critical Job Roles Critical Roles - Retention, Attraction and Management Strategies.xlsx
  • 9. Key findings from research • Workers are demanding a new deal from their employers, they want a choice in how, when and where they work
  • 10. • Employees of all generations will increasingly do more than one thing at a time (email, write report, on FB, reading news, texting and answering the phone, listening to music). Think about your kids, they will be in the workplace very soon!
  • 11. The culture is one of immediate answers, with employees willing to connect across more hours and with more flexibility.
  • 12. • In the 2020 workplace, work is becoming a place to collaborate, exchange ideas, and communicate with colleagues and customers (as is your home, your café and other ‘public’ spaces). Developing a culture of flexible collaboration is how businesses will be competitive in the future.
  • 13. Through our research, specific ways to develop and support our organisation evolved: • Strong values • Flexible • Ability to blend work and life • Develop skills further • Good employer brand • Leadership
  • 14. This looks like…. in 2020 – Mobile devices have become the office, classroom and concierge for us all (are becoming the primary connection tool to the internet). This means valuing communication mechanisms (PC, tablet, phone, new technologies) and tailored technology (person not position) – Talent Shortage will be acute – Businesses will reinvent office space, with workers electing to work at “third” places (coffee shops, cafes, hotels, free WIFI will be prevalent) – Our customers increasingly will (are) want service far beyond 9-5, how do we respond? – Workers will be able to choose how to work (time of day, location, intensity, connectivity) and will be encouraged and trusted
  • 15. This looks like…. in 2020 – Work life blend (flexibility) replaces work life balance – Companies will hire entire teams to deal with issues/ projects, utilising ex / transitional employees – Lifelong learning will be a business requirement and an expectation – Companies will promote their social responsibility programs to attract and retain employees – Egocentric leaders replaced with altrocentric leaders (concern for others rather than themselves) – Genuine respectful relationships fostering empowerment and equality
  • 16. Mapping out next steps …. Define 2025 Workplace Vision 2014 Model of Work Strategic and operational business needs Strategy Clusters Quick Wins 2025 Model of Work
  • 17. Strategy Clusters 2025 Workplace Vision Blending Work & Life Learning & Development Ageing Workforce / Retirement • Digital capability and access • Unrestricted access to technology • Teleworking and collaborative work spaces • Customised Employee choice (person not position) • 5 Generations in the workplace • Consider and promote phased retirement and part/time project options • Work Life Balance Policy Review • Increase and legitimise informal learning (70:20:10) • Accelerated leadership development • 2030 leadership competencies • Identify Job specific skills and abilities for the future • Develop career pathways – education, process, build into culture (particularly field) • Review of part-time assistance policy (learning providers have changed the way they offer quals) • Knowledge management strategy • Identifying talent not utilised • Political acumen • Consider school based apprenticeships • Design part-time positions for staff that have trainees • Under 25 recruitment strategy • Accessing knowledge through engagement strategies • Early Retirement schemes
  • 18. Quick wins … a starting point • Incorporate ICAC overview into Corporate Induction Day (Governance) • Include interview question in Stay Interviews about level of Local Government knowledge • Proactive approach to sourcing external funding for community related services • Cultural diversity – employee faces, selection criteria, widen recruitment sources to include interstate and overseas, include in Corporate Induction Day, Media and Communications, education • Explore field functional capability testing • Include referrals from existing employees to the internal advertising process
  • 19. Questions?