Capitalizing on your agency's talent

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Government agency, like their private sector cousins, are facing real challenges in terms of budgets, Boomer retirement, and reallocating the workforce in response to changing organizational needs. In this presentation, we discuss why Talent Intelligence is a necessary part of the solution. Understanding and tracking relevant talent data in a single, unified talent profile, connecting the dots between disparate talent data to surface new insights, and arming line of business managers and executives with this information at the point of action, in their workflow.What is

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  • Thank you for the introduction, and I want to thank everyone who’s attending today’s webinar as well – for taking time out of your busy day to explore the topic of workforce visibility.  For those of you that aren’t familiar with Taleo, we are a provider of cloud-based talent management software and we have over 5,000 customers who are using our software to manage a variety of talent processes including recruiting, onboarding, performance management, workforce development and compensation management.
  • Now, you’re here because you already know the power of people. But you may not know that certain key industry trends are making it more important – and more challenging – to manage talent as effectively as possible. First of all, when it comes to people related information, the walls are coming down quickly. There are over 100 million people on LinkedIn and 750 million on Facebook and they are connected 24/7 on their mobile devices. As a result, it’s so much easier for companies to find them and it’s so much easier for them to find out about new job opportunities. We’re awash in a sea of information, which on the plus side, means we can have more data to make informed decisions. But on the downside, it’s becoming increasingly difficult to sort through the data that matters. Where do we find our best candidates? What career paths do our high performers follow? What critical roles have no identified successors?
  • Technology is helping us to address this challenge, but it’s also adding to it. Now we have to worry not just about relevant employee data inside the organization, but we need to think about relevant data outside the organization as well. And somehow, we need to address the issue of why it’s still easier to find talent and expertise on Facebook or Linkedin than it is to find it within our own agency walls.
  • While these technology changes are, in and of themselves, a significant challenge to our processes and strategies, our organizations are also impacted by macro-economic and demographic trends. A great example of that is the changes we are seeing in the market right now, as the economy bumps alone, companies are shifting their strategies from just surviving and being hunkered down in their existing markets to innovating and expanding globally and now more recently, to hunkering down again. These vacillations impact your strategies and processes directly – whether it’s where you spend your dollars, how you react to changing legislative and executive priorities, or how you help your team adapt to these changes whether it’s through engagement efforts, talent mobility, or reskilling efforts.
  • And of course, it’s not just the economy we need to think about. The retirement of Boomers is going to put tremendous pressure on organizations to focus on succession planning, critical skills and roles, mentoring and accelerated leadership training, just to name a few.
  • More episodic events such as natural or man-made disasters can dramatically impact HR planning and processes as well. Whether it’s oil spills, tsunamis, and nuclear meltdowns, or terrorist attacks, the events of the last decade have put more emphasis on agility, strategic resource planning, and disaster recovery – all of which are highly dependent on the quality, versatility, and motivation of our talent.
  • Each of these drivers, on their own, would suggest that we take a hard look at our talent practices and talent awareness. Our challenge today is that we are facing these systemic shocks not linearly, but parallel. Not in isolation, but in reinforcing ways – disasters make recessions worse, both from direct economic impacts and from the financial impart of new regulations and mandates. Recession means Boomers are staying in the workforce longer which exacerbates unemployment among Millennials and limits career growth for Gen X.
  • While these previously mentioned socio-economic trends are happening, we also see smaller trends that are also impacting how organizations find and manage their talent.
  • And yet in 2011 we still see that so many companies know more about their depreciating assets, like their $1,000 laptops, than they do about their appreciating $100,000+ a year employees. Right now, companies are focusing on things rather than the people who procure, manage, build, design, operate, and train on them. We have he focus on the wrong asset. And given the market forces we just talked about, this is going to put many companies in a very vulnerable position.
  • We need to bring our people to the front of this dynamic. Unlike things, people are an appreciating asset that gets better with use and age. A greater focus on people means smarter talent utilization within the business which can dramatically improve the ability to meet agency objectives.
  • In 2010, Taleo and HCI conducted a study to find out what kind of people data organizations had ready access to. The results weren’t terribly surprising, but they were revealing. Consider the importance of some of these metrics for your frontline leadership planning – Competency / Skill Gap analysis? Kind of important. Top performers with no career path? Top Performers not on a Succession Plan? Succession Bench Strength? These are critical bits of information to have as you plan your leadership strategy.
  • In the aggregate, less than 25% of companies had access to this kind of information and of those only a fraction shared this information with LOB managers – you know, the ones who actually have to act on it.
  • Scary number right, the more so since “top performers” aren’t having a real hard time finding new jobs. The reality is that top performers are in demand regardless of economic conditions. If you don’t know where they are going career-wise, it doesn’t mean they don’t. Their next career move may just be to a competitor.
  • In 2010, Taleo and HCI conducted a study to find out what kind of people data organizations had ready access to. The results weren’t terribly surprising, but they were revealing. Consider the importance of some of these metrics for your frontline leadership planning – Competency / Skill Gap analysis? Kind of important. Top performers with no career path? Top Performers not on a Succession Plan? Succession Bench Strength? These are critical bits of information to have as you plan your leadership strategy. [advance the animation] In the aggregate, less than 25% of companies had access to this kind of information and of those only a fraction shared this information with LOB managers – you know, the ones who actually have to act on it.
  • Good spot for John to share insights regarding whether these numbers jive with govt agencies he’s worked with.
  • The first is budgetary pressures. Clearly, these are extraordinary times as far as changes in budget are concerned. This is a developing story, with future spending being the focal point of debate and negotiation. But these debates are really about the magnitude of change. Regardless of where we end up, what’s clear is the budgets will certainly get tighter as a whole.  Tightening budgets mean that every human capital dollar that gets spent will need to be spent in an optimal way. From a staffing perspectives, Salaries need to be spent on the skills that are most essential. From a workforce development perspective, there’s a tremendous amount of budgetary pressure as well. A study that Bersin & Associates published earlier this year looked at the change in budgets for training programs by sector, and unfortunately, out of the 8 industry segments surveyed, the public sector experienced the most significant decrease in training budgets, dropping by 7%. My guess is that if they repeat the survey next year, the numbers may not be that different. Now from a training perspective, the good news is that Bersin also identified some options that can help reduce costs such as greater use of online training, mentoring programs, peer-to-peer training, or rotational assignments. Even with these lower cost options, however, there’s going to be a need to ensure that these programs are designed in a way to fill the skill gaps that are most significant, and that these programs are indeed effective in filling skill gaps for employees. And there’s really no way to do either of those things, without good visibility into the skill set of your workforce and data on how those skills evolve over time.
  • So, as we’ve seen, there are a number of ongoing initiatives for which workforce visibility can play an important role. At this juncture, it would be interesting to see how much of a priority each of these initiatives are for members of our audience, so I’d like to open a quick poll on the topic. So please go ahead and answer…
  • In addition to these high level trends, there are a number of initiatives underway at agencies for which having visibility into the composition of the workforce is essential. I’ll touch on exactly how workforce visibility can make managing each of these initiatives more effective later in the presentation but for now, I’d like to set some high level context. The first high-level initiative where workforce visibility can help is with Rebalancing the Workforce. In the summer of 2009, when OMB issued their Memorandum on Managing the Multi-sector workforce, one of the key issues that they called out is that many agencies lack the visibility that that’s needed to take a strategic, as opposed to reactive approach to balancing the workforce. Specifically, the memo stated that managers lack information about how contractor employees are deployed throughout organizations and how they are integrated with federal employees. Without visibility into this type of data, it’s very difficult for agencies to maximize the use of contracting dollars while still ensuring that the right functions are being performed with people with the right skills and the right type of resource. The second initiative where Workforce Visibility plays a key role is in actively managing the pipeline of talent for Mission Critical Occupations. Because these positions are mission-critical, it’s essential that agencies proactively manage the development of employees with a view towards building the needed skills, or recruiting talent with these skills. Regardless of the mix between recruiting or development, it will be hard to take the right action without data that shows where an organization stands today with respect to the inventory of critical skills and how that inventory may change over time due to turnover or retirement Finally, there is the aging of the government workforce. The statistic I’ve seen most recently on the issue is the “50%” statistic. By the end of 2015, more than 50 percent of the 7746 senior executives in place at beginning of 2011 will have left. And as well know, the issue with impending retirements is not restricted to just senior leadership but broader segments of the workforce as well. The core human capital question is how will these skills be replaced? And answering that question is not possible without a holistic view into what those skills are.
  • At this point, I’d like to touch very briefly on why visibility into the mix, structure and composition of the workforce is so difficult to achieve. As a follow on to the survey we conducted last year on Workforce Visibility, we spent a lot of time speaking with our customers on why the data they deemed “essential to have” was ultimately not “accessible” and here’s what we found.
  • Data is dispersedData changesData may have gapsComplexity makes it an exercise that only IT can perform, and now we are competing with IT priorities to get visibilityFolks can be pretty resourceful in the face of these challenges -> resort to spreadsheets to integrate data It may not surprise you that 75% of orgs use spreadsheets What you may not know is that 61% of these organizations find errors A lot don’t use auditing software and when they doo, they find errors Look at a single process and when they are used and not used -> the difference is big. add some color regarding his experience with govt agencies in this regard.
  • To answer the key questions, workforce information needs to be comprehensive and centralized. The types of information to be captured can range from the basic and essential, such as job position, function and tenure, to more skill specific information like competencies, certifications and perhaps even employment history that would show that an employee has held a role in the past that would make them a better fit for a specific future role. While all these attributes are important, it’s perhaps competencies that are most important. Competencies are the fundamental currency of talent. Through assessments, competencies can become a quantifiable measure of how an employee can contribute today, how an employee would need to develop in order to contribute more effectively in a current role, or contribute in a future role. (1:42). So competency levels are absolutely essential to capture. In addition to basic information and skill-specific information, it’s important to capture information on how workforce attributes change or could change over time. For example tracking retirement eligibility dates can help to point out future risk of loss (30). And that can help with future planning efforts to get the right talent in place. Also, capturing competency information not just at a point in time, but over time, can help demonstrate how a specific employee’s skills are evolving but also how the skills in the workforce as a whole are changing. In addition to being comprehensive and complete, the information also needs to be current. One of the more interesting statistics that I’ve seen recently from the Bureau of Labor statistics is that workers in the public sector had nearly twice the tenure of private sector workers, at 7.2 vs. 4.0 years. The reason I bring this up is that it’s during the hiring process that organizations most closely look at the skills that a person has, because they are looking for the best fit. The point is that the longer the tenure of an employee, the further an organization gets from having full visibility into a person’s skills. For skill information to be valuable, it needs to be captured not just at the point of recruiting, but on an ongoing basis as well. Finally, the information needs to be readily accessible in a form that’s ready to answer the key human capital questions that need to be answered. Taking a technical view on this, it’s not enough to have simply a centralized database, but you need the right kind of reporting as well to answer the key questions. These requirements may seem daunting, and will require some effort in capturing the right information, aggregating it and creating insight from it. But the payoff from having this type of visibility is essential in times of constrained budgets and increasing mission. Let’s review a few of the ways that this visibility can make agencies more effective and efficient in managing talent.d complete, the information also needs to be current. One of the more interesting statistics that I’ve seen recently from the Bureau of Labor statistics is that workers in the public
  • When it comes to rebalancing the workforce, this type of visibility helps in a few different ways.  First it provides a general context of the mix and structure of the workforce. This can help you quickly assess the number and distribution of contractors. And by distribution I mean where in the organization or where geographically these contractors are used. It can also be helpful in assessing where there is overlap or redundancy in employees and contractors, and spotting this type of redundancy is especially valuable when budgets are tight.  Next this visibility can help develop a more qualified organic workforce. The figure I’ve seen cited a couple of times is that the average contractor costs 250% what the average employee costs. Taking that statistic as a given adds even more urgency to building the right skills in the organic workforce. Workforce visibility can help identify the extent of the skills gap within the employee base, both the magnitude and the specific skills that are lacking – which in turn can help you create development programs that address the most significant skill gaps, ensuring that those training dollars that are getting scarcer by the day are being put to best use. Finally, visibility can also help you better manage your use of contractors by flagging short term skill gaps in the employee base. If these skill gaps are among employees in functions that are not inherently governmental, then you have identified precisely the areas in which contracting dollars can be spent to have maximum impact. If these skill gaps pertain to managing acquisition programs or managing contractors, then that information can suggest short-term measures to fill those gaps such as training or hiring.
  • Workforce visibility is also crucial to actively managing the supply of talent for mission-critical occupations. First, it gives you an overall workforce profile. At this high level, you’ll be able to see what fraction of those in mission-critical occupations you risk losing to retirement and when. What the tenure is of those in mission-critical positions and other general information. Second, it can help identify skill gaps. Because these positions are mission-critical, it’s absolutely essential that employees currently filling these positions have the skills they need to be successful. At a macro-level, it’s also important to have enough employees with the right skills. Now, Visibility can help identify not just current skill gaps, but future ones as well, by highlighting the employees, and associated skills, that an agency could lose to retirement. Once the gaps have been identified, agencies can design and implement development programs that are most likely to have an impact. The information on skill gaps can also be used to identify who should be participating in development programs. A very nice example of this is the work that the IRS is doing and that Bersin has written about. The IRS is being very efficient in delivering it’s development programs by delivering them only to those employees who have a skill gap as identified through an assessment. This is a great example of using data about employees and the workforce to make the most efficient use of development programs and stretch limited budget dollars as much as possible.
  • So, those employees in mission-critical occupations represent one segment of the workforce where having visibility is essential to making the right decisions regarding development and hiring. Another segment where visibility is very important is with the population that an agency risks losing to retirement. The first step where visibility helps is in identifying the individuals that belong to that segment.
  • Once you’ve identified that population, you can begin to look at them as a group, identifying not just how many employees belong to that population but beginning to get a handle on the skills possessed by that group.
  • Those skills represent precisely those that you need to backfill through recruiting or through development programs for current employees. Ultimately, what this visibility provides is the opportunity for more targeted development and recruiting efforts so that you get the most bang for your buck from every training or salary dollar available.
  • Once the right development programs and recruiting strategies have been put into place, you can start looking at the trends in skill sets and competencies for the rest of the workforce, with a view towards validating whether the skill sets present in the retirement eligible population are growing in the rest of the population.
  • There are three elements involved in unlocking the power of people.It starts with collecting information about people,-Turning that information into insight, and-Acting on that insight to drive better business performance.And this is a self-supporting process because each time you execute a talent strategy, you’ll gather more information to become even more effective and efficient. This is what we call Talent Intelligence and it’s what we think about all day, every day.
  • In summary, talent is a key driver of organizational success, yet we know more about our laptops than we do about our people. And at a time when the macroeconomic climate is requiring that we know more. Within government agencies, talent intelligence is a key driver of mission fulfillment, particularly as it relates to the issues of rebalancing the workforce, retirement planning, and succession for critical roles. By capturing the right data at the right time and “connecting the dots” between silo’ed talent data, Taleo enables your managers, executives and HR professionals to make better talent decisions in the context and workflow of their everyday jobs.Thank you for attending today’s webinar.
  • Capitalizing on your agency's talent

    1. 1. Capitalizing on Your Agency’s Talent<br />David WilkinsVice President, Taleo Research<br />
    2. 2. AGENDA<br />Why does Talent matter?<br />What do organizations know about Talent?<br />Why does Workforce Visibility matter to government agencies?<br />Rebalancing the workforce<br />Retirement planning<br />Succession for critical roles<br />
    3. 3. TALENT INTELLIGENCE<br />INFORMATION<br />
    4. 4. TALENT INTELLIGENCE<br />INFORMATION<br />
    5. 5. SPEED OF CHANGE<br />GLOBAL<br />EXPANSION<br />RECESSION<br />TURN<br />RECESSION<br />RECOVERY<br />REACTION<br />INNOVATION<br />SKILL GAP<br />TIME<br />
    6. 6. SPEED OF CHANGE<br />CULTURECHANGE<br />GLOBAL<br />EXPANSION<br />RECESSION<br />TURN<br />BOOMERS<br />REACTION<br />INNOVATION<br />SKILL GAP<br />TIME<br />
    7. 7. SPEED OF CHANGE<br />PROCESSCHANGE<br />GLOBAL<br />EXPANSION<br />RECESSION<br />TURN<br />DISASTER<br />REACTION<br />INNOVATION<br />SKILL GAP<br />TIME<br />
    8. 8. TECHNOLOGY<br />CULTURECHANGE<br />GLOBAL<br />EXPANSION<br />RECESSION<br />TURN<br />DISASTER<br />BOOMERS<br />SPEED OF CHANGE<br />RECESSION<br />RECOVERY<br />REACTION<br />INNOVATION<br />SKILL GAP<br />TIME<br />
    9. 9. OUR Perspective <br />Individuals are more personally empowered<br />Competition for the right talent will be fierce<br />Know what you have, anticipate what you’ll need<br />Knowledge needs to be in the hands of everyone<br />?<br />
    10. 10. WE KNOW SO LITTLE ABOUT PEOPLE<br />TALENT INTELLIGENCE<br />
    11. 11. WE KNOW SO LITTLE ABOUT PEOPLE<br />TALENT INTELLIGENCE<br />
    12. 12. Taleo Research on Workforce Visibility<br />
    13. 13. Organizational Talent Intelligence<br />Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010<br />
    14. 14. Organizational Talent Intelligence<br /><25% <br />have access to people insights <br />Most Organizations lack key info on Employees<br />when they have it, managers don’t<br />Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010<br />
    15. 15. Organizational Talent Intelligence<br />23% <br />Have visibility into Career paths for top performers<br />Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010<br />
    16. 16. Organizational Talent Intelligence<br />29% <br />Have visibility into Succession Plans<br /> for top performers<br />Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010<br />
    17. 17. Organizational Talent Intelligence<br />23% <br />Have visibility into Flight Riskin Critical roles<br />Source: US Talent Intelligence Survey, Taleo Research and HCI, 2010<br />
    18. 18. The Workforce Visibility Imperative for Government Agencies<br />
    19. 19. POLL: WHAT IS YOUR AGENCY’S BIGGEST BARRIER TO HAVING A CLEAR VIEW of TALENT?<br />A. Disparate systems that track employee data<br />B. Manual processes to collect and aggregate data<br />C. Incomplete data to make decisions<br />D. Out-of-date data<br />E. Other<br />
    20. 20. the Need for Data-Driven Decisions<br />
    21. 21. Barriers to Success<br />spreadsheets<br />silos<br />Wrong data<br />Timely and intuitive<br />No additional steps<br />
    22. 22. Spreadsheets & Human Capital Management<br /><ul><li>75%of organizations use spreadsheets for some aspect of talent mgmt.
    23. 23. 61% find errors in spreadsheets</li></ul> 37% of orgs incorrect performance reviews<br /><ul><li>72% don’t use spreadsheet auditing software</li></ul>  Of those that do, 83% find errors at least occasionally<br /><ul><li>Spreadsheets =  error rates (43%)
    24. 24. Non-spreadsheet solutions =  (1%)</li></ul>Source: Ventana Research – Benchmark Research: Managing Performance To Motivate Talent.<br />
    25. 25. Using Data to Solve<br />Human Capital Challenges<br />
    26. 26. Requirements for Workforce Visibility<br />Complete and Comprehensive Information<br />Competencies<br />Certifications<br />Job position, function<br />Employment History<br />Risk of Loss<br />Preferences<br />…<br />Current Information<br />Easily Accessible Information<br />
    27. 27. Talent Intelligence to Rebalance the Workforce<br />
    28. 28. Talent Intelligence for Mission-Critical Occupations and skills<br />
    29. 29. Talent Intelligence for Retirement and workforce Planning<br />Overall Workforce<br />Retirement Eligible<br />
    30. 30. Talent Intelligence for Retirement and workforce Planning<br />Overall Workforce<br />How many?<br />When?<br />What skills, knowledge?<br />Retirement Eligible<br />
    31. 31. Talent Intelligence for Retirement and workforce Planning<br />Overall Workforce<br />How many?<br />When?<br />What skills, knowledge?<br />Retirement Eligible<br />What development programs do we need?<br />What changes to hiring?<br />
    32. 32. Talent Intelligence for Retirement and workforce Planning<br />Overall Workforce<br />How many?<br />When?<br />What skills, knowledge?<br />Retirement Eligible<br />Are we ramping skills in the rest of the workforce?<br />What development programs do we need?<br />What changes to hiring?<br />
    33. 33. Taleo’s Vision for Workforce Visibility <br />
    34. 34. UNLOCKING THE POWER OF PEOPLE<br />COLLECT<br />GAIN INSIGHT<br />ACT<br />Talent Intelligence<br />Organizational<br />PERFORMANCE<br />
    35. 35. Summary<br />Talent is a key driver of org success<br />Most orgs know more about their laptops<br />Key agency challenges require Talent Intelligence:<br />Rebalancing the workforce<br />Retirement planning<br />Succession for critical roles<br />Talent Intelligence is about:<br />Data capture to create a complete employee profile<br />Insights to connect the dots across data elements<br />Decision support to improve management of talent<br />
    36. 36. Questions<br />Contact information<br />dwilkins@taleo.com<br />research@taleo.com<br />www.taleo.com/federal<br />

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