government - tech - customer service - leadership - opengov - gov2.0TheGovLoop GuideTo                                    ...
GOVLOOPGUIDE02.WELCOME/ CONTENTS	     About GovLoop                                                         			           ...
About GovLoop   and the GovLoop Guide SeriesGovLoop’s mission is simple: to connect government to improve government.W    ...
05.                                                                                              GOVLOOPGUIDE             ...
GOVLOOPGUIDE06.Workforce Planning in the        Public SectorHuman Resources is one of the most critical areas of governme...
07.                                                                                             GOVLOOPGUIDEBe StrategicKn...
GOVLOOPGUIDE08.                                    As government at all levels is tasked to do “more “If your agency has n...
09.                                                                                          GOVLOOPGUIDEBe PreparedKnow Y...
GOVLOOPGUIDE10.ning, recruitment, hiring, and training that are nec-        perform each task? Can the tasks be stream-ess...
11.                                                                                   GOVLOOPGUIDE                        ...
GOVLOOPGUIDE12.Be ProactiveDevelop a Workforce PlanChallenges in Closing the Gap                          Carolina Office ...
13.                                                                                           GOVLOOPGUIDEA variety of sol...
GOVLOOPGUIDE14.LinkedIn. It is not uncommon for users of thesemore mainstream social networking sites to come          The...
15.                                                                                                GOVLOOPGUIDE10 Strategi...
GOVLOOPGUIDE16.                                                           analysis of their roles and functions. That is w...
In Focus:Seven Simple Steps to Maintain MoraleThe other day I was reading the Ragan Communications newsletter and came acr...
GOVLOOPGUIDE18.Be CommittedImplement Your Workforce PlanA   workforce and recruitment strategy will require    a commitmen...
19.                                                                               GOVLOOPGUIDEBe ReflectiveEvaluate and Re...
GOVLOOPGUIDE20.PerformanceManagementStephen Beard of Oracle sat down with GovLoop to talk through how performance manage-m...
21.                                                                                   GOVLOOPGUIDEing the best-run State. ...
GOVLOOPGUIDE22.Final Overview          GovLoop Workforce Planning ToolkitThe team at GovLoop knows how busy everyone can b...
23.                                                                            GOVLOOPGUIDEGovLoop ResourcesAn Alternative...
About OracleIndustry Leading Workforce Planning Solutions for GovernmentOracle enables organization’s to address workforce...
Acknowledgements Pat Fiorenza, GovLoop Research Analyst Lead Author of the GovLoop Guide to Workforce Planning in the Publ...
Workforce Planning in the Public Sector
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Workforce Planning in the Public Sector


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Workforce Planning in the Public Sector

  1. 1. government - tech - customer service - leadership - opengov - gov2.0TheGovLoop GuideTo JUNE 2012Workforce Planning in thePublic Sector In partnership with:
  2. 2. GOVLOOPGUIDE02.WELCOME/ CONTENTS About GovLoop 16 Retention and Succession Planning Keep Employees Motivated3 About the GovLoop Guide Series In Focus: Seven Simple Steps to Maintain Morale Foreword5 With Steve Beard: Oracle Be Committed - Implement Your Be Strategic - Know Workforce Plan Where You’re Going and 18 In Focus: North Carolina Office of State How to Get There7 In Focus: OPM 5 Step Model8 Strategic Planning Be Reflective - Evaluate and Revise Plan as Needed Be Prepared - Know Your 19 In Focus: North Carolina Office of State Personnel Workforce9 Multi-Sector Workforce and Planning10 Analyze the Gap Between Current and Projected Performance Workforce Needs Management11 In Focus: North Carolina Office of State 20 Interview with GovLoop and Oracle Personnel - Conduct a Workforce Analysis Final Overview Be Proactive - Develop a 22 GovLoop Workforce Planning Toolkit Workforce Plan12 In Focus: North Carolina Office of Personnel - GovLoop Resources Create a Workforce Action Plan 23 Blogs, Discussions and Groups on GovLoop12 Solution Strategies Recruitment Training and Leadership Development Acknowledgements Programs 25 GovLoop Authors
  3. 3. About GovLoop and the GovLoop Guide SeriesGovLoop’s mission is simple: to connect government to improve government.W e aim to inspire and educate publicsector professionals as and local public ser- vants, industry experts and academic research- GovLoop works with top industry partners to provide resources and Post, Government Tech- nology, and other indus- try publications.the knowledge network ers. GovLoop is widely tools, such as guides,for government. Gov- recognized as the lead- infographics, online This GovLoop Guide toLoop serves more than ing site for addressing training and educational Workforce Planning in55,000 members, help- public sector issues. events -- all with the goal the Public Sector is un-ing them to foster col- of helping public sec- derwritten by Oracle.laboration, solve prob- GovLoop boasts an ex- tor professionals to dolems and advance their tremely engaged mem- their jobs better.government careers. bership that creates and comments on near- GovLoop also promotesGovLoop members rep- ly 1,000 new blog posts public service successresent the full spectrum and discussion forums stories in popular newsof the public sector, in- every month. sources like the Wash-cluding federal, state, ington Post, HuffingtonMeet the team/ Acknowledgements Govloop Team: Created & Location: STEVE RESSLER - Founder and CEO Developed by: GovLoop is headquartered in Washington D.C with a team of DOUG MASHKURI - Director of Busi- dedicated professionals who ness Development share a commitment to connect and improve government. PAT FIORENZA - Research Analyst JEFF RIBEIRA - Creative Director GovLoop 734 15th St NW, Suite 500 ANDY KRZMARZICK - Community Manager In Partnership with: Washington, DC 20005 Phone: (202) 407-7421 Fax: (202) 407-7501 Tweet: @GovLoop
  4. 4. 05. GOVLOOPGUIDE Foreword Directing organizational Human Resources is no small feat today. There is a plethora of issues, from talent shortages to learning styles, from pending retire- ments to internal politics that can complicate and exasperate both the process- es and the outcomes. Just as with any business challenge, however, a thought- ful and well-constructed workforce plan can serve as a strategic guide to help the HR leader navigate through the storm. The workforce plan also provides the means and measurements to accurately assess performance along the way. I have had the unique opportunity in my career to not only create and man-Steve Beard, SPHR age the execution of Human Resource workforce plans, but I have also enjoyed Strategic Program Director watching customers do the same across the Public Sector in both the United Fusion Cloud Applications Oracle Public Sector States and Canada for 19 years. From my experience as both executor and ob- server, I have learned that all HR leaders want to accomplish the same three things: 1) we want to do HR cheaper; 2) we want to do HR more efficiently; 3) we want to do HR better. A workforce plan is an essential ingredient to recognizing those objectives. Oracle is a technology company. We design, develop, manufacture, and deliver to Public Sector HR organizations, the tools they need to administer and analyze all things HR. Oracle has a comprehensive Human Capital Management solu- tion, from integrated talent management to workforce service delivery, from workforce management to HR analytics. Our HCM solution can be deployed in the cloud, on-premise, or in a hybrid model – you decide. More government workers around the world touch Oracle HR applications than any other HR ap- plication on the planet. Notwithstanding Oracle’s impressive array of HCM solutions, at the end of the day, they are just tools. No set of tools can replace the ingenuity, creativity, and work ethic of the person using them – and that is you. And so I commend you for your interest in workforce planning and, on behalf of Oracle, wish you a high degree of success in your endeavor. Oracle is proud to team with GovLoop to produce the Guide to Workforce Plan- ning in the Public Sector which serves as a resource to help you build a com- prehensive workforce plan to achieve your HR goals and align HR strategy with your organization’s mission.
  5. 5. GOVLOOPGUIDE06.Workforce Planning in the Public SectorHuman Resources is one of the most critical areas of government. As govern-ment budgets shrink and financial uncertainty continues to plague the publicsector, HR professionals are tasked with keeping their organizations streamlinedand moving towards their objectives.Workforce planning has become increasingly This guide should serve as a desktop refer-important to agencies, especially as the Baby ence to human resources professionals andBoomers start to retire and new generations as a basis while crafting a workforce plan-of young professionals are poised to become ning strategy. A well-crafted strategic planleaders in government. By crafting a well-de- will often develop stages and there will befined workforce plan, agencies will be able to metrics implemented to measure success. Asanticipate changes to the workforce, identify President Eisenhower once said, “Plans meantrends, anticipate needs, and navigate the of- nothing, planning is everything.” In otherten changing demands of the public sector. words, sometimes the process used to cre- ate a plan is just as valuable as the plan itself.With the Baby Boomer generation nearing andreaching retirement age, many have called thelooming gap that will be left by retirees a hu-man capital crisis in the public sector. AlthoughBoomers leaving the workforce contribute tothe potential human capital crisis, there are oth-er compounding factors. Factors such as fewernew hires entering into the federal government,growing competition from the private and non-profit sectors, and decreasing interest in publicservice by the emerging workforce. All of thesefactors have affected human capital in the publicsector. The current workforce requires a strate-gic investment and management to address tal-ent shifts, shrinking budgets and increasing de-mands on agencies across levels of government.
  6. 6. 07. GOVLOOPGUIDEBe StrategicKnow Where You’re Going and How to Get ThereA cross all areas of government, one of the most important concepts is mapping an agency’sgoals to mission critical objectives. Many federal In Focus: OPM 5 Step Modelgovernment agencies have published their strate- The U.S. Office of Personnel Management (OPM) providesgic plans online and nearly every department and a fairly straightforward, five-step Workforce Planningsub-agency has shared the agency’s mission on- Model. This model is a great addition to the GovLoop guide, and provides the basis of what a workforce-plan-line. ning model should incorporate.Agencies need to start the process of developing a Step 1: Set Strategic Directionworkforce plan by being strategic. While develop- Step 2: Analyze Workforce, Identify Skill ing a plan, input will be required from a variety of Gaps, and Conduct Workforcedifferent leaders across the agency. In developing Analysisthe plan, one of the keys is that the entire organi- Step 3: Develop Action Planzation will need to buy into both the plan and the Step 4: Implement Action Planprocess. By bringing in leaders who cross multiple Step 5: Monitor, Evaluate, and Revisefunctional areas of the agency, like budgeting, hu-man resources, program managers, and communi- The OPM model is not limited to the federal government.cations officials, the organization will have a more At all levels of government, agencies will be faced with aholistic view and develop a stronger strategic plan changing workforce and must begin to plan to anticipate changes and recruit talent into the public sector. Withoutthat addresses the needs of each department. a well-defined workforce planning strategy and with in- creasing fiscal pressures, government will struggle to pro-In some cases, an organization/agency will include vide services to their dynamic and complex constituency.just a handful of people, working to address a smallarea of the entire organization’s mission. Regard-less of an organization’s size, it is important to in-clude all key stakeholders to gain buy in and sup- Some key points to remember about strategicport. Without this, a strategic plan will not go very planning for government agencies is that there isfar. no single solution, no exact process to follow, and only guidelines. The hard work comes from agency leaders committing to a process and investing inStrategic Planning their organization, which is an extremely valuable process.Strategic planning is defined many different ways,but the basic premise is aligning resources and A strategic plan brings to light any limitations orassets to match organizational objectives. With- impediments meeting organizational government, a well-crafted strategic plan can Through assessing needs and planning accord-help anticipate events, assess programs, and align ingly, agencies can be prepared for the future andpriorities to the most critical mission objectives. manage complex problems it may face.
  7. 7. GOVLOOPGUIDE08. As government at all levels is tasked to do “more “If your agency has not com- with less,” knowing the staffing requirements, and the human capital needs is essential to planning pleted a strategic plan, you and maintaining operational efficiency. may wish to consider that With tightening budgets and increasing demands from citizens for improved services, strategic plan- step before continuing this ning allows government agencies to be proactive towards addressing needs. For governments to continue to meet the demands of citizens, they will process. At a minimum, you need to become increasingly proactive, and avoid reacting only during a crisis or emergencies. A well- will need to have an in-depth defined strategic plan related to workforce plan- ning and recruitment will help agencies anticipate discussion with your organi- staffing needs, anticipate staffing changes and re- cruit talented individuals into their agencies. zational leadership to obtain In Focus: North Carolina information regarding your Office of State Personnel – Phase I of Workforce Planning agency’s business direction in order to understand the The North Carolina Office of State Personnel has a fantastic site for human resources personnel look- ing to improve their workforce planning strategy. human capital requirements The site lays out best practices and strategies for developing a performance culture, strategic plan- for the future. There should ning, workforce planning, staffing motivation and development initiatives, retention, and metrics. be a clear understanding of These are all critical elements of a human resources strategy, and North Carolina Office of State Person- organizational objectives nel lays it out clearly. and the link to workforce The site highlights four phases of workforce plan- ning. Phase I is identified as “Define Strategic Busi- ness Goal.” During this phase, The North Carolina planning.” Office of State Personnel advises human resources professionals to ask critical questions about “the human capital implications of your strategic goals.” -North Carolina Office of State They note that workforce planning usually comes Personnel on Strategic Planning after strategic planning, and there is often a direct link between the two.
  8. 8. 09. GOVLOOPGUIDEBe PreparedKnow Your WorkforceT o craft a well-defined workforce strategy, agen- cies must identify who is currently in theirworkforce and how the workforce will change. To lenge for government is to understand the role of each player in the workforce, and how to best an- ticipate changes to keep the agency operating effi-understand what the current workforce looks like, ciently. In many respects, the challenge for govern-agencies need to pinpoint the proper data. Col- ment is to not only address the skill set within thelecting the proper data is critical to the success of agency, but also the skills and resources that areany plan. The data is especially important, as it will provided by various partnerships with the privatehelp to identify current workforce needs, and allow sector. The goal is to find the optimal mix of publicagencies to anticipate future workforce changes. and private resources to deliver the highest level of service to citizens.Some basic starting points for data collection areto collect the following information: A memo by Peter Orszag, former Director of the Of- fice of Budget and Management stated: Previous strategic plans “Contractors provide vital expertise to the govern- Mission and vision statements ment and agencies must continue to strengthen their acquisition practices so they can take efficient Budget reports and financial statements and effective advantage of the marketplace to Organizational long/short term goals meet taxpayer needs. At the same time, agencies Any previous organizational studies must be alert to situations in which excessive reli- Organizational charts ance on contractors undermines the ability of the Staffing plans federal government to accomplish its missions.” Retirement data Orszag continues by explaining that an overreli- Employees eligible for retirement ance on contractors can potentially negatively impact the federal workforce. “Overreliance onIn larger organizations and agencies, it will be criti- contractors can lead to the erosion of the in-housecal to identify the scope of the data and needs for capacity that is essential to effective governmentthe agency. For most agencies, once the key infor- performance,” stated Orszag.mation has been identified, agencies can start tomove into collecting new critical data to under- “Such overreliance has been encouraged by one-stand their workforce. sided management priorities that have publicly rewarded agencies for becoming experts in identi-Multi-Sector Work Force and Planning fying functions to outsource and have ignored the costs stemming from loss of institutional knowl-Across government, public sector employees and edge and capability and from inadequate manage-private sector corporations enter into partnerships ment of contracted activities. Too often agenciesto help provide services for government. A chal- neglect the investments in human capital plan-
  9. 9. GOVLOOPGUIDE10.ning, recruitment, hiring, and training that are nec- perform each task? Can the tasks be stream-essary for building strong internal capacity – and lined or eliminated?then are forced to rely excessively on contractorsbecause internal capacity is lacking. In many cas- How do you keep knowledge of how to ac-es, agencies lack the information that would allow complish these tasks from being lost?managers to understand how contractor employ-ees are deployed throughout their organization How is the agency addressing skill imbalanc-and integrated with federal employees. The full es due to attrition, including retirement overpotential of our total workforce -- both contracted the next five years?and federal -- often goes unrealized due to insuf-ficient or ineffective management attention. These Should we explore training, retraining, relo-management shortcomings work against effective cation, or recruiting options for filling compe-government performance and must be corrected.” tency gaps?These are important observations, and should not What retention strategies are in place andbe taken lightly. Although Orszag is addressing a what are the associated costs?federal audience, the implications are true at alllevels of government. As more and more public- Can skills be obtained through sharing of re-private partnerships begin to take root, govern- sources?ment needs to acknowledge the public sector isincreasingly multi-sector and plan the workforce Would it be cost-effective to use contractors,accordingly. outsource or use volunteers?Analyze the gap between current and Could we implement career development programs.?projected workforce needsOnce your agency has identified future needs of In Focus: North Carolinathe organization and compared them to the pro- Office of State Personneljected workforce, you can then begin to prioritize –Conduct a Workforce Analysisneeds and prepare your future workforce. In somecases, you may have a projected need of lowerlevel employees, but a high level expert within the “Workforce analysis is the process of aligning youragency may be ready for retirement. Prioritizing workforce planning efforts with current and futurewhich gaps to fill are considerations that must be business requirements and forecasting staffingmade while planning your agency’s workforce. needs based on assumptions of retirement and turnover. This phase involves gathering and analyz-The North Carolina Office of State Personnel pro- ing specific information about staffing levels, skillvides som good questions to start with: sets and competencies needed in your workforce. The analysis process consists of three steps: supply, What skills are currently vital to accomplish- demand and gap analysis. It is the process of look- ing the agency’s goals and objectives? ing at your current talent supply, projecting de- mands for the future, and realizing potential gaps What are the functions outlined in current and surpluses in order to enable action planning employees’ job descriptions? Are they accu- to eliminate the gaps,” The North Carolina Office of rate? How much time does it take them to State Personnel.
  10. 10. 11. GOVLOOPGUIDE Hiring patterns (time required to fill vacan-North Carolina Office of State Personnel offers a va- cies, average number of vacancies in a year,riety of strategies on how to collect data, and what etc.)kind of data to collect. Below are some quick tips Retirement patternsfor you to start to address your workforce: Employee turnover Conduct informal interviews/focus groups with managers Average years of service Analyze which jobs exist and are available Quality of new hires within your agency Transfers Understand the essential functions of each Promotions job Projected workforce based on expected at- What are the talent issues or concerns that trition need attention in your area? Retirement eligibility Is it an immediate, critical issue or do you have time to plan? Resignation (based on previous turnover data) Are you having difficulty recruiting for a par- ticular position or positions? Are you having difficulty retaining employ- ees in a particular area? Are you anticipating retirements in a num- ber of key positions? Do your employees have the knowledge, skills and abilities to do their job well? Are your employees engaged? Are there obstacles and barriers that get in the way of employees doing their jobs? Are there areas of work where process im- provement would enhance productivity?Once those general questions are understood,agencies should start to analyze data they havecollected over the years. The North Carolina Officeof State Personnel identifies that agencies are col-lecting a lot of data, and using trend data is criticalto a workforce planning strategy. The North Caroli-na Office of State Personnel identifies the followingas potential trend data:
  11. 11. GOVLOOPGUIDE12.Be ProactiveDevelop a Workforce PlanChallenges in Closing the Gap Carolina Office of Personnel.Many agencies are faced with the challenge of clos- Solution Strategiesing organizational gaps left by retirees or changingoperational needs. There are dozens of strategies Organizations create their workforce action plansthat can be implemented by agencies, but three based on the results of the gap analysis and fromcommon initiatives are recruitment, training and information gathered from workforce planningleadership programs, and retention/succession discussions. This information serves as the basis forplanning. developing an action plan. This process serves as a great way to identify workforce needs throughoutWith competition increasing from other sectors, re- the agency, and then carefully plan strategies tocruitment to the public sector is critical. A recent fill gaps in the workforce. As you begin to identifystudy from the National Association of Colleges strategies for your workforce development initia-and Employers (NACE) shows a decrease in inter- tive, consider the following questions:est in working for the federal government from col-lege graduates. The survey found that only 2.3% of What should we do to prepare for our chang-respondents planned to work for the federal gov- ing needs and changing workforce?ernment after graduation. 18% of respondents areseeking employment in the non-profit sector, and What strategies should we employ?30% are looking for employment in the private sec- What are some possible solutions to work-tor. The remaining respondents desired to attend force shortages and changes?graduate school or explore other options. Are we communicating it consistently to po-One important statistic that stood out was that 18% tential employees?of former federal interns plan on working for thefederal government. The NACE study cites that the What more can we do to engage employeesnumber of students planning to enter into public as advocates?service has been in decline over the last two years. Are there workforce process improvementsThe report cites that in 2008, 8.4% of respondents that can be implemented?desired to work in government at the local, state orfederal level. The number was at 12% in 2009, 7.4% Do solutions require legislative or policyin 2010, 6% in 2011. change? What are the constraints against implement- In Focus: North Carolina ing strategies? Office of State Personnel What are some possible solutions to those- Create a Workforce Action Plan constraints?The following section is adopted from the North
  12. 12. 13. GOVLOOPGUIDEA variety of solutions and strategies are available case the inside story of the IRS.for consideration. Once the proper information isidentified, and your agency understands what gaps Recruitment 411: Big Risk = Big Rewardto close, your agency can take the right steps to re- Recruitment 411: Making More than Moneymain a highly optimize and efficient workforce. Recruitment 411: Lessons of Leadership Part 1 - There’s Always Room for ImprovementRecruitment IRS Job: Senior Economist“Well-planned and measurable recruitment strat- A final innovative way that the IRS is connectingegies are the cornerstones of an organization’s with employees is by the use of Second Life. IRSachievement and service. Better quality applicants Recruiter Julie posted a terrific blog on GovLoopbuild the foundation for success. Great recruiters explaining how the IRS is using Second Life. Thebuild great organizations. Successful recruitment post was a guest blog post by Frank Stipe.efforts are timely, intelligent, innovative, competi-tive, assertive and targeted.” – North Carolina Officeof State Personnel In the post Frank states, “When the IRS Recruitment Office interacts with the residents of Second Life,Recruitment is a critical challenge facing govern- we count on our message being handed off bothment employees. In order to recruit the most inno- “in-world” (among Second Life users) and in othervative and talented workers into the public sector, social media channels like Facebook, Twitter andgovernment at all levels is going to need to im-prove recruitment strategies. In Focus: IRS Recruitment OfficeOne of the Federal agencies leading the chargewith recruitment is the IRS. The IRS has a great pagefor prospective employees. The IRS uses dozens ofsocial channels to help recruit employees into the “ Well-planned and measurable recruit-federal government. ment strategies areThe IRS has three different Twitter accounts used tohelp in recruitment. The accounts discuss IRS op- the cornerstones ofportunities and the benefits of working at the IRS.They also have a Facebook page that is used for an organization’scareer questions, provides updates and as a wayto connect with prospective employees. YouTube achievement and ser- “is another social channel that the IRS is using forrecruitment. The IRS uses videos to help showcase an employee can build a career at the IRS,share agency profiles, and develops recruitmentprofiles. This is a terrific way to help recruit employ- - North Carolinaees to the IRS. The IRS also uses LinkedIn as a way Office of State Personnelto help people see what it is actually like to work atthe IRS. The IRS also uses GovLoop, to help show-
  13. 13. GOVLOOPGUIDE14.LinkedIn. It is not uncommon for users of thesemore mainstream social networking sites to come There are dozens of programs of success storiesinto second Life to interact with one of our recruit- about training and leadership programs acrossers. Often, they’re not just looking for career advice government. The Presidential Management Fel-for themselves - they’re also looking for informa- lows Program is one of the success stories in gov-tion they can share with friends and family. ernment, and also, one of the most competitive programs. Those admitted to the program rotateThe IRS Careers Island in Second Life opened to the among agencies for two years with acceleratedpublic in February 2009 after nearly a year in devel- promotion potential.opment and testing. Our recruiters host a varietyof events on the island including dances, costume OPM has a great list of government agencies lead-parties and job fairs. The island also features sev- ership programs. One program to highlight is theeral career centers, an art gallery that showcases Foundations in Leadership: Administrative andemployee art, a shopping mall, a conference center Business Skills, which is available for Departmentand a dance club.” of Interior employees GS - - through GS – 12. Follow IRScareers Retention and Succession Planning Follow IRSrecruiter59 Follow RecruitmentIRS No workforce program would be complete without Friend IRS Careers on Facebook a plan to retain an organization’s very best employ- ees. Monetary incentives are only part of the equa- Subscribe to the IRS Careers YouTube Channel tion. Although equal compensation to colleagues Visit us on LinkedIn in the private is critical to retaining talent, many Julie IRS Recruiter GovLoop Blog employees desire more than just incremental bo- Visit the IRS Career Island nuses. Finding value and meaning with the work performed is critical to retaining talent in govern- ment. To keep talent, agencies will have to identifyTraining and Leadership Development strategies to cultivate and grow the agencies fu-Programs ture leaders.“Training and Development is one of the most criti-cal contributors to the success of an organizationand its workforce. Providing training for employeesnot only helps them develop their skills and knowl-edge, but it is also a motivational tool as well as abuilding block to organizational success.” – Gov-Loop Member Henry BrownLeadership programs, like training initiatives, areimportant to retain employees, develop talentedemployees, and keep morale high within agencies.GovLoop offers dozens of free trainings through-out the year for public sector professionals. Thesetrainings are typically only an hour long and aregreat ways to help employees grow professionally.
  14. 14. 15. GOVLOOPGUIDE10 Strategies on How to Manage Tal- Mentoring Programsent In Federal Agencies Mentors often provide valuable insights and in-One key area of human capital is cultivating talent, stitutional knowledge about an organization to awhich is a critical part of retaining the most innova- younger workforce. By working with a mentor, newtive and talented employees within government. employees are given new perspectives on organi-Talent management involves a thorough analysis zational issues and are provided the opportunity toof the agency’s workforce. With competition com- grow professionally and learn from their mentor’sing from the private and non-profit sector, manag- talent is no easy task for agencies. By develop-ing a smart human capital plan, agencies can keep There are also countless examples of fantastic men-their most talented individuals around and not see toring programs in which people opt into a men-a brain drain to seemingly greener pastures. Below torship agreement - these programs are largelyare ten strategies that will aide agencies in their tal- successful because those opting in are passionateent management strategies. about taking a mentee, and those seeking a men- tor are equally motivated to make the relationship 1. Provide Trainings and Professional Develop- successful. GovLoop has had enormous success ment Resources with the government-wide GovLoop mentorship 2. Provide Work that Impacts Professional program. Growth 3. Assign High Level and Engaging Projects GovLoop Perspective: Why Not? Men- 4. Connect People, Allowing them to Grow toring with Mojitos their Network By Steve Ressler and Corey McCarren, written for FedSmith 5. Offer a Challenging and Stimulating Envi- ronment Last week, we looked into a new potential retire- 6. Provide Access to Mentors ment option for federal workers: mentoring into 7. Provide Opportunities for Quick Leadership retirement. The program, currently under con- Growth sideration by Congress, would allow participants 8. Ensure That Employees are the Right Cultural nearing retirement to draw upon partial annuity Fit while mentoring up to 20% of their work schedule. 9. Remain Sympathetic to Work/Life Balance When crowdsourcing opinions on the program, we 10. Encourage Open and Honest Two-Way Com- found that users had some concerns munication of their own, including who should participate, whether the amount of time allotted to mentoringThere are a lot of different ways to approach talent was sufficient or too much, and whether the men-management, but it is critical to remember that tal- tors would succeed in easing turnover.ent management is a two-way street. The employeeneeds to be willing to grow and learn, even when A FedSmith poll conducted last week showed in-things are not perfect and work is tough. Everyone terest in phase retirement and the mentoring pro-needs to attach themselves to the organization gram. Over 75% of respondents said they were atand the agency’s mission, and make a commitment least partially interested in a phased retirementto the team. In the end, by making a commitment program. When specifically asked about partici-to the agency, all professional, personal and orga- pating in mentoring as part of a phased retirement,nizational goals can be met. 70% said they’d be glad to share experiences in a mentoring program as part of a phased retirement.
  15. 15. GOVLOOPGUIDE16. analysis of their roles and functions. That is why itRegarding mentoring specifically, FedSmith read- is important to gauge employee responsivenessers had three main concerns with the program: and engage employees in activities that build em- ployee morale, organizational changes might ulti-Favoritism - or starters, there was concern of fa- mately occur.voritism, noting that often federal retiree ‘favor-ites’ come back as contractors who may be of little Julie Jenkins, recruiter at the IRS shared seven sim-benefit to the organization. The same could hap- ple steps on how to help maintain morale. Juliepen with a mentors program, where the best men- provides some great insights and provides sometors aren’t the ones being chosen. valuable information for managers to help manag- ers keep employees engaged and motivated.Bad Practices - Another concern is that the fedschosen for mentoring may pass on bad practicesand work habits. The workplace is quickly evolv-ing due largely to new Internet platforms, and itmay not be worth the time and effort to have em-ployees learn the old way of doing things.Is it Coaching or Mentoring? - It was also notedthat some agencies already have coaches whosegoal is to train new employees. It’s hard to deter-mine what the line would be between coachingand mentoring. And, unlike coaches, mentors don’tplan on staying with the organization, so they havelittle incentive to be productive in their mentoring.Despite the concerns, there is apparently stronginterest in a mentoring program if done correctly.The statistics show that while there is skepticism ofthe program, it is likely still worth a trial because ofthe myriad potential benefits for soon-to-be retir-ees and new hires alike. Maybe a little mentoringwith that mojito isn’t such a bad idea.If you’re interested in participating in a mentorsprogram, be sure to check out the government-wide GovLoop Mentors program.Keep Employees MotivatedChange is always difficult to introduce within anorganization. In any workforce planning initia-tive, employees will experience heightened levelsof stress due to the anxiety that comes with an
  16. 16. In Focus:Seven Simple Steps to Maintain MoraleThe other day I was reading the Ragan Communications newsletter and came across an article titled 10 in-expensive ways to boost employee morale. I was immediately interested, not because my office is in need ofa mood change - quite the opposite – the IRS Recruitment Office is overflowing with enthusiastic, energetic,people. I was intrigued by the article because I wanted to see just how many of the 10 things we put into prac-tice in our office; here are seven of my favorites.1 Recognize individual employees. In the two years I’ve been with the recruitment office, not a single staff meeting or team phone call has gone by without someone getting a shout out from a co-worker for their help on a project. It’s so simple it almost sounds silly, just say ‘thank you.’2 Give employees responsibility. My manager runs a results-only work environment. This kind of atmosphere places a lot responsibility on the employees, but with responsibility comes trust. As an employee, nothing makes me happier or motivates me more than knowing my manger trusts me.3 Treat employees like people. We all get caught up in crossing things of our to-do list and trying to make it to every meeting on our schedule. However, we are encouraged to leave work at work. The only thing my manager believes in more than a results-only work environment is work-life balance.4 Offer Training. Every member of our staff has a career development plan. We are encouraged and expected to own that plan and take advantage of opportunities that are in line with our career goals.5 Give small perks with big personal impact. It really is the little things that matter most. I remember we had 100 percent participation in an employee survey. As a token of her appreciation, our manager gave us 30 minutes of admin leave. It may not seem like much, but getting home to your family a little earlier, or taking a longer lunch to catch up with a friend – what’s better than that?6 Be transparent, and keep staff in the loop. Information sharing is a good thing; it makes employees feel valued and cuts down on anxiety. As decisions are made and changes occur, our manger makes sure the information trickles down so we’re all well-informed.7 Make the office fun. A fun office and happy employees go hand-in-hand. Walk into our DC office and it’s instantly evident that we have a good time at work. There’s a temporary hopscotch board on the floor, placed there by a visiting co-worker. It’s highly possible that you’ll hear one or more of my co-workers singing, and someone is always laughing – usually at the person singing but that’s another story.Blog Post from GovLoop, Recruitment 411: Seven Simple Steps to Maintain MoraleBy Julie Jenkins, IRS Recruiter
  17. 17. GOVLOOPGUIDE18.Be CommittedImplement Your Workforce PlanA workforce and recruitment strategy will require a commitment to the plan from all levels of theagency. It is up to senior level officials to align the budget, and the human resources needed to ac- complish them. ”plan to the organizations objectives and lead the One option is to consider hiring a consultant toimplementation phase. help with the workforce planning initiative. In some instances, a contractor will work well sinceA recent report from the Department of the Interior they are not as ingrained in the organizational cul-states, “Workforce planning offers a means of sys- ture, and may provide insights and experience thattematically aligning organizational and program are not available within the agency. Likewise, therepriorities with budgetary and human resources are significant costs to hiring a consultant, and theneeds. By beginning the planning process with consultant may not fully understand limitationsidentified strategic objectives, managers and their within the agency and how the agency operatesorganizations can develop workforce plans that internally. By working with other agencies and col-will help them accomplish those objectives. At the laborating, agencies may learn new insights andsame time, workforce plans provide a sound basis lessons from similar agencies.for justifying budget and staffing requests, sincethere is a clear connection between objectives, theMetrics Planning Identify key Collect raw data in measurement areas. high-impact areas. Assess the organization’s Generate metrics that business requirements. inform the organization. Identify associated Evaluate periodically. HR metrics. Consolidate operational and HR metrics.
  18. 18. 19. GOVLOOPGUIDEBe ReflectiveEvaluate and Revise as NeededM easuring outcomes of any program is impor- tant, as time and budgets are tight for govern-ment, every program should be looked at with a Has the hiring process improved? Has the selection process improved?critical eye. Outcomes for the program should be Do new hires possess needed competenciesclearly known, so proper adjustments can be made and skills?to meet the needs of the organization. Has overall organizational performance in-There are many ways to measure success of a pro- creased?gram. One way is to look at all the data that you Are you able to appropriately plan for suc-previous collected, and update the data to periodi- cession replacements for retirements?cally measure against past success. Once that datais collected, an organization can look at programs Are you able to successfully transfer knowl-and policies that impacted the data, and what the edge?outcomes were and what needs to be modified. Are you able to build internal leadership ca- pabilities? In Focus: North Carolina Office of Personnel Are employees more engaged in their work? Have employee barriers and obstacles beenSuccessful workforce planning is an active and removed?continuous process. On-going evaluation and planadjustments are the keys to continuous improve- Have internal processes been streamlined toment and to achieving your targeted goals. You be more effective and timely?must continue to monitor and refine approachesto meet the demands of your workforce. North Car-olina Office of Personnel identifies the followingquestions as great starting points for you to evalu-ate your workforce: Did the action plan accomplish what the or- ganization needed? Do adequate staffing levels exist? Has turnover been reduced? Are the skills of employees being developed quickly enough to become effective? Are you able to recruit for the talent needed?
  19. 19. GOVLOOPGUIDE20.PerformanceManagementStephen Beard of Oracle sat down with GovLoop to talk through how performance manage-ment impacts workforce planning. As Stephen identifies in the interview below, performancemanagement is a critical component to workforce planning. Stephen shared his expert insightswith the GovLoop team.Why is performance management so important to quit until they accomplished what they started.workforce planning? How will a performance management initiative im-Performance Management is critical to Workforce pact an agency’s ability to improve decision-makingPlanning. It is not only the process that allows and increase performance of the agency?managers and employees to communicate ex-pectations and outcomes, but more importantly, First, through a performance management initia-it yields essential data points HR leaders need to tive, an agency can reassess and clarify both visiondetermine; such as, how well organizational talent and purpose. They can determine the competency-is aligned to organizational goals and objectives, model that best lends itself to contributing to over-and where deficiencies exist. Without those data all organizational strategy. It provides the chancepoints, HR leaders will be less able to predict out- to realign what may have become a broken pro-comes and take proactive and corrective action cess to the ideal model. Like the State governmentthrough other talent-related processes like recruit- example I cited above, they can audit existing in-ing, training and development. formation and eliminate redundancies and clarify outcomes. Second, through a performance man-Do you have an example of an agency that has a agement initiative, an agency can streamline pro-well-run performance management initiative? What cesses by automating service delivery. The Statemakes this agency unique? took a manual, paper-based processed and auto- mated it through self-service and workflow, mak-There is a great State government story that I would ing it more efficient for employee and managerlike to share. Here is what makes them unique, they alike. Finally, through a performance managementaligned HR resources to organizational strategy and initiative, an agency can identify expected out-they determined practical ways they could support comes and measure the results. More important-the Governor’s vision of becoming the best-run ly, they can report those results to organizationalState. They were also willing to do the work and in- leadership.vest the time. The State evaluated 3500 jobs andreduced them to 750, defining key competencies What are some lessons learned for agencies whilethat were aligned to organizational strategy, and thinking about developing a performance manage-then assigning those competencies to each job, ment initiative?and defining, implementing and rolling out a newperformance management system – none of this Besides using the right tool, there are three lessons.was easy and each step required a significant in- First keep it singular. In the State example citedvestment in time and resources. Finally, they didn’t earlier, the Workforce Plan was singular – becom-
  20. 20. 21. GOVLOOPGUIDEing the best-run State. Everything else hinged on vice accessible). Also, more and more Talent Man-that one vision. Second, keep it simple. Too many agement suites are incorporating collaborativetimes, we try to over-complicate the plan. We try and social networking features that can be lever-to measure too many things. We incorporate too aged in performance management systems andmany moving parts. The State kept it simple. Ev- help shape performance management policiesery competency (and they were limited in number) and practices.was selected based on whether or not it was essen-tial to achieving the Governors vision – becomingthe best-run State. Third, keep it seamless. What Imean by “seamless” is that all parts need to be in-tegrated and contribute to the whole. Without anintegrated Talent Management suite, it is virtuallyimpossible to manage to a Workforce Plan.Where should an agency start if they want to developor improve their current performance managementinitiative?I would suggest you start by determining whereyou want to go and why. Answer questions like,“What do we want to measure?” “Why should wemeasure it?”“How should we measure it?”“How willwe determine success?”What are common challenges or roadblocks agen-cies may be able to expect?Steve cited three challenges agencies might ex-pect. First, a performance management plan willtake longer than you think. Designing and rollingout a proficient performance management systemis a significant effort and agencies need to investthe time to establish clear goals and milestones andstay on task. Second, no one will agree and the im-portance to establish clear objectives and establishrules of engagement. Finally, change is hard and toexpect resistance. This can be limited through well-administered communication and trainingWhat role can technology play for government agen-cies looking to implement a performance manage-ment plan?Technology provides tools like integrated TalentManagement suites, HR Analytics, and a variety ofservice delivery access models (think Mobile De-
  21. 21. GOVLOOPGUIDE22.Final Overview GovLoop Workforce Planning ToolkitThe team at GovLoop knows how busy everyone can be. As such, we wanted to consolidatethe information in this guide to give you a quick overview of the elements of a workforce-plan-ning program. Please take a moment to conduct this exercise and then use the results to helpyou craft and/or improve your current workforce planning initiative. Getting Started Assess Current Position Identify previous workforce and strategic plans Review plans and develop metrics to identify current status of any current initiatives Conduct Strategic Planning Collaborate with key leaders and your team to identify the following: Identify the key problem of the workforce you are trying to solve Prepare a vision of your workforce Identify a common vision of your agency Identify goals Develop metrics and ways to evaluate your program Conduct Workforce Analysis Collect data on your workforce Identify most critical skills within agency Match skills to jobs needed Develop Your Workforce Action Plan Recruitment Strategies Training and leadership development programs Develop strategies to manage talent Provide trainings and professional development resources Provide work that impacts professional growth High level and engaging projects Work connects people, allows them to grow their network Working in a challenging and stimulating environment Provide access to mentors Quickly provide opportunities for leadership Pay attention that employees are the right cultural fit Sympathetic to work/life balance Open and honest two-way communication Implement Workforce Plan Develop Program Leads Institute Program Checkpoints Collect Data Evaluate Workforce Plan Is your program matching your stated goals and metrics that you have designed?
  22. 22. 23. GOVLOOPGUIDEGovLoop ResourcesAn Alternative to ‘Work-Life Balance’Are You Planning to Fail Today?Dealing with Employee Engagement: Today’s Generation Gap in the WorkplaceDon’t Bring Doughnuts to Work, Bring JUICEHow to Manage Talent in Federal AgenciesIs Telework a Critical BenefitLeadership as an Agency’s OutcomeRant on ProductivityTalent vs. Potential - Where Do You Stand?The Importance of Preserving Institutional Knowledge in the Public SectorThey’re Tossing out the Baby!Top 10 Skills for Government Workers in 2012Used to be a Public Servant, Took an Arrow to the Knee!What Does Accountability Mean?Work: A Place -- Or the Things We Do?Workforce Planning GroupContinuity of Operations Planning (COOP)Blended Workforce Done Strategically is Right SizingHow Can I Convince My Colleagues to NOT Leave Their Jobs?Strategic Workforce Planning Group
  23. 23. About OracleIndustry Leading Workforce Planning Solutions for GovernmentOracle enables organization’s to address workforce planning challenges by offering government a complete and integrated suite ofHuman Capital solutions – from core HR transactions to workforce service automation and delivery, to complete enterprise talentmanagement to workforce management to HR analytics.Your Strategy, Your Choice: Deployment Options for Workforce PlanningSolutionsDepending on your organization’s operational requirements and IT environment, Oracle solutions can be deployed in a varietyof ways. Whether it be on premise, in the cloud, or something in-between, Oracle provides you with the choice and flexibility toadopt the best deployment approach to meet your organization’s unique requirements. Join the Oracle HCM Discussion Planning Solutions Offer Govern- Learn More About Oracle Solutions for Work-ment Measurable Results force PlanningCity of Chicago Innovates Hiring Process HCI Research- “The Advantages of Unified Human CapitalSavannah River Nuclear Solutions Powers Talent Software”Human Capital Management in the Cloud Examples HR Analytics: Driving Return on Human Capital InvestmentChicago Public Schools Prepares for Future Growth Cloud Solutions for Human Capital ManagementState of Kansas Consolidates HCM Functions ROI of E-Recruiting for GovernmentWashington County Enhances Recruiting & Performance Data Sheet- Solutions for Workforce Planning
  24. 24. Acknowledgements Pat Fiorenza, GovLoop Research Analyst Lead Author of the GovLoop Guide to Workforce Planning in the Public Sector Pat Fiorenza is currently a Research Analyst at GovLoop. Pat works on the Business De- velopment team and is continually interfacing with the GovLoop community. Through blogs, research reports, guides, in-person and online events, Pat helps to identify and find best practices to share with the GovLoop community. Prior to working at Gov- Loop, Pat worked at Syracuse Habitat for Humanity through the AmeriCorps Program as a Marketing Liaison and was previously a Legislative Intern to Senator Charles E. Schumer. Pat received his Masters of Public Administration degree from the Maxwell School of Citizenship and Public Affairs at Syracuse University. Thank you to all who assisted in the production of the GovLoop Guide to Workforce Planning in the Public Sector. In particular, thank you to Andrew Krzmarzick, GovLoop Community Manager, who served as a contributing author to various sections of this guide, and also as an editor. Also, thank you to Andy Lowenthal and Terry Hill, who served as editors for this guide. Thank you again to our sponsor, Oracle for supporting this guide. This guide was designed by Jeff Riberia, Content/Community Coordinator, GovLoop. GovLoop 734 15th St NW, Suite 500 Washington, DC 20005 Phone: (202) 407-7421 Fax: (202) 407-7501