Neil Reichenberg Executive Director IPMA-HR Transforming Local Government HR to Meet Today’s & Future Workplace Challenges Neil Reichenberg Executive Director IPMA-HR

Agenda HR 2020 Report Cross-Generational Study Succession Planning Survey

15

The Rise of HR Book is available for free at - www.riseofHR.com

Workforce of Tomorrow Report Workforce of Tomorrow report by Center for State & Local Government Excellence: “Often seen as the rule police & the agency of no, the HR department of tomorrow must be flexible, nimble, creative, can-do, strategic, & staffed by skilled employees who champion people management issues & set the workforce agenda”

Creating People Advantage in the Public Sector Boston Consulting Group report titled: “Creating People Advantage in the Public Sector: Transforming Government Human Resources.” Report states: “The bottom line: governments must dramatically improve how they recruit, train, and manage talent. And they must make HR into a strategic partner for public-sector leaders, one that plays a key role in helping to improve overall government performance.”

HR 2020 Project Led by a taskforce with members from federal, state, local levels of government Survey conducted of senior level IPMA-HR members Website established to share resources & tools – www.ipma-hr/hr2020

The Year 2020 This is a Call to Action! As HR Professionals in the Public Sector……. What Challenges and Opportunities are ahead of you? Here is a practical Road Map and Guide to assist you

Relevance The need to transition from Transactional to Transformative HR as a driver of change and innovation HR at the Table to fundamentally shape organizational outcomes

HR 2020 Framework Three critical Lenses Business Acumen Innovation Strategic Orientation Developing HR strategies through these lenses will be critical to the success of public HR and will assist HR to be viewed as an influencer & strategic partner rather than a transactional support player

Business Acumen The ability to see the big picture with an executive mentality Understanding the business of all clients And being able to communicate in business terms how HR programs impact key objectives of the organization

Innovation Strive for continuous improvement to remain productive and relevant HR can drive a culture of innovation and lead the way by adapting policies and practices

Strategic Orientation The ability to broadly assess the environment using performance measures and metrics to assess impact Developing an understanding of the challenges and opportunities and creating a roadmap to get from the current to the future state Use performance measures & metrics to assess the strategic impact of HR initiatives & shift to providing consultative services

Five areas of Focus Leadership Culture Talent Communication Technology HR 2020 Framework Five areas of Focus Leadership Culture Talent Communication Technology

Leadership The indispensable HR professional is one who positions themselves as a person who understands the pressures and challenges of the leader and is available to help create the best solutions possible Maximizing the opportunity to link the people component with effective business strategies to achieve successful measurable outcomes

Leadership IPMA-HR survey: 95% agreed that HR professionals need to be recognized as leaders within their organizations Only 63% said their HR departments are recognized as leaders Only 40% indicated they have the necessary tools & resources to be viewed as strategic partners

Culture There are significant opportunities for HR to help leadership at all levels to meaningfully plan for shaping or changing organizational culture to keep pace with service requirements, client needs and employee desires and capabilities Trust & integrity & the consistent practice of organizational values are vital in shaping & reinforcing organizational culture

Culture IPMA-HR survey found: Only 50% said the culture of their organizations supports innovative approaches to doing business Only 40% believe their recruitment & selection processes directly support the culture 98% said there is a gap between the desired & actual behaviors of managers & employees in their organizations

Talent Talent management is the heart of all HR programs & services By creating the urgency among agency leadership for a talent management strategy, the public sector can avoid trailing the private sector in the search for top talent

Talent Is your organization prepared to meet the challenges of recruiting, retaining, and rewarding top talent in the next 5 years – only 37% surveyed responded with a score of 4 or 5, with 5 being very prepared (only 7% rated it as a 5)

Technology Technology is a key driver in creating potential opportunities and success as HR prepares organizations to deliver services and respond to the challenges of the future. While technology is important, challenges, such as budgeting and data integrity, are limiting the full potential technology can offer

Technology IPMA-HR survey found: 94% said technology is very important in achieving HR priorities over the next 5 years Half reported their organizations had difficulties in being able to budget appropriately to meet technology needs

Communication Communication strategies need to be included with all programs & initiatives and there is a need to ensure that messages have been received & understood HR has a leading role in ensure employees are well informed & communication gaps are minimized Multi-generational workforces require diverse communications strategies & tactics The IPMA-HR survey indicated that communication is inconsistent and it can be difficult to reach employees, some of whom don’t have daily access to computers or mobile devices

HR 2020 Website

2016 IPMA-HR Cross Generational Survey Survey Methodology An online survey was sent via email to 7,499 employees from 10 public sector organizations on June 6, 2016 Employees were sent the survey from the following organizations: City of Milwaukee, WI Office of the New York State Comptroller Fairfax County, VA Rancho Cucamonga, CA Loudoun County, VA State of Ohio Jackson County, Ore. Haltom City, TX State of Wyoming City of Sunnyvale, CA

Cross Generational Survey 3,584 (N=7,499) employees responded to the survey - 48% response rate A sample consisting of an equal number from each generation was drawn to insure that an equal number of Generation X, Generation Y and Baby Boomer Generation employees would be likely to respond

Top 3 Motivators for Seeking Public Sector Employment View of Government Employment Top 3 Motivators for Seeking Public Sector Employment Q6. Overall, you have…………………………………………… Q7. What are the top three factors that motivated you to seek a career in the public sector?

Appeal of Working for the Government – Baby Boomers Baby boomers are significantly more likely to value: Good Benefits Job Security Pension Known for retaining employees Fiscally responsible government Belief in the products and services produced

Appeal of Working for the Government – Generation X Generation X is significantly concerned about: Work-life balance Job security Making a difference in people’s lives Making a difference in the community Positive reputation in the community

Appeal of Working for the Government – Millennials Millennials are significantly more likely to value the following: Work-life balance Opportunity to learn and grow Makes a difference in the community Has positions with upward mobility and visibility

Hiring Is the hiring process too long? Millennials – 55% Generation X – 47% Baby Boomers – 42% Best ways to attract your generation Millennials – opportunities for advancement Generation X/Baby boomers – health benefits/pensions

Workforce Benefits

Work Relationships

Succession Planning Previous surveys identified succession planning as the #1 challenge Center for State and Local Government Excellence (slge.org) surveyed IPMA-HR members in September 2016 to understand more about usage of formal succession planning by state/local governments 295 survey respondents

Succession Planning Process Have a process 11% Currently developing a formal process 27% Will likely develop a formal process in the next 5 years 33% Will not develop a process in the next 5 years 16% Don’t know 13%

Succession Planning Barriers Main reason why formal succession plans have and/or won’t be developed Not a leadership priority 37% Lack of internal expertise 19% Lack of financial resources 12% Organization doesn’t need a formal plan 5%

Who Is Involved in Succession Planning? HR Staff 87% Department Leadership 80% Appointed Leadership 48% Individual Employees 18% External Consultants 16% Elected Leadership 15% Employee Group Representatives 12%

Workforce Information If a formal succession plan has been or is being developed: Some, but not all of the needed workforce info is available to develop a plan 48% No needed workforce data is available 15% Enough information is available to develop a comprehensive plan 36%

Knowledge Management 52% of organizations reported having an informal or formal knowledge management program. Of those that do: Have a formal process 6% Have an informal process 45% Have a combination of formal and informal 49%

Additional Information For additional information, please contact: Neil Reichenberg Executive Director IPMA-HR nreichenberg@ipma-hr.org