1. [LOCATION NAME] Strategic Summit on Organizational Readiness Planning our Workforce Needs for the Future [DATE]

2. Considering [LOCATION NAME] values, strategic plan, goals –[ADD language from strategic plan or goals] As foundation of short/long range organizational readiness plan –Describe ideal state (“what”) and consider priorities, ideas, actions to support its achievement (“how”) Our Focus

3. Introduction and Presentation Focus on Present Focus on Future Common Ground and Next Steps Harvest Networking Social Agenda Overview

4. [List Department Co-Sponsors] Co-sponsors

5. Planning Committee [LIST NAMES]

6. [PRESENTING LEADER NAME] Setting the Stage

7. [PRESENTER NAME] Setting the Stage

8. GroupChange [GROUP NAME][+/- #]% [GROUP NAME][+/- #]% [GROUP NAME][+/- #]% [GROUP NAME][+/- #]% [LOCATION] Numbers [ENTER YEARS] Reference: [ENTER REFERENCE INFO]

9. Campus Career Staff Percentages 2007 sample

10. [LOCATION] Staff Separations by Years of Service [YEARS] 84% of separations were staff with less than 10 years of service sample

11. Retirement Eligible Staff Career Staff by Classification SMG = [#]% ([#] of [#]) MSP = [#]% ([#] of [#]) IT = [#]% ([#] of [#]) Other = [#]% ([#] of [#]) [#] % of [LOCATION] Career Staff are 50+ and Vested (includes non-represented and represented staff numbers) [#]% ([#] of [#]) = 55+, Vested [#] % [LOCATION] Career Staff is 55+ and Vested All Other Career Staff MSP SMG sample

12. 1.Quality of relationship with manager 2.Ability to balance work and home life 3.Amount of meaningful work – the feeling of making a difference 4.Level of cooperation with coworkers 5.Level of trust in the workplace - Development Dimensions International, Inc. 2007 Why Employees Leave Jobs * * * sample

13. 1.Career Opportunity 2.Another Reason (relocation, return to school, etc) 3.Boss Staff Exit Survey Results Top 3 Voluntary Separation Reasons sample

14. Staff Exit Survey Results Top 3 Highest Rated Items RATED ITEMFAVORABILITY 1.I had a good working relationship with co- workers. 90% 2.I was comfortable with my work schedule. 85% 3.The university educates staff on safety procedures. 80% sample

15. Staff Exit Survey Results Top 3 Lowest Rated Items RATED ITEMFAVORABILITY 1.There was good opportunity for promotion at [LOCATION] about 30% 2.I was satisfied with my level of pay. about 35% 3.My supervisor was able to resolve conflicts. less than 50% sample

16. Staff Exit Survey Results Notable Supervision Rated Items RATED ITEMFAVORABILITY 1.My supervisor had good leadership skills. about 55% 2.My supervisor kept me informed on key issues in the office. about 55% 2.I was informed ahead of time regarding changes that affected my work. about 50% sample

17. Over last 3 years, [LOCATION] has filled a majority of career positions with internal candidates. Employment Trends Career Positions External HiresInternal Hires Year #%# Promotions % Promotions # Other % Other 06-0746544%28127%29829% 05-0648646%23122%33232% 04-0552948%24522%33430% sample

18. Employment Trends Top 10 [LOCATION] Payroll Titles with Largest Staff Numbers PAYROLL TITLEHEAD COUNT DIRECTOR (FUNCTIONAL AREA)103 ANALYST, ADMINISTRATIVE, PRIN I62 ANALYST, ADMINISTRATIVE, SR145 ANALYST, ADMINISTRATIVE180 ANALYST, ADMINISTRATIVE, ASST111 ADMIN. SPECIALIST131 _____ASSISTANT III322 _____ASSISTANT II235 PROGRAMMER/ANALYST III113 PROGRAMMER/ANALYST II82 sample

19. Employment Trends Top 10 [LOCATION] Payroll Titles with Largest Vacancy Numbers 2006-2007 PAYROLL TITLE# Vacancies DIRECTOR (FUNCTIONAL AREA)22 ANALYST, ADMINISTRATIVE, SR33 ANALYST, ADMINISTRATIVE64 ADMIN. SPECIALIST50 ANALYST, ADMINISTRATIVE, ASST49 _____ASSISTANT III160 _____ASSISTANT II110 STAFF RESEARCH ASSOC I38 LABORATORY ASST II22 FOOD SERVICE WORKER24 sample

20. Employment Trends [LOCATION] Campus Payroll Titles with Largest Numbers and Vacancies 2006-2007 PAYROLL TITLE HEAD COUNT # VACANCIES % EXTERNAL HIRES DIRECTOR (FUNCTIONAL AREA)1032262% ANALYST, ADMINISTRATIVE, SR1453338% ANALYST, ADMINISTRATIVE1806437% ANALYST, ADMINISTRATIVE, ASST1114915% _____ASSISTANT III32216043% _____ASSISTANT II23511054% sample

21. Skills Gap Definition Organization’s Skills Needs Current Workforce Capabilities SKILLS GAP Point at which organizations can no longer grow and/or remain competitive in industry because employees do not have the right skills to help drive business results and support the organizations strategies and goals.

22. “Baby boom retirements, flat population growth and stagnant workforce investment could, by 2010, leave 5.3 million skilled U.S. jobs without a skilled U.S. worker to fill them.” - The Workforce Alliance “Unchecked, the trend could result in a shortage of 14 million skilled workers by 2020.” - American Society for Training and Development US Workforce Trends sample

23. 1.Management and leadership skills * 2.Technical and job content skills 3.Personal attributes/qualities: persistence self-discipline self-awareness 4.Basic skills “three Rs” (reading, writing, arithmetic) customer service communications basic business acumen - American Society For Training and Development US Workforce Trends Skill Gaps – 4 Primary Areas sample

24. Pre-Summit Survey Results Top 3 Areas to Focus Resources 1. Retention of staff 2. Replacement planning for leadership and key professional roles 3. Leadership Development sample

25. Pre-Summit Survey Results Groups to focus expanded professional development and career support opportunities 1. Administrative and Professional Staff 2. Managers and Senior Professional Staff 3. Clerical and Support Staff sample

26. What does all this mean?

27. Let’s Go to Work!

28. [List Names] Co-facilitators

29. Respect all ideas; listen Stay on schedule Seek common ground Don’t “work” differences Record everything Have fun! Ground Rules

30. Dialogue Leader Timekeeper Note Taker Flip Chart Organizer Reporter Small Group Work

31. Current trends Stakeholder groups Purposes –Identify themes and patterns –Establish context –Find out what we care about 1.Focus on Present

32. Agree to leadership roles Individual reflection; sharing Small group dialogue –3-5 key trends; why important? –Doing NOW? –NEW things you want to do? Flip chart AND 8½ by 11 sheet Activity–40 min.

33. During break, view the “Gallery Wall” Consider: –What resonates with you? –What patterns/themes emerge? –What questions arise? –What inspires you to act? Gallery Walk

34. Go to your new table assignments and groups After the break

35. Where we want to be –WHAT we want to create Mixed groups Purpose: –Imagine the ideal, inspiring future we want to work toward 2.Focus on Future

36. Agree to leadership roles Individual reflection; sharing Small group dialogue –Collaborate on shared vision statement Flip chart AND 8 ½ by 11 sheet –2 to 3 sentences long Activity–40 min.

37. Reports from small groups –Listen for common themes and shared hopes Ideal Future

38. Stay in same mixed groups Moving forward; next steps Purposes: –Discover shared interests –Set priorities; explore ideas –Document, document, document 3.Common Ground

39. Agree to leadership roles Small group dialogue –Common themes –Priorities –Ideas –Unresolved differences Flip chart AND 8 ½ by 11 sheet Activity–40 min.

40. HARVEST

41. [list top priorities provided from submitted group work] Priorities: Short-term

42. [list top priorities provided from submitted group work] Priorities: Long-term

43. [list top ideas and initiatives provided from submitted group work] Ideas and Initiatives

44. Considering [LOCATION NAME] values, strategic plan, goals –[ADD language from strategic plan or goals] As foundation of short/long range organizational readiness plan –Describe ideal state (“what”) and consider priorities, ideas, actions to support its achievement (“how”) Our Focus

45. [LIST PLANNED NEXT STEPS, sample below] Draft strategic plan – [DATE] Hold open forums – [DATE] Finalize plan – [DATE] Implement plan – [DATE] Next Steps

46. [List Department Co-Sponsors] Co-sponsors

47. Planning Committee [LIST NAMES]

48. [LOCATION NAME] Strategic Summit on Organizational Readiness Planning our Workforce Needs for the Future Thank You!