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

2. Agenda HR 2020 Report Cross-Generational Study
Succession Planning Survey

3. 15

4. The Rise of HR
Book is available for free at -

6. 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”

7. 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.”

9. 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 –

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

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

17. 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

18. 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

19. 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

20. 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

21. 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

22. 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)

23. 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

24. 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

25. 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

26. HR 2020 Website

27. 2016 IPMA-HR Cross Generational Survey
Survey Methodology
An online survey was sent via 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

28. 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

29. 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?

30. 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

31. 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

32. 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

33. 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

34. Workforce Benefits

35. Work Relationships

36. 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

37. 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%

38. 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%

39. 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%

40. 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%

41. 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%

42. Additional Information
For additional information, please contact:
Neil Reichenberg
Executive Director
IPMA-HR