2. Where We Started
Why is an effective HR function critical to achieving organizational success?

3. HR2020: The Big Picture
The desired outcome of government is to protect and enhance the quality of life of its citizens. Government services are planned and delivered by people employed in our respective organizations. HR’s mission is human capital management, thus HR is uniquely situated to help fundamentally influence and shape organizational outcomes.

4. Relevance – A Call to Action
The shift from transactional to transformational is possible and imperative; for HR to have a seat at the table it must behave as if that seat already exists.

5. HR 2020 Framework
Three critical Lenses Business Acumen, Innovation, Strategic Orientation Five Areas of Focus Leadership, Culture, Talent, Communication, Technology

6. Lenses
Viewing with Clarity: The opportunity to shift perspective and develop a roadmap to success Observing the organization clearly and developing HR Strategies accordingly

7. Areas of Focus
By magnifying priorities and actions, greater effectiveness can be attained Five service gaps that must be addressed Leadership, Culture, Talent, Communication, Technology

8. Business Acumen
HR Professionals must understand the operational aspects of service delivery, relevant resource constraints, and key objectives and initiatives of each client served by the HR staff.

9. Business Acumen Roadmap
Become a student of the organization Volunteer of assignments outside of HR Attend meetings of elected or appointed officials Perform a critical self-assessment of knowledge gaps Talk about HR initiatives in terms of business outcomes

10. 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

11. Innovation Roadmap
Experiment– Use pilot projects to validate concept and mitigate risk Coach senior leaders on change management strategies Champion process improvement methodologies such as LEAN

12. Strategic Orientation
Understanding how HR strategies implemented today can ripple through the organization over time to drive future outcomes.

13. Strategic Orientation Roadmap
Develop strategic thinking skills Carve out time on a regular basis for reflection Gather and analyze information with intuition and curiosity Become outcome focused and communicate to staff and peers

14. 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. Critiques of HR have included that they lack business acumen, pursues efficiency in lieu of value, & forfeits long-term value for short-term cost

15. Leadership Roadmap
Seek mentoring or feedback/survey opportunities Consider yourself the Chief Marketing Officer of HR Designate a day or time of day to focus on the big picture Interview leaders of other departments and front line employees Develop your HR staff to understand transactional vs transformative

16. Culture
As to the size of the gap between desired behaviors of managers and employees and their actual behaviors, only 2% surveyed said there was no gap 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

17. Culture Roadmap
Focus on Trust, Integrity and Consistent Practice of Values Work on the systems, policies and procedures that are in alignment with or are slightly ahead of, the current values of senior leadership Influence senior leadership by providing reasons why specific values should be important to the organizations culture Champion employee engagement and climate surveys to provide a reality check to senior leaders Adopt and promote innovative practices for attracting, selecting and promoting employees who possess the desired personality traits

18. 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) By creating the urgency among agency leadership for Talent Management, the public sector can avoid trailing the private sector in the search for top talent

19. Talent Roadmap
Create a culture that focuses on employee engagement Educate ourselves on what is talent management and the urgency for implementing strategies within the organizational culture Revisit/revise antiquated employment rules, policies and procedures Understand roles/responsibilities in the talent management process Revisit/Revise policies/practices around classification/compensation

20. 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

21. Technology Roadmap
A common thread appears in the use of Apps and social media Delivering customer driven information and data is paramount Technology should also be utilized to enhance the opportunity for communication with employees who are teleworking and training Outsourcing transactional processes has the potential to allow HR to move from a transactional focus to valued added activities HR Professionals must have access to accurate, real time data for the workforce it supports

22. Communication
Lines are blurred between internal and external communications The HR2020 Taskforce Survey indicated that communication is inconsistent and many expressed concern over the level of difficulty in reaching employees

23. Communication Roadmap
Four Components to a Robust Communications Strategy: Connect – Content – Consistent – Conduit Partner with departments and agencies Build messaging that is appropriate for the social platform with a consistent look and feel Encourage executive leadership to cascade all information Seek and utilize ongoing feedback to constantly innovate to help the organization stay current and relevant

24. Today and Tomorrow
Today you took a step in potentially shifting your perspective Approach the future with confidence Tomorrow, be a continuous learner Leverage your network of peers Build upon the work of Other HR Professionals

25. IPMA-HR
The public sector HR community Mentoring A nearby Chapter HR Directors RoundTable Regional and International Conferences

26. The HR2020 Website

27. The HR2020 Taskforce
Mila Cosgrove, IPMA-SCP William Cole – IPMA-HR 2016 President Stephen Deep, IPMA-SCP Sue Evans Dr. Trish Holliday, IPMA-SCP Rebecca Hunter, IPMA-SCP Lucinda Meltabarger Karen Niparko Omar Reid Donna Vaillancourt Sam Wilkins, IPMA-SCP

28. Questions?
Thank you!