1. The Library Workforce…why risk it? Julie Sloan Chief Executive and Founder Workforce Planning Global 8 th September 2015 © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

2. Overview Tomorrow’s Libraries: Future directions of the South Australian Public Library network – comment! Tomorrow’s Libraries - part of the global perspective Human Governance a core element of Corporate Governance Segmenting your workforce – retaining and attracting critical workforce Using workforce metrics Useful resources Managing and mitigation workforce ris k © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

3. Future Vision …This shared vision rests on an underlying principle that all libraries in the Network are interconnected and interdependent…. …The future lies in strengthening this principle at all levels - from governance through to service delivery… …The success of the future is predicated on the development of skilled staff, vibrant physical and virtual library spaces, and collections and content that stimulate imagination and knowledge creation. © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

4. Strategies for success Connected community places - We need to build the skills of staff in fostering engagement and connection Creative content & knowledge centres Innovation & digital hubs Partnering with intent Delivering a sustainable future – Strong Governance is vital to achieving this plan © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

5. But wait…. Does your ‘strong governance’ intention include human governance? Which workforce/staff segments need skills development in engagement and connection, content curation, leadership and management? When do they need these skills and for how long? What are the evidence based workforce requirements for your current, transition and future workforce ? Are you developing a systematic approach to strategic workforce planning using current Australian and International Standards? © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

6. Strategic Workforce Planning on the Global Agenda © Julie Sloan 2015 - jsloan@workforceplanningglobal.com

7. © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350 International Standards Human Governance Terminology Metrics Strategic Workforce Planning - Standards Australia MB009 AS 5620 Strategic Workforce Planning (ISO) TC 260 Recruitment Sustainable Employment Knowledge Management

8. HUMAN GOVERNANCE All organizations have governance. The system by which organizations are directed, controlled and held accountable. Governance defines rules, systems, processes and behavior. There is generally a human element in all aspects of corporate governance. Human governance refers specifically to the system or systems by which people within an organisation are directed, controlled and held accountable. The governance of people is as important as the governance of physical assets or financial capital and how this is done is instrumental in promoting desired behaviors within an organisation. © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

9. Workforce Planning Systematic identification, analysis and planning of organisational needs in terms of people © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

11. Do you have a social responsibility to get your workforce planning right? Social responsibility is an ethical framework which suggests that an entity, be it an organization or individual, has an obligation to act for the benefit of society at large. Social responsibility is a duty every individual has to perform so as to maintain a balance between the economy and the ecosystems. (Source: Wikipedia 2015) © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

12. Think Work Life Stage … NOT AGE! © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

13. Evidence based workforce planning Median age for public sector workers in South Australia is 45.8years and national median age is 40 years – What is the median age of the SA Library Workforce? What is the median age of people in your critical job groups/functions/roles? – Is age important/relevant? In South Australia the highest proportion of workers aged over 55 years occur in the agriculture, health, care, education, public administration and parts of retail, construction and manufacturing. – In which job groups/roles/functions/locations are the people aged over 55 working in your sector? What other characteristics are relevant to the analytics of this cohort? © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

14. Evidence based workforce planni ng The average age of retirement for those who retired over the past five years was 61.5 years What is the average age of retirement in your sector? In priority workforce segments? Almost one in five Australians over 45 years of age who intend to retire, plan to retire from the labour force at 70 years and older. (source: ABS retirements intentions survey) What are the intentions of those aged over 45 years in your sector? By role/function/capability/location? Myths about the mature age workforce - The Greatest Asset Project – 2014-2015 Equal Opportunity Commission SA Government website © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

15. Think …Workforce Planning and Productivity © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

17. Skills Banks Transition employees Industry transition Globally advantaged jobs Location specific jobs Vulnerable jobs Mobile jobs Cloud workforce The future looks different…

18. © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

21. Governance, Leadership and Workforce Engagement © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

23. Managing and mitigating your workforce Risk © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

24. Your Library or SA Public Libraries workforce as a whole Role-based by value or type of work performed Employee-based segmentation by demographic, other observables or inferred characteristics Vertical integration – combining different levels (graduate, qualified, senior) from the same occupation into a single group Horizontal integration –combining similar occupations (electrical, electronic and systems engineers) at the same level (qualified or senior into a single group © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350 Segmenting the workforce

25. Ranking critical Jobs/Role/Function/Capabilities Future importance Current capability Desired capability Gap Change magnitude Risk assessment Risk management/mitigation © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

26. How do you rate you HR Analytics? Step 1 – Reactive – operational reporting Step 2 – Proactive – Advanced reporting Step 3 – Strategic Analytics Step 4 – Predictive Analytics © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

27. Consider … Is your data accurate? What is important? What do you have access to? What is causing you concern? © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

28. Information gaps Identify demand and supply questions that need to be answered Agree future focused demand scenarios – growth, decline, no change © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

29. Take the lead….. Describe – what’s happened, what’s happening Predict – what could happen Prescribe – what should happen Assert - Where are you? Where you need to be? Where you want to be? What you need to do? Current, Transition and Future Workforce © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

30. Risk Management and Mitigation 6 B’s –Build –Bind –Buy –Boost –Borrow –Bounce Source: Ross School of Business, University of Michigan © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

31. A framework for small business © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350

33. Consider…what is the alternative to strategic workforce planning? Is your workforce worth the risk? © Julie Sloan 2015 jsloan@workforceplanningglobal.com Mobile: +61 417861350