Workforce Development

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1 Workforce Development Jeff Pelton Director of Human Resources & Safety December 14, 2018 Roger Millar, Secretary of Transportation Keith Metcalf, Deputy Secretary of Transportation

2 Workforce Development Goal description Be an employer of choice, creating a modern workforce while attracting and retaining quality workers to deliver our legislative, regulatory, and service requirements

3 Workforce Development Elevator speech We strive to be an employer of choice attracting and retaining a skilled, diverse workforce valuing employee development and engagement, supported by a modern work environment.

4 Workforce Development Strategies Employee Engagement: Listen to and act on employee feedback Modern Work Environment: Implement initiatives to attract and retain our workforce Talent Development: Invest in our staff through training and other opportunities Talent Pipelines: Find the best possible talent for WSDOT Workforce Analysis and Growth: Evaluate systems to achieve and maintain competitive compensation, employee development and succession

5 Workforce Development Examples of what Workforce Development looks like to me WSDOT listens to how I feel about job satisfaction, engagement, leadership, training, customer value and job support WSDOT s leaders guide and measure improvement efforts My health and well-being are improved I will have more mobile work environment options I have access to leadership training at WSDOT I am prepared to lead individuals, teams and organizations My mentor relationship helps me to succeed at WSDOT We have diverse candidates to interview We have adequate candidate pools resulting in successful (qualified) hires I am more likely to stay at WSDOT because I am paid competitively for the work I do.

6 Workforce Development Goal Agency Strategy 1. Talent Pipelines 2. Modern Work Environment 3. Employee Engagement HR Strategy Detail Use Internships, Strategic Recruitment (Sourcing) & Community Outreach to reach the best possible talent for WSDOT. Implement Telework, Alternate Work Schedules, Infants at Work & Modern Work Environment to the widest audience possible to attract and retain our workforce. Through various Engagement Surveys including Smart Health, Annual Employee Engagement, Entry & Exit Surveys we listen to our employees and act on their feedback. 4. Talent Development Utilize Leadership Development, Knowledge Transfer, Tuition Reimbursement and other training opportunities to invest in our staff now and into the future. 5. Workforce Analysis & Growth Evaluate our classification system and maintain competitive compensation within state government. We strive to be an employer of choice attracting and retaining a skilled and diverse workforce, valuing employee development and engagement, supported by a modern work environment. 6

7 Talent Pipeline Strategy 1. Increase by 5% per year the number of diverse qualified candidates who apply for WSDOT entry level classifications: - Transportation Engineer 1 - Maintenance Technician 2 and - Ordinary Seaman positions Deliverables Entry Level Engineering Outreach Program Entry Level Engineering Engagement Plans More recruiting talent to enrich talent pools Produce diverse candidates to interview Produce exceptional candidates How We Will Measure Success Key Metrics What They Measure Applicant Profile Report (# of Candidates & % of Demographics) The demographic of the candidates applying to open positions. 7

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11 Modern Work Environment Strategy 1. Improve overall employee work environment satisfaction scores from 59% to 65% 2. Improve employee telework participation rates from 9% to 12%. Deliverables Enable a mobile workforce through revised telework policy. Create a modern work environment (Olympic or North Central Region). Implement Work Policy How We Will Measure Success Key Metrics What They Measure % of employees using Telework (Goal by 2020 is 12%) % of employees overall work environment satisfaction (Goal by 2021 is 65%) This will measure the number of eligible employees using telework 2 or more days a month This will measure the number of employees satisfied with Flexibility, Mobility, Physical Space, Technology & Well Being. 11

12 Where are we today? 12

13 Employee Engagement 13

14 Smart Health 14

15 Where are we today? 15

16 Talent Development Objective 1. Provide leadership training to 500 WSDOT employees by June 30, 2019 Deliverables Develop an inclusive leadership program for current and future leaders. - Leading Self - Leading Others - Leading Teams - Leading Organizations - Executive Onboarding How We Will Measure Success Key Metrics What They Measure # of Employees attending Leading Teams The goal is to send 80 employees to this training for 2018 # of Employees attending Leading Others Create Leading Self Program The goal is to send 120 employees to this training for 2018 The establishment of the leading self program that applies to all employees in the agency. 16

17 Where are we today? 17

18 Leading Self Self driven training accessible to all employees Incentivizes employees to build upon their skill Training aligns with goals of the agency Tied to on-boarding to get employees early Mostly micro-learning that gets more robust throughout the program: Four Lenses Speed of Trust Emotional Intelligence 18

19 Workforce Analysis and Growth Objective 1. Evaluate WSDOT s classification system by 9/19. For those classifications with 10% or greater turnover rate, submit for review. Deliverables Submit for State HR review all job classes that would meet criteria for potential compensation changes. How We Will Measure Success Key Metrics What They Measure Successful submission of Classification & Compensation Proposals The number of submissions to OFM for review and any responses required to successfully consider the proposals Successful bargaining of changes approved by OFM The finial classifications selected by OFM for bargaining and their final implementation. 19

20 Where are we today? 1% of state salary range midpoints are at or above the market. 10% of state salary range midpoints are % below the market. 23% of state salary range midpoints are % below the market. 66% of state salary range midpoints are more than 25% below the market. Of those (66%) classes, 23% are paid more than 50% below the market. 20

21 How do we bring it all together? 21

22 Questions? 22

23 Resources: Example Videos: Example New Employee Orientation Video Example Diversity Video Example Employee Value Proposition (for talent acquisition) HR s Video Library Workforce Development Toolkit Telework Policy Information & Resources Infant at Work Policy Salary & Recruitment & Retention Studies SmartHealth Program 23