A Call to Action! Recruiting and Retaining the New IT Workforce

Transcription

1 IT Workforce- Going Mobile Jenny Kvistad University of Wisconsin-Madison, Division of Information Technology A Call to Action! Recruiting and Retaining the New IT Workforce

2 Government IT Personnel Challenges Rigid Processes Budgetary Constraints Retirements Agility Private Sector Competition

3 Workforce Demographics -Available Labor -Age -Gender -Race/Ethnicity -Generational Shifts

4 Labor Force Age (The Atlantic: Derek Thompson, 2013)

5 Labor Force Participation Actual & Projected (The Atlantic: Derek Thompson, 2013)

6 Labor Force Diversity Projections 7.4% Increase in Women 4.3% Increase: White 10.2% Increase: Black 30.1% Increase: Asian 34% Increase: Hispanic Bureau of Labor Statistics: Mitra Toossi

7 Personnel Challenges

8 Projected Growth Rates Occupation Projected Growth Rate Computer Systems Analysts 43.1% Computer Programmers 28.8% Software Developers, 57.4% applications Software Developers, systems 71.7% Computer Support Specialists 43.1% Projected Growth Rate for All Occupations = 14% (US Bureau of Labor Statistics)

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10 Job Change Reasons (Dice Salary Survey)

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12 In Demand

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14 Recruitment Strategy Know Your Competition Differentiate Yourself Tell a Story Be Authentic

15 Whose job is it to find qualified candidates?

16 Reaching Candidates Ideal Experience/Skills Ideal Candidate Defined Passive Candidates & Existing Staff Subject Matter Experts Outreach & Networks

17 Advertising Strategy? This agency is recruiting for one permanent Information Technology Specialist position located in Boring, State. This position is designated as an Information Technology expert and senior level programmer/analyst for the Division of ABC in the information technology specialty areas of database architecture/administration, application architecture, project management and application development in both web and windows environment. This position serves as an expert on complex system data integrity and critical programming issues. This position is a project leader of organization wide (Dice.com)

18 Advertising Strategy! The Public Disclosure Commission (PDC) is a small, award-winning agency that takes pride in providing timely and meaningful public access to information about the financing of political campaigns.we are considered a national leader among state disclosure agencies with respect to our electronic filing programs. (Dice.com)

19 Find them, grow them and keep them

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21 Alternative Approaches Partner with University and Tech Schools Grow Your Own Internships or Co-Ops Peer Partners & Mentoring

22 Recruitment Takeaways Promote Your Brand Educate Leadership Educate Applicants Develop Your Pipeline

23 Recruitment Takeaways Assess Past Process & Results Measure Results Lean in!

24 Amazon.com Inc. Median Tenure: 1.0 year Median Pay: $93,200 Google, Inc. Tech Giant Edge? - Median Tenure: 1.1 years - Median Pay: $107,000 UW-Madison, Division of Information Technology - Median Tenure: 9.7 years - Median Pay: $71,000 (Dice:Kawamoto, 2013)

25 UW-Madison Division of Information Technology Guiding Principles Family and Personal Life/Work Balance A Welcoming, Respectful and Supportive Work Environment Professionalism and Accountability Outstanding Customer Service Collaboration and Community Responsible Stewards of Our Resources Exceptional and Innovative IT Services

26 (Computerworld 2014)

27 What Workers Get

28 Turnover Reason by Age

29 Millenial Snapshot Have 200+ Facebook friends Sleep with phones next to beds (Liquidagency.com) Think tech makes them more efficient Produce and upload online content

30 Millenial Snapshot want questions answered IN REAL TIME Find work meetings efficient PREFER frequent, informal dialogue think blogging about workplace issues is ACCEPTABLE (Liquidagency.com)

31 What will be valued as the most attractive organization attributes by the profiles of talent that the organization wants to recruit and retain?

32 Source: Gartner (2013) Employee Value Proposition

33 Retention Considerations 34% - No Motivator Provided (Dice Salary Survey)

34 Employee Engagement Employee Engagement Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. (Gallup:2013)

35 Boost Engagement Employee Engagement 1. Select the Right People 2. Develop Employees Strengths 3. Enhance Employees Wellbeing (Gallup:2013)

36 Retention Takeaways Assess Existing Talent Onboard with Care Connect with Your Team Deliver Your Brand Message Often

37 Retention Takeaways Offer Flexibility Promote Stretch & Strut Utilize Stay Interviews/Climate Surveys Lean In!

38 The Inevitable Plan for Departure Cross-Functional Teams Cross-Organizational Teams Job Rotation

39 Recruitment & Retention Action Items Identify Organizational Differentiators Define and Promote Your Brand Gather Feedback o Why do employees stay? o Why do employees leave? Train Leadership & Hiring Authorities

40 Outreach & Networking Action Items Utilize Robust Resources to Attract Candidates Social Media: LinkedIn, FaceBook, Twitter, etc. Professional Organizations Personal Invitation to Apply Employee Referrals Resume Databases Advertising: Dice.com, agency and state websites, Craigslist Non-Traditional Events (e.g. High Tech Happy Hour) Focus on Diversity

41 Recruitment & Retention Action Items Develop Interview and Selection Skills Require Technical and Soft Skills Create Onboarding Plan for All New Employees o1 st Month - Detailed onext 5 Months Objectives

42 Recruitment & Retention Action Items Discuss Performance Regularly o Address Issues o Maximize Strengths Provide Recognition Weekly o /written Note opublic Praise/Individual Visit Assign Stretch Opportunities

43 Questions/Comments?