So they tell me there s a talent crisis in the public sector? 2017 NASACT Emerging Leaders Conference Redefining Your Talent Strategies

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1 Refining Your Talent Strategies NASACT Emerging Leaders Conference Peter Weinberg Specialist Leader, Deloitte Consulting LLP April 13, 2017 So they tell me there s a talent crisis in the public sector? Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 2

2 Top talent issues in public sector organizations What are the most important issues for your organization in 2016? = >60% Source: Center for State and Local Government Excellence, IPMA Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 3 Does this apply across the board? Source: Center for State and Local Government Excellence, IPMA Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 4

3 What are we hearing from our clients? More than anything, they are looking for a healthy and nurturing workplace and organizational culture. Hiring managers are ignoring workforce needs for the long term. Attracting candidates from families or cultures that do not have a tradition of public sector work may prove difficult. Looming government workforce crisis is not even on the radar screen for too many state and local elected officials Government agencies must prioritize talent, make a compelling case for public sector employment, develop targeted recruiting strategies and streamline the hiring process. States and local authorities hard hit by budget pressures often lack the resources to offer attractive entry level positions Public sector leaders can and should focus on developing qualified candidates of their own. Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 5 What are the numbers showing us? Source: Manpower Group Survey, 2016 Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 6

4 Yes, I think it s fair to say that we have a talent crisis on our hands. Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 7 Why now? Factors at play in the tightening talent market Baby Boomers leaving the workforce en masse Perennial challenges of competing with the private sector Widening gap between education requirements and required jobs Employee engagement and retention in uncertain times Fewer graduates from overseas opting for US employment Source: Competing for talent in public sector, Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 8

5 So what are our next steps? Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 9 What do you think this is? Photo source: Airliners.net Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 10

6 The cockpit of the Antonov AN 225, one of the largest aircrafts in the world Photo source: Shutterstock Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 11 What does this have to do with talent strategy? Photo source: Airliners.net Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 12

7 Talent strategy is multi-faceted Planning and strategy Recruitment Retention Organization Competency Culture Workforce Succession Learning & development Business processes Engagement Talent strategy and Employer branding & attraction Career Sourcing Performance Total rewards Change Onboarding & orientation Environment and should be treated HOLISTICALLY Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 13 Many organizations have foundered on picking on a few Planning and strategy Recruitment Retention Organization Competency Culture Workforce Succession Learning & development Business processes Engagement Talent strategy and Employer branding & attraction Career Sourcing Performance Total rewards Change Onboarding & orientation Environment Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 14

8 Taking a deeper dive into critical elements Strategy and Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 15 Strategic workforce model example Business strategy This is where the Competency Model comes into play Monitor and report Segment roles Action No change future state Environmental scan Gap analysis Scenario Current state analysis This is where HR identifies the Talent Gaps Target future state Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 16

9 Engagement Learning & development Career Workforce Performance Competency Talent strategy and Onboarding & orientation Succession Total rewards Business processes Sourcing Employer branding & attraction How does HR strategize to fill the gaps? Obtaining outside talent through consulting or contingent labor Borrow Buy Developing talent within the organization Build Bounce Filling the gaps Removing your bottom performers, eliminating unproductive roles Balance Developing an appropriate balance of all other approaches Hiring in new talent from outside of your organization Bind Retaining your critical employees Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 17 What HR components address these strategies? Obtaining outside talent through consulting or contingent labor Borrow Retention Balance Buy Recruitment Addresses workforce gaps by leveraging: Learning and development Career Employee engagement Performance Filling the Developing gaps talent within the organization Bounce Build Removing your bottom performers, eliminating unproductive roles Bind Retaining your critical employees Organization Developing an appropriate balance of all other approaches Culture Hiring in new talent from outside of your organization Addresses workforce gaps by leveraging: Employee branding and attraction capability Sourcing strategy Total rewards strategy Recruiting and onboarding capability Change Environment Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 18

10 Talent strategy and components Planning and Strategy Recruitment Retention Workforce Effective workforce will not only identify what talent gaps exist, it will also highlight critical areas of talent need Employer branding and attraction An employer brand, should encapsulate the total value that employees gain from their relationship with an employer Performance A high potential program can encourage top performers both to improve their existing skills, and be aware that the organization regards them as valuable members of the team Competency A common competency framework is needed to drive workforce, recruiting, performance, classification and compensation, and learning & development Sourcing An organization cannot complete in every talent market so it becomes critical to plan and use scarce resources in the optimal way Career A career program can help improve retention and assist in overall workforce and learning & development Succession Succession Planning should initially be focused on critical positions and jobs Total rewards It is very important to develop a rewards strategy that emphasizes both the tangible and the intangible benefits of working for the organization Engagement Engagement can help improve the productivity of existing employees, potentially reducing the need to supplement the workforce with additional hires Business processes Ineffective business processes can impede an organization s ability to recruit in a timely manner Onboarding and orientation If the organization can improve time to value, it can save money through accelerated productivity Learning and development L&D is the single most important element in filling talent gaps from within the existing workforce Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 19 Underlying talent strategy and components Underlying Talent Strategy & Management Components Organization Talent gaps can often be addressed by organizational design changes, like span of control, elimination of certain levels, new structures, different reporting lines, revised governance and new roles and responsibilities Culture The public sector has been characterized as a having a hierarchical type of culture focused on internal stability and adherence to rules and procedures, rather than one of flexibility, innovation and openness Environment Advanced work arrangements can result in up to 63% reduction in absenteeism and up to 7% reduction in voluntary turnover rate - studies suggest up to 9% increase in employee engagement and up to 20% boost in productivity 1 Change If changes in talent strategy and are to be implemented in a smooth and untroubled fashion, it is essential that the County undertakes a rigorous change regimen to accompany this transformation 1 : Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 20

11 What did we learn about talent strategy and? It is driven by workforce Without workforce, an organization would not know which talent gaps require to be filled It should be approached holistically Talent strategy and is multi-facetted, and all levers should be pulled to be effective It is not only HR s responsibility Effective talent requires a coordinated effort between business units and HR, not a reliance on the HR function Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 21 Questions? Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 22

12 Contact information Peter Weinberg Specialist Leader HR Transformation Deloitte Consulting LLP Tel/Direct: Mobile: Further reading: State governments and the coming talent shortage Competing successfully for talent in the public sector Copyright 2017 Deloitte Development LLC. All rights reserved. Refining Your Talent Strategies; NASACT emerging leaders conference 23 This presentation contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms or their related entities (collectively, the "Deloitte Network"), is, by means of this communication, rendering professional advice or services. Before making any decisions or taking any action that may affect your finances, or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. In the United States, Deloitte refers to one or more of the US member firms of DTTL, their related entities that operate using the Deloitte name in the United States and their respective affiliates. Certain services may not be available to attest clients under the rules and regulations of public accounting. Please see to learn more about our global network of member firms. Copyright 2017 Deloitte Development LLC. All rights reserved. 36 USC