Workforce Strategy Plan for Redesigning Human Resources

Transcription

1 Workforce Strategy Plan for Redesigning Human Resources Carolyn Ross Human Resource Director Oregon Department of Human Services Northwest Human Resource Management Association 1

2 What is a Workforce Strategy Organized plan for identifying skills/competencies The number of employees required to meet the agency goals and strategic objectives Identifying the gaps between current job skills and the skills needed to perform the work of the future 2

3 Length of Workforce Strategy 3-5 years Review done annually and updates as appropriate 3

4 Program work areas goals DHS goals are: People are safe and living as independently as possible Equal access, service excellence, and equity for all Strong business partnerships Strong community relationships Highly qualified, effective and valued workforce 4

5 Challenges and Obstacles Some examples of challenges that DHS faces are: Serving an increasingly diverse client base Hiring freeze Low morale Budget does not support workforce needs 5

6 Human Resources Mission Statement: To serve as a strategic partner in providing proactive, comprehensive, human resource services, in alignment with agency and program mission and goals 6

7 Human Resources Goals Providing Proactive and Comprehensive HR Services Development is a measure of success Development is training, coaching and mentoring It is critical for HR to develop managers and employees EDP s, Retention, engagement, customer satisfaction, promotions 7

8 Partnership Part of critical conversations Part of decision bodies Knowing the work Member of leadership teams 8

9 Workforce Capabilities to Meet HR s Goals Performance Feedback Labor Relations Training and Development Relationship and Trust Listening and Communication Program Skills within DHS 9

10 Performance Feedback Employee Development Plans Once a month coaching and mentoring Performance Appraisal once a year 10

11 Labor Relations Labor Management Committees Contract Experts Bargaining 11

12 Training and Development Facilitation Feedback skills Strategic partnership Conflict Resolution Change Management 12

13 Relationship and Trust Most people do not listen with the intent to understand, they listen with the intent to reply. Stephen R Covey 13

14 Activity to build trust Birthright": Separate the participants into four groups: youngest, middle, oldest and only children. After they have gathered, have each group write down some of the disadvantages and advantages of their particular birth order to share with the group. For instance, the oldest children might say "I always got stuck with babysitting my little siblings," but that, "I was the first to get my own car." This exercise offers strangers a chance to quickly connect over shared experiences. 14

15 Listening and Communication Nonassertive or passive: hesitant, little eye contact and very unsure Assertive: firm, warm, direct and relaxed Aggressive: tense, sarcastic, dominating and rigid Dilbert-Bad Listener - YouTube 0:25www.youtube.com/watch?v=2n6WSLjpWj UFeb 7, 15

16 Program Skills Self Sufficiency Aging and People with Disabilities Developmental Disabilities Vocational Rehabilitation Child Welfare 16

17 Current Workforce Current Role Priority Level Is the work: mission critical, legally mandated, mission supportive, important but non-essential 17

18 Gap Identification Describe the gaps you see between today s workforce and future requirements: What we need vs. what we have; where we are now vs. where we need to be. 18

19 Dimensions for Gap Analysis Is there some work that could be done more efficiently by consolidating the work or through process improvement? Changes in required skills, knowledge or experience: technical, inter-personal, leadership Changes in numbers of individuals for specific roles 19

20 Examples of Gaps Need to replace a large number of soon to retire workers Greater need for analytical and data related skills Greater need for culturally and linguistically appropriate engagement with clients Developing leadership among all employees 20

21 Workforce Strategy Development What are the prioritized initiatives to achieve the identified capabilities and meet the challenges. When will the actions be implemented? Who will implement the actions? Priority level 21

22 Priority, Action Plan and Assessment High, Medium or Low Urgent or priority as needed Mission critical, legally mandated, mission supportive Scale of 1-5 with 1 is the lowest and 5 is the highest 22

23 Questions