Speed Learning: How to Engage Your Employees

Transcription

1 Speed Learning: How to Engage Your Employees February 20-21, 2018 Rebecca Hunter, CPA, SPHR Commissioner Dr. Trish Holliday, SPHR, SHRM-SCP Assistant Commissioner and Chief Learning Officer

2 Tennessee Department of Human Resources 122 employees serving 43,420 employees who serve the 6.3 million Tennessee residents Drive statewide HR strategy, HR policy, recruitment, learning & development Implemented civil service reform in 2012 transformed our employment practices from a focus on seniority to a focus on performance DOHR s Vision: To strategically drive transformation through innovative human resources leadership and practices to shape the best workforce for state government.

3 Workforce Challenges Shrinking workforce = heightened competition for talent Perception of working in the Public Sector Multiple generations in the workplace Differences in how work is done Improved economy = increasing retirements, smaller applicant pools, loss of experience and institutional knowledge, and leadership gaps War for talent in key roles Attracting and retaining Generations X, Y, and

4 Adapted from Chess Media Group - The Evolution of the Employee Past Future Work 9-5 Work anytime Work in an office Use company equipment Relies on Focused on inputs Climb the organizational ladder Pre-defined work Hoards information No voice Focused on knowledge Work anywhere Use any device Focused on outputs Create your own ladder Customized work Shares information Can become a leader Relies on collaboration technologies Focused on adaptive learning

5 Development Programs

6 TN Strategy for Engaging Talent How to inspire & retain top talent: Share the organization s values & ability to do good in the world Honest, frequent feedback (robust PM program) Professional development Growth opportunities (stretch assignments) Empower them (coaches, mentors) Effective onboarding Opportunities for advancement Work-life balance Engagement & climate surveys, stay interviews 6

7 Engaging Talent Tennessee s Five Cs of On-Boarding Successful Proactive On-Boarding 5 Cs of Proactive On-Boarding Coordinatio n Compliance Clarification Culture Connection Integrate into new job role Learn compliance Understand their expectation s Understand organization Establish interpersona l relationship s

8 Strategies to Increase Engagement through Performance Management The T.E.A.M. Act of 2012 began our journey of placing a focus on results through a dynamic performance management platform.

9 Learning Organization Creates customer responsive workforce Adapts to changing culture Attracts and retains a talented committed workforce Embraces diversity and innovation Promotes emphasis on learning and growth Builds a more accountable workforce Current State Transforming

10 Examples of the State s Robust Employee Development Programs Leadership Academies Accelerated Leadership Institute

11 Enterprise-wide Leadership Program Participation

12 Alumni Participation in Enterprise-wide Leadership Programs

13 Promotions since the T.E.A.M. Act 13

14 Engaging Talent Stay Interview Questions What kinds of exposures and experiences have you enjoyed most/least; and what kinds of exposures and experiences would you like to have in the future? Which projects are examples of the kind of work you enjoy most? What is gratifying to you about working in this organization? What has contributed to your success in your role? What are the challenges you are encountering in your role, and what can your manager do to help you overcome them?

15 Engaging Talent DOHR s Way Grow Our Own philosophy Learning programs designed for all employees, high potentials, and senior leaders Wellness Council and activities Task forces, special projects, and lunch-n-learns Quarterly all employee meetings and celebrations Leadership monthly meetings Communications Alternative Workplace Solutions (AWS)

16 Engaging Talent Lessons Learned START at the top with leaders hip to set tone and sponsor ship FOCUS on strategic leadership competenci es for developmen t (not topics ) DO NOT CUT learning and developmen t from budgets KNOW resister s and invite their partici pation CHANG E the languag e, change the culture CREAT E custom ized learnin g and develo pment for leaders and employ ees CREAT E enterpr isewide council s/task forces/ commit tees to increas e engage ment in decisio n making