Trends in

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• Trends in
• Talent Management

Bradd Craver Deloitte Consulting
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Agenda
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Talent Management Framework
Development of Talent Strategy
Execution of Talent Programs
Retain
Recruit
1. Define Critical Workforce Segments
Develop
Deploy
Recruiting Staffing (Internal / External
State Commitment to its Constituents
Workforce Transition
Orientation, Onboarding, Assimilation
2. Define Competencies that drive value
4. Put the Plan into Action
Rewards Recognition
Learning Development
3. Develop a Workforce Plan
Performance Management
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1. Define Critical Workforce Segments

• Critical
• Significant involvement in conducting key
  business events / processes that drive strategy
• Must receive disproportionate focus and
  investment to maximize performance
• Strategic Support
• Moderate impact through critical role support
• Moderate focus and investment to prepare and
  upscale talent for critical roles
• Core Support
• Minimal direct / indirect impact
• Focus and investment are minimal

Focus talent management on the roles most
critical to achieving mandated objectives
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2. Define Competencies

• Competencies form the foundation for a common
  language and set of measurement criteria across
  recruiting, onboarding, learning development,
  rewards recognition, and workforce transition
  programs.

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Develop Workforce Plan
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Putting the Plan Into Action

• Identify the talent programs that correspond to
  the recruit/develop/deploy/retain
• Recruit
• Internal / external recruiting, on-boarding
  programs
• Development
• Internal recruiting, learning and development,
  performance management
• Retention
• On-boarding, learning and development, rewards
  and recognition programs

• Adjustments to existing talent management
  portfolio of programs should be considered before
  investing into design and development of new
  programs and initiatives.

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Potential Solutions

• Modify sourcing, selection, and assessment
  processes to focus on critical roles and required
  competencies
• Structure the recruiting organization to focus on
  specific CJFs and associated competencies
• Assess potential job candidates against required
  competencies
• Include development priorities as part of the
  criteria for slating existing talent into
  critical and strategic roles

Recruiting Staffing (Internal / External

• Adjust onboarding and orientation programs to
  improve the overall experience and integration of
  new hires
• Place greater emphasis on the required
  competencies for CJFs

• Plan for succession
• Utilize Non standard work arrangements
• Leverage rotational assignments
• Return retirees

Workforce Transition
Orientation, Onboarding, Assimilation

• Design employee rewards packaged based on what
  critical talent values most
• Use non-financial recognition programs to
  recognize employees whose actions exemplify the
  required competencies for their role

• Map LD programs to required competencies,
  learning programs contents can be adjusted to
  fill in gaps
• Use performance management and development data
  to prioritize learning curriculum development
• Develop LD programs for each CJF
• Link career paths to link strategic feeder roles
  to CJFs

Rewards Recognition
Learning Development
Performance Management

• Use competencies as criteria for
  objective-setting and performance appraisal
  process

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Talent Management What is being done?

• The Federal Response

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The Federal Governments Response Office of
Personal Management

• Office of Personal Management establishes and
  implements human capital policy to support
  Federal agencies and 1.8 million Federal
  employees
• One of its jobs is to disseminate vacancy
  information both to the public and to existing
  civil servants
• The OPM recognized the need for technology and
  has partnered with Monster.com to implement
  USAJobs
• Over 19,000 Jobs are currently listed

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The Federal Government Response - E-Gov

• A part of the Presidents Management Agenda
• Focused on Strategic Management of Human Capital
• having processes in place to ensure the right
  person is in the right job, at the right time,
  and is not only performing, but performing well
• Key Talent Management Components
• E-Training
• Over 840,000 registered federal employees have
  completed over 2.7 million courses
• E-Payroll
• Shared Services - HHS has reduced the annual
  costs of payroll processing for its more than
  65,000 employees from 259 to 90 per employee
  (an annual savings of almost 11 million) while
  EPA has reduced the cost from 270 to 90 per
  employee for its staff of 18,000 (an annual
  savings of approximately 3.2 million).
• Recruitment one stop
• Each month, over 100,000 resumes are created on
  USAJobs.gov

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Returning Retirees/Internships

• Using Non Standard Work Arrangements (NSWAs) and
  Retirees to train the next generation of federal
  employees
• 91 of Federal Employee retirees would be
  interested in working part time
• NSWAs allow for flexibility and phased
  retirement
• Growing use of Internships as important source of
  Human Capital
• Using Reward and Recognition as a retention
  policy
• Only 50 of public sector managers considered
  their recognition programs to be good or
  excellent
• 100 of public sector managers said that giving
  recognition could improve employee morale
• 90 of public sector managers acknowledged that
  recognition improved retention rate

Nonstandard Work Arrangements in the Public
Sector Trends and Issues By Sharon H. Mastracci
and James R. Thompson
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Transportation Security Administration

• After 9/11 TSA was tasked with better securing
  U.S. airports by federalizing airport security
  for the 429 commercial airports
• Large talent demand 60,000 employees in 8 months
• TSA outsourced the complete end-to-end human
  resource management solution to Pearson
  Government Solutions
• The Pearson effort 6 million prospective
  applicants viewed posting, 2.2 million job
  applicants, and used used a battery of industry
  leading assessments to interview over 328,000
  candidates

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The Federal Government Response Department of
Homeland Security

• The Department of Homeland Security (DHS)
  outsources some aspects of HR service delivery,
  including HR servicing, testing/assessment and
  payroll processing
• DHS recently implemented a new Human Resources
  Management System (HRMS) in conjunction with the
  Office of Personnel Management (OPM). The HRMS
  includes classification, compensation,
  performance management, labor relations, adverse
  actions, and appeals.
• e-recruiting systems are in place from the legacy
  departments, including PeopleSoft and Quick Hire.
  DHS is currently in the developing a single
  competency based department-wide e-recruiting
  system.
• DHS is beginning to use assessment tools and
  technology provided by Brainbench for early
  screening of applicants for IT positions

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The State Response - Florida

• The IT systems that the State of Florida used to
  support its human resources function were
  outdated and reaching the end of their lifespan
• Florida considered upgrading systems or replacing
  them
• State pursued outsourcing and adapted
  comprehensive HR outsourcing effort People
  First which included staffing, hiring, and open
  enrollment to employee assistance, payroll, and
  benefits administration.
• August 2002, signed a 7 year 293 million vendor
  contract

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The State Response - Washington

• Washington wanted to centralize recruiting and
  retention efforts across all departments
• Existing HR mainframe was 27 years old and very
  expensive to modify
• State considered keeping their legacy recruiting
  application or switch to SAP
• To Decide state performed a gap analysis to
  determine which solution met 80 of their
  requirements
• SAP System was selected based on this criteria

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The State Response - Texas

• Texas faced a 3 reduction in workforce from FY03
  to FY04 - Approximately 3,750 more workers
  retired in FY03 then in 2001 or 2002
• Introduced Section 2056.002 of the government
  code
• Requires every state agency to develop a
  workforce plan as part of its strategic plan

Susan Combs Texas Comptroller of Public Accounts
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The State Response North Carolina

• SAP Implementation to replace legacy systems
• Exploring the benefits of shared services to
  support transactions, systems and delivery for
  HR/Payroll services

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Public\Private Sector Partnerships

• Expanding the private sector role allows the
  public agencies to tap private sector technical,
  management and financial resources in new ways to
  achieve certain public agency objectives such as
  greater cost and schedule certainty,
  supplementing in-house staff, innovative
  technology applications, specialized expertise or
  access to private capital.
• The private partner can expand its business
  opportunities in return for assuming the new or
  expanded responsibilities and risks.

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Engagement of Minorities

• September 18, 1997, the U.S. Office of Personnel
  Management (OPM) issued a memorandum for heads of
  Executive Departments in the Federal government.
• The memorandum announced-Point Plan with specific
  initiatives to improve employment opportunities
  for minorities specifically Hispanic Americans in
  the federal civilian workforce.
• Brought on by a series of studies one of which
  emphasized that Hispanic Americans made up more
  than 10.2 percent of the civilian workforce, but
  were only 5.9 percent of the Federal workforce
• Presidents Management Agenda has identified
  Diversity as a key matter to address

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Private Sector Response

• Aggressive application of the talent management
  framework
• Utilization of talent managers that are
  responsible for delivering tangible results to
  the BUs as it relates to organizational
  capability from the people resources
• Knowledge management is a priority to provide
  business continuity

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Questions?