The Future Is Now

1
The Future Is Now
Midwest Area
Leadership Meeting 2007
St. Louis, Missouri
November 14-15, 2007

• James H. Bradley
• Deputy Administrator
• Administrative and Financial Management

2
Trends U.S. Workforce

• Next 10 years 76 million retire, 46 million
  enter U.S. workforce
• 15 of Federal workforce projected to retire by
  2010
• Need for scientists increasing faster than number
  of new degrees being conferred

3
Trends ARS

• 26 of ARS workforce eligible to retire by 2010
• 76 of ARS senior executives eligible to retire
  by 2010
• 29 of scientists 21 of technicians 27 of
  other employees
• 603 scientists 354 technicians 85 secretaries
  64 support scientists 52 computer specialists

4
Oversight
Mandatory Processes
Stewardship
Scrutiny
Government Reform
Accountability
Complexity
Flat Budgets
Constant Change
Static Workforce
5
Oversight
Mandatory Processes
Stewardship
Scrutiny
Whos going to mind the store?
Government Reform
Accountability
Complexity
Flat Budgets
Constant Change
Static Workforce
6
Success
Failure
7
Success
People
Failure
8
The future success of our Agency is being
determined by the people decisions we make right
now!
9
The future success of our Agency is being
determined by the people decisions we make right
now!
The Future is Now!
10
Baby Boomers 1943 - 1962
Silent Generation 1925 - 1942
Millennials 1982 - 2000
Generation X 1963 1981

11
The Silent Generation

• 1925 - 1942
• Smallest segment of workforce
• Respect for authority
• Dedication and sacrifice
• Hard work
• Stay on track . . . Get it done
• Hierarchy, career ladder
• Conformity

12
Baby Boomers

• 1943 1962
• Shrinking segment of workforce
• Self-absorbed
• Seek personal gratification
• Individual and team oriented
• Youth oriented
• Challenge traditions
• Demand multiple options

13
Generation X

• 1963 1981
• 40 of the workforce
• Self-reliant, practical
• Informal, want to have fun
• Free agents (3-5 years at one job)
• Work to grow and learn (not retire)
• Jobs must be skill opportunities
• Information technology

14
Generation X

• Self-motivated
• Require little oversight
• Less organizational loyalty
• Cynical of grand promises and big visions
• Will manage and lead incoming Millennials

15
Millennials

• 1982 2000
• Sense of entitlement
• Grew up with fully scheduled, adult-led lives.
• Technologically superior
• High self-esteem
• Global understanding
• Appreciate diversity and other cultures

16
Millennials

• Accomplishments are true measure of a persons
  merit
• Expect/demand
• Career tracks
• Attentive supervisors
• Regular appreciation
• Regular advancement
• Diverse
• Optimistic
• Question and debate

17
Millennials

• Weaknesses
• Flounder with unclear guidelines or minimal
  oversight
• Dont learn (internalize) from constructive
  feedback
• Lack strong self-motivation

18
Generation X
Millennials
. . . are the Agencys future!
19
How do you entice young people to see ARS as the
best option for them?
What does the next generation want and need?
How do we adapt our culture to meet the needs of
the next wave of employees?
How do we find, hire, coach, mentor, and grow the
ARS employees of the future?
What new skill set is required for entry-level
positions?
20
How do you entice young people to see ARS as the
best option for them?
How do we find, hire, coach, mentor, and grow the
ARS employees of the future?
What does the next generation want and need?
How do we adapt our culture to meet the needs of
the next wave of employees?
How do we find, hire, coach, mentor, and grow the
ARS employees of the future?
What new skill set is required for entry-level
positions?
21
How do you entice young people to see ARS as the
best option for them?
How do we adapt our culture to meet the needs of
the next wave of employees?
What does the next generation want and need?
How do we adapt our culture to meet the needs of
the next wave of employees?
How do we find, hire, coach, mentor, and grow the
ARS employees of the future?
What new skill set is required for entry-level
positions?
22
Organizational Policies Management
Structures Training Succession Planning
23
Organizational Policies

• Flex time
• Telecommuting
• Results versus time-in-the-office
• Cutting edge information technology
• Advancement promotions
• Award systems

24
Management Structures

• Mentoring and oversight
• Shown the ropes
• Help to understand workplace culture
• Help to process feedback
• Finding internal motivation and satisfaction
• See the big picture (and how they fit in)

25
Training

• Understand themselves (Leadership Lab)
• How to give and receive feedback
• When/how to be formal in communications
• Self-management

26
Succession Planning

• Leadership Positions
• Where are we now?
• Current leaders
• Bench strength
• What are our projected vacancies?
• Retirement eligible over next 5 years
• Development strategies to meet leadership needs

27
Succession Planning

• Identify necessary leadership competencies
• Programs to develop targeted competencies
• LEAD, PEAK, New RL, PLP, Foundations of
  Leadership seminar
• OPM and Grad School courses
• SES CDP
• HRD Leadership and Succession Planning Staff

28
Success
People
Failure
29
The Future is Now!