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Workforce Planning at Washington ESD

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									  Workforce Planning
  at Washington ESD

      The right person,
with the right competencies,
       in the right job
      at the right time
          Workforce Planning
                     Our Need

 “Brain drain” -- 37% of agency employees
  can retire between 2000 and 2005
     Leadership
     Technical professionals and leaders

 Current staff highly marketable in
  competitive labor market
 Risk to agency mission from: skills
  deficit; replacement costs
      Workforce Planning
       Our Three-fold Approach



 Leadership Development

 Strategic Succession Planning

 Recruitment Strategies
          Workforce Planning
 Approach #1 -- Leadership Development

 Leadership Development Program
     Guiding Principles:
       • Every employee a leader in own role
       • Support workplace diversity
       • Growth opportunities for both current and
         developing leaders
       • Help employees stretch, build leadership
         skills, and expand experience
       • Commitment to learning organization
       Workforce Planning
 Approach #1 -- Leadership Development

 Leadership Development Program
  helps participants build skills in
  four categories of leadership
  attributes (see handout).

 Every ESD employee had
  opportunity to participate in
  developing list of attributes
       Workforce Planning
 Approach #1 -- Leadership Development

 Participants
    • Current management and executive
      employees -- 225 + “graduates” from the
      other two groups:
    • “Leadership enrichment group” -- open to all
      employees by self-enrollment -- 375 enrolled

    • “Technical leaders-in-training” -- successors
      selected competitively for highly technical
      leadership and professional positions
         Workforce Planning
 Approach #1 -- Leadership Development

 Leadership development emphases
     “Leadership enrichment group” --
      managing people
     Current management and executive
      employees -- managing performance and
      processes
     “Technical leaders-in-training” -- mix of
      above and technical knowledge areas
          Workforce Planning
 Approach #1 -- Leadership Development

 Developing individual participants
     Participants’ individual training goals
      established annually through performance
      evaluation process, based on personal
      development needs

     Staff Development office tracks and provides
      notice throughout year of training opportunities
      fulfilling individual goals
         Workforce Planning
 Approach #1 -- Leadership Development

 Leadership Development Program
  activities available to all include:
     Informal mentoring & local networking
     “Brown bags,” symposia and courses
     “Leadership on the Net” articles
      (weekly), applied readings and distance-
      learning offerings
     Leadership assessment portfolios
         Workforce Planning
 Approach #1 -- Leadership Development

 Additional Leadership Development
  activities available to successors
  and current leaders include:
     360-degree assessments
     Leadership conferences
     Developmental assignments
     Formal mentoring / coaching
         Workforce Planning
 Approach #1 -- Leadership Development

 Anticipated results:
     Participants’ current performance
      demonstrates growth
     Participants score favorably in hiring
      processes
     Hand-off of mission-critical agency and
      technical knowledge; continuous learning
     Increased agency problem-solving ability
          Workforce Planning
      Approach #2 -- Succession Planning

 Strategic Succession Planning steps

     Agency strategic plan -- direction; future
      functions

     Workforce analysis -- current and future
      workforce profiles and required competencies;
      diversity; analyze gaps; redefine positions
          Workforce Planning
      Approach #2 -- Succession Planning

 Steps (cont.)
     Each division identifies:
       • Positions that will no longer be needed for
         future functions
       • Mission-critical positions expected to vacate
         next 18-24 months
     For all mission-critical positions, develop work
      plans, timetables, recruitment strategies
     Org charts for this purpose; milestones
          Workforce Planning
      Approach #2 -- Succession Planning

 Tracking results
     Included as an agency business initiative
      for next biennium -- periodic reporting

     Performance measures:
       • Completion of work plans

       • Individual participants’ accomplishment of
         development goals -- performance appraisals
        Workforce Planning
    Approach #2 -- Succession Planning

   Performance measures (cont.):
     • Timely filling of identified positions; reduced
       recruitment costs

     • Successors effective in positions
          Workforce Planning
  Approach #3 -- Recruitment Strategies

 Recruitment Strategies include:
     “In-training”; competitively selected
     Internships
       • Specifically developed -- IT = 2001-2 pilot
       • Existing -- Governor’s; higher education
     College Recruitment Program
       • University
       • Community College (available for IT)
         Workforce Planning
  Approach #3 -- Recruitment Strategies

 Strategies include (cont.):
     Employment agreements w/trainees
     Continuous training & job enrichment
     Job redesign
     Explore w/other depts. using
      “demonstrated skills” for promotion
     Substitute technology where possible
     Multiple organizations share position?
        Workforce Planning
 Resources
     Washington State Department of
      Personnel:
                  www.wa.gov/dop
          Select “Programs and Services”
           Select “Workforce Planning”
      Workforce Planning Guide
      Report on Impact of Aging Workforce
        Workforce Planning
 Resources (Cont.)
     Other states; Governing Magazine --
               www.governing.com
             Select “Grading the States”
     Federal government -- Office of
      Personnel Management
     Networking
     Nikki: nbarnard@esd.wa.gov
  Workforce Planning

      The right person,
with the right competencies,
       in the right job
      at the right time

								
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