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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: firstname.lastname@example.org Workforce Planning The right person, with the right competencies, in the right job at the right time
"Workforce Planning at Washington ESD"