Office Planning Presentation

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					 CDCR - Office of
Workforce Planning
             CDCR Strategic Plan

• Strategic Plan Statement of Need:
   We value our workforce. It is only through the dedication of a
  qualified workforce that the Department can achieve its goals.
  It is imperative, therefore, that we recruit, select, develop, and
          p                                                    p
  retain employees who are both motivated and dedicated with
  a desire to serve and protect the public. It is critical that the
  Department provide our employees with the tools, resources,
                                                        confidence,
  and leadership needed to perform their jobs with confidence
  competence, and with the highest ethical standards.

                                          well trained
• Goal 1: Workforce Excellence – Ensure a well-trained
  qualified workforce

              1.1.4:
   – Strategy 1 1 4: Establish a comprehensive
     employee succession plan.
       What is Workforce Planning?
• Workforce planning is one of the most important
  issues that human resources professionals are talking
  about today. Workforce Planning is a systematic
  process for identifying the human resources required
  to meet organizational direction and goals and
  developing strategies to meet those requirements.

• Workforce Planning provides the process of identifying
  and developing CDCR’s present and future workforce.
                       y g
  This includes identifying resource needs and
  implementing recruitment strategies to attract, hire and
  retain the resources needed to ensure CDCR has "the
    g p p                  g                  g p
  right people with the right skills in the right place
  at the right time.”
     Where Do We Get the Data?
• Gap analysis is the process of comparing the workforce
  supply projection to the workforce demand forecast. Gap
                                    for       f       f
  analysis is completed bi annually f the timeframes of July-
  Dec and Jan-Jun. The following reports are used to conduct
  gap analysis:
   – SCO MIRS
       •   Vacancy
       •   Permanent Separations
       •   AO1, AO2, & A30 Appointments
       •   Retirement Projections for 5 FYs and Anomalies for current FY
   – CAL-Pers Retirement Trend Averages (as of FY 06/07):
       • State Industrial (Tier 1) – 20.8 years state service, age 60
       • State Safety – 21.3 years state service, age 59
                                           21.0              service
       • State Police and Fire Fighters – 21 0 years state service, age 55
• Once gap analysis has been completed the data is used to
  determine critical classifications (has a gap of 20% or more),
  p
  priorities and timelines for succession.
• The reports referenced above contain the data for SMP to
  calculate information regarding CDCR’s workforce.
       Why Workforce Planning
• Every 7 seconds someone turns 50 years of age.

• Today there are 8 workers to one retiree. Within 10
  y
  years there will be 2 workers to each retiree.

• For approximately 12 years there will be a 24% gap
  between the number of available employees and the
  number of jobs.

• 46.3% of all public sector workers are 45 or older.

• The percentage of younger workers (35 and under)
  in public sector is 27.3% compared to 43.2% in
  private sector.
                        (Cont d)
 Why Workforce Planning (Cont’d)

  For th fi t time i history there are four
• F the first ti   in hi t   th        f
  generations of workers in the workplace.

 •Generation Y (8-26) – 1981-1999 – 78 million
 •Generation X (27-42) – 1965 -1980 – 46 million
 •Baby Boomers (43-61) – 1946-1964 – 77 million
 •Traditionalists (62+) – 1900-1945 – 31 million
                       (Cont d)
Why Workforce Planning (Cont’d)

          CDCR's Four Generations


          4%   6%



                                    Gen Y, 4064 EE
                                    Gen X, 26892 EE
                    41%             Baby Boomer, 32908 EE
    49%
                                    Traditionalists, 2708 EE
                           CDCR Workforce by Age

                                           CDCR Workforce by Age
                                            Data as of July 1, 2008

                           16000
                     ees




                           14000
     Number of Employe




                           12000
                           10000
                            8000
                            6000
          r




                            4000
                            2000
                               0
                                   Up to 24 25 - 29   30 - 34   35 - 39   40 - 44   45 - 49   50 - 54   55 - 59   60 +
N b of E l
Number f Employees                  2168     5480      7509      9752     10550     11572      8967      6110     4464
                                                                  Age
                                    CDCR s
                                    CDCR’s Workforce
                                            CDCR Workforce by Age and CBID
                                                Data as of July 1, 2008

                     30%
      tage of CBID
                 D




                     25%
                                                                                            Exempt
                     20%
                                                                                            Managers
                     15%
                                                                                            Supervisors
Percent




                     10%
                                                                                            Rank & File
                     5%
                     0%




                                                                                        +
                           5

                                   9

                                           4

                                                   9

                                                           4

                                                                   9

                                                                           4

                                                                                   9
                                                                                       60
                       -2

                                -2

                                        -3

                                                -3

                                                        -4

                                                                -4

                                                                        -5

                                                                                -5
                               25

                                       30

                                               35

                                                       40

                                                               45

                                                                       50

                                                                               55
                                                            Age
                           p
      CDCR Workforce Development

• Succession Management Planning (SMP)
  – SMP develops the systems and processes by
    which leaders ensure they have a ready and
    sustainable supply of the right leaders in the right
     l     t th i ht ti
    place at the right time.
     • Determine succession risk
     • Assist the department to identify successors
     • Provide the department assessment tools for successors
     • Assist the department to build, execute and track
       development plans
     • Assist the department to create pool of “ready to go”
       successors
         –   You know who they are
         –   You know what they’ll need to do
         –                  they ll
             You know when they’ll be needed
         –   You know where they’ll be needed
         –   You know they will be ready
     Who is Responsible for Workforce
      Planning/Talent Management

• CDCR Executive Management
• CDCR Managers and Supervisors
• Office of Workforce Planning
  – Succession Management Planning Unit
  –R       it    tS i      Section
    Recruitment Services S ti
• Office of Training and Professional Development
           What is CDCR Doing?
• Recruitment                    • Office of Training and
  –   J bf i
      Job fairs
  –   Conferences
                                   Professional
  –   Hiring workshops             Development
  –   Advertisements                – Provides CDCR focused
  –   Job growth opportunities        training and staff
  –   New employee survey             development programs
                                        • E-Learning
  Office f S l ti
• Offi of Selection                     • Field training
  Services                              • Headquarters’ training
  –   Over 20 on-line exams
  –   SSA Transfer Exam          • Promotes Upward
  –   Open SPB SSA exam            Mobility
  –   Over 80 open continuous
      exams

       Creating the Employer of Choice
                            (cont d)
        What is CDCR Doing? (cont’d)
•   Workforce Development         •   Leadership Development
                                      Program
    – New employee orientation
                                      – 360 Degree leadership
    – Professional Management           assessments
      Development                     – Innovative learning models
        • B i S
          Basic Supervision
                      i i             – Experiential activities
        • Advanced Supervision        – Alumni networking
        • Advanced academies      •   Staff Development
                                       – Basic academies
•   Recognition
                                       – Element K (on-line
    – Safety Awards                      training)
    – Employee Recognition             – Work Smart
      Program                          – On site community college
    – State Merit Award Program        – Career development plans


             Creating the Employer of Choice
CDCR SMP – Where are we going?

PRESENT                         FUTURE
• Critical skill sets and       • Development of leadership
  competencies undefined          and managerial
• No clear or consistent talent   competencies
  review processes              • Formal talent reviews
• Little emphasis on            • Summary of talent
  development                     information to identify
• Managers evaluated                          risks
                                  succession risks,
  primarily on performance        succession readiness,
• Process not as open or          retirement trends
  transparent                   • Creation of development
• Less organizational             programs
  discussion of talent          • Individual development
                                  plans, coaching and
                                       it i    f l
                                  monitoring of plans
                                • Formal review, evaluation of
                                  development plans
           You know when and where
              they ill be  d d
              th will b needed
         y
• Identify critical classifications
   – Assessed by Gap Analysis: Gap Analysis is the
     process of comparing the current workforce supply
     against the workforce demand projection. The result
     is the identification of gaps and surpluses in staffing
     levels needed to carry out functional requirements of
     CDCR.
     Determine succession risk b f
   –D t       i            i                  ti     ti     t
                                i k by forecasting retirement
     trends
• SMP Phase I Plan
   – Eligible to retire in the next five years:
      • 72% of Wardens
      • 55% of Chief Deputy Wardens
      • 41% of Associate Wardens
                                  General Population Levels II & III                                                Data as of July 1, 2008

                                                                                 Associate
                                                                                  Director
                                                                                 Rich Subia


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                               General Population Levels II & III                                                 Data as of July 1, 2008

                                                                                Associate
                                                                                 Director
                                                                                Rich Subia


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          You know who they are and
             what they need to do
 Identify succession candidates
• Management                                 • Categories of
  Recommendations                              Readiness:
• Create Succession                                 Ready to Go
                                                    High Potential
  Profiles:
                                                    High Performer
  Work history         Ability to relocate
                                                    Emerging Talent
  Education            Career goals
  Eligible to retire   Training                     Emerging Talent
                                                    Solid Contributor
• Succession Readiness:
                                                    Underperformer
  – 9 Box Evaluation
                                                    Contributor
  – 360 Degree Review based on
    core competencies                               On Probation
                              Summary

• Analysis – Supply and
      y        pp y                       • Roll out Phase One of
  Demand                                    SMP Plan
  – Identify critical classifications –
    gap analysis                             – Division of Adult Institutions
  – Determine succession risk                – Develop and facilitate
                                               workgroup
• Identify Successors                     • Market SMP Plan to
  – Succession Profiles
                                            CDCR
• Assessment Tools                           –   Website
  – 360 Degree Assessment                    –   Flyers
  – 9-Box Evaluation                         –   Presentations
                                                 P      t ti
                                             –   Employee Resource Guide

• Build and execute                       • SMP Plan Oversight
                                               Track,
                                             – Track monitor and evaluate
  development plans
  d    l      t l                              progress
  – Succession Development Plan              – Assist SMP liaisons
                                             – SMP Website Administrator

				
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