Date post: | 06-Apr-2017 |
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Recruiting & HR |
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• Provides Strategic Consulting Services to Cornerstone OnDemand Clients
• Former Director of Talent Management for Treasury Department
• Implemented Unified Talent Management Solutions for multiple agencies
• Located in Washington, D.C.
IntroductionsSteve DobberowskyPrincipal ConsultantThought Leadership & Advisory [email protected]
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• Innovative human capital and learning expert leading organizational development strategies across the Department of Transportation to build a high-performance workplace.
• Recently featured and profiled on the cover of the Chief Learning Officer magazine for creatively using competency models to transform training into the agency’s first corporate d.University.
• Accomplished keynote speaker and presenter for several national and international audiences such as the Federal Training Officers Consortium, the National Association of African-Americans in Human Resources and, most recently, the Southeast University of Nanjing, China.
IntroductionsDr. Alfonz RuthChief Learning OfficerDepartment of TransportationDistrict of Columbia
“The private sector over the
last 20 years has developed
clear and better pathways to
employment,” says Laurel
McFarland of the Network of
Schools of Public Policy, Affairs
and Administration (NASPAA).
Governing, October 2013
“States know what needs to be done, we just are not sure how to get there.” Lee-Ann Easton, Administrator, Nevada Division of Human Resources, Workforce and Succession Planning, National Association of State Personnel Executives
2014 Survey by the National Association of State Personnel Executives and the International Public
Management Association for Human Resources on
Succession Planning
•33% of states and 36% of local agencies reported that communication and coordination is poor and/or ad hoc at best.
•47% of states and 53% of local governments have not automated their Succession Planning processes
•50% of state agencies and 35% of local agencies surveyed report unpredictable, or uncontrolled, or reactive processes.
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Government Agencies face several challenges today:• Retirement• Increased Scrutiny and Pressure• New Talent Uninterested in Public Service• GenXers haven’t been sufficiently groomed for
succession
The World of Work is Changing
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1. Radically Embrace Millennials2. Share the Responsibility for Succession
Planning3. Go Beyond Formal Leadership Training4. Capture Knowledge now and “Know the
Flow”5. Expand Succession Planning to mid-level
positions6. Implement Unified Talent Management
Process and Systems
Six Ways to Address the Changing World
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• Commonly mislabeled as: entitled, lazy or flaky
• Millennials are willing to integrate work 24/7• They require flexibility and feedback• They MUST make a difference!• Provide opportunities for challenges• Capture their desire for innovation
Radically Embrace Millennials
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The Workforce is Changing
20202010200019701950
8%9%
10%
15%
21%
50%
Proportion of the population aged 60 years +
In 2020, half of our workforce will be
Millennials
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Every level of management has a responsibility in Succession Planning• Transcend the replacement mentality• More easily, and consistently, identify talent people• Build a road map for reluctant or hidden leadership capabilities• Build transparency• Improve your organization and adhere more closely to your
mission and values
Share the Responsibility of Succession Planning
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OF RESPONDENTS SAID THAT SHARING KNOWLEDGE WITH THEIR TEAM IS VERY IMPORTANT OR ESSENTIAL TO LEARNING IN THE WORKPLACE.
87%
What Learners Want – To Collaborate!
Bersin, Learning in the Workplace Survey, June 2013
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Four Ways to Make Learning Work
PROVIDE USEFUL
CONTENT• Problem/Solution
Orientated• Right Level of
Learning• Just-in-time
PROVIDE 24/7 ACCESS
• Real-Time• Always ‘On’• Push and Pull
Paradigm
FACILITATE COLLABORATION
• Learner-Orientated• Minimal Constraints• Task and Goal
Specific
DRIVE IMPACT
• Autonomy• Mastery• Purpose
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Diverse Content
Best-in-Class organizations support their learning strategies with the following:• 76% more likely to utilize user-generated video
content• 74% more likely to use two-way video collaboration
tools• 51% more likely to use social learning tools
Aberdeen Group’s Learning Study, December 2013
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Strategies and processes designed to identify, capture, structure, value, leverage, and share an organization's intellectual assets to enhance its performance and competitiveness.
It is based on two critical activities: (1) capture and documentation of individual explicit and tacit knowledge, and (2) its dissemination within the organization.
Capture Knowledge Now
www.businessdefinitions.com
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• Most focus on top-tier executives and leaders• GenXers have been groomed for succession
into executive positions• Millennials are often ignored• Create occupational advocates• Mentoring becomes a measured performance
objective• Development starts when employees walk in
the door
Expand Succession Planning
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Challenge Cornerstone OfferingRadically Embrace Millennials Recruiting and Onboarding
Shared Succession Planning Learning and Succession
Beyond Formal Leadership Learning, Collaborative User-Generated
Capture Knowledge Now Learning, Communities and User-Generated
Expand Succession Planning Learning, Succession and Communities
How UTM Can Help Public Sector