Get in the Game: Understanding Today's Workforce Playing Field
Center for State and Local Government ExcellenceNational Association of State Personnel Executives
Tuesday, July 24, 2018
Webinar Presenters
Gerald YoungSenior Research AssociateCenter for State and Local Government [email protected] / @GeraldYoungSLGE
Leslie ScottExecutive DirectorNational Association of State Personnel [email protected] / www.naspe.net
Center for State and Local Government Excellence
Promote excellence in local and state governments so they can attract and
retain talented public servants.
• Workforce demographics and development
• Public sector retirement benefits• Health and wellness benefits
Center for State and Local Government Excellence
SLGE / IPMA-HR / NASPE Workforce Survey Series
• Initial survey in 2009 on state/local workforce and the recession
• Larger trends in recruitment, retention, benefits, and other key workforce issues
2018 Survey ResultsState agencies only
• Employment/compensation cuts have slowed
• Recruiting is becoming more difficult• Flexibly employment practices prevalent• Benefit changes focused on employee
contributions
Recent Employment Actions
0%
4%
7%
7%
9%
11%
18%
20%
22%
31%
31%
33%
56%
87%
Pay cuts
Other
Pay freezes
Early retirement incentives
None
Furloughs
Hiring freezes
Layoffs
Travel or training restrictions
Narrow, position-specific increases
Broad-based pay increases
Re-employment of retired govt. staff
Hired contract or temporary employees
Hired employees
Recent Employment Actions
0%
4%
7%
7%
9%
11%
18%
20%
22%
31%
31%
33%
56%
87%
Pay cuts
Other
Pay freezes
Early retirement incentives
None
Furloughs
Hiring freezes
Layoffs
Travel or training restrictions
Narrow, position-specific increases
Broad-based pay increases
Re-employment of retired govt. staff
Hired contract or temporary employees
Hired employees
Up from 70% in 2015
Employment Actions: Trend
0%
20%
40%
60%
80%
100%
2009 2012 2015 2018
Hiring freezesPay freezesFurloughsLayoffsPay cuts
Overall Employment
See: slge.org/wp-content/uploads/2018/02/2017-SLGE-infographic-workforce-trends.pdf
Hard to Fill Positions
2%
0%
2%
0%
4%
4%
7%
11%
0%
2%
11%
4%
7%
4%
4%
9%
7%
16%
13%
9%
9%
11%
11%
11%
13%
16%
16%
16%
22%
24%
24%
24%
27%
27%
29%
31%
38%
42%
Emergency dispatchers
Policing
Business and financial operations
Management (mid-level)
Equipment operators/drivers (CDL)
Skilled trades
Health care: Other
Other
Engineering
Human services
Health care: Physicians
Health care: Mental health professionals
IT: Support
Corrections/jails
Accounting
IT: Web development
IT: Network administration
IT: Other
Health care: Nursing
Gig Economy Positions
4%4%4%4%4%4%4%
7%7%7%
9%11%11%
13%16%
18%
0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20%
Interpretation and translationBuilding and grounds cleaning
Equipment operators/drivers (CDL)Skilled trades
Health care: Mental health professionalsCorrections/jails
AccountingHealth care: Other
IT: SupportIT: Network administration
IT: Web developmentOther
Health care: PhysiciansHealth care: Nursing
IT: OtherOffice and administrative support
Hard to Fill Positions: Trend
5%
17%
40%38%
31%29%
24%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
2009 2012 2015 2018
Information technologyIT: OtherIT: Network administrationIT: Web developmentIT: SupportHealth care: NursingEngineeringSkilled trades
Hiring: Trend Compared to the prior fiscal year
39%
25%
18%
0%
10%
20%
30%
40%
50%
60%
2012 2015 2018
More people than itdid the previous year
The same number ofpeople it did theprevious year
Less people than it didthe previous year
Skills Sought
16%
23%
30%
34%
50%
66%
68%
70%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Social media
Other
Finance
Public speaking/presentations
Management
Written communications
Technology
Interpersonal
Flexible Employment Practices
7%
18%
24%
40%
62%
64%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Job sharing
No flex work practices are offered
Regular telework for eligible positions
Flexible schedule (e.g., 4 days, 10 hours)
Flexible work hours
Flexible Employment Practices
7%
18%
24%
40%
62%
64%
0% 10% 20% 30% 40% 50% 60% 70%
Other
Job sharing
No flex work practices are offered
Regular telework for eligible positions
Flexible schedule (e.g., 4 days, 10 hours)
Flexible work hours
Up from 6% in 2016
Separations
8%
33%43%33%
5%
10%
33% 33%
21%
28% 30% 26%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Layoffs Quits Retirements
Higher than the year before Lower than the year beforeSame as the year before Don't know
Retirement Planning: Of retirement-eligible employees
46%
33%
40%
20%
13%
38%
15%
20%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2009 2012 2015 2018
Postponed their retirement
Accelerated their retirementdate
Changes in Retirement and Health Benefits, Compared to the Prior Year
49%
62%
75%
56%
33%
64%
41%
27%
0%
10%
20%
30%
40%
50%
60%
70%
80%
2009 2012 2015 2018
Health (for employees andretirees)Retirement
Retirement Changes
0% 5% 10% 15% 20%
Instituted auto-enrollment in suppl. DC plans
Decreased employer contributions to DC plans
Reduced/eliminated cost of living adjustments
Other
Replaced a defined benefit with a DC plan
Increased employer contributions
Replaced a defined benefits plan with a hybrid plan
Decreased pension benefits
Increased age & service req. for normal retirement
Increased employee contribution
New employees Current employees
Retirement Changes for New Employees: Trend
0%
5%
10%
15%
20%
2012 2015 2018
Increased employee contribution
Decreased pension benefits
Increased employer contributions
Replaced a defined benefit with aDC plan
Other
Decreased employercontributions to DC plans
Impact of Cuts?
2.9 %
Private sector wage of new hires (prior to being hired by state/local government)
Authors of brief: L. Quinby, G. Sanzenbacher, and J. Aubry (BC-CRR)
Are your employees financially prepared for retirement?
28%
40%
33%
Yes No Don't know/No response
Are your employees financially prepared for retirement?
28%
40%
33%
Yes No Don't know/No response
Auto-Enrollment
See: slge.org/wp-content/uploads/2018/03/AutoEnrollmentSDPE.pdf
Does your agency offer financial literacy programs?
42%
40%
19%
Yes No Don't know/No response
Do you feel the compensation you offer is competitive with the labor market?
Wages: Benefits:
26%
69%
5%
YesNoDon't know/No response
76%
17%
7%
See: slge.org/wp-content/uploads/2018/03/2017-SLGE-State-and-Local-Government-Compensation-Infographic.pdf
0%2%
5%7%7%
10%12%
14%14%
19%19%
26%33%33%
36%36%
40%45%
52%55%
57%60%
64%67%
71%71%
0% 20% 40% 60% 80%
None of the aboveDon't know
Other"Stay" interviews
Job rotationsBonuses
Community support (volunteer, matching donations)Collaborative/distributed leadership
Employee skills assessments/personality inventoriesTransit benefits
Wellness programs: On-site fitness facilitiesWellness reimb. (e.g., gym, smoking cessation)
Leave benefits: Consol. annual/personal/sick leaveMerit-based salary increases
Employee satisfaction surveysEmployee development: Career paths/career ladders
Leave benefits: Paid family leaveMentoring
Employee development: Funds for training/tuitionOnboarding program
Employee development: Leadership developmentLeave benefits: Sick leave banking/donations
Recognition programsWellness programs: Informational
Employee development: In-house trainingExit interviews
Employee Retention and Development
2%
5%
7%
23%
26%
30%
37%
49%
60%
60%
65%
65%
65%
67%
72%
74%
79%
81%
86%
93%
0% 20% 40% 60% 80% 100%
Other
Managing contract personnel
Managing dual-agency personnel
Employee financial literacy
Internship recruiting
Reducing employee retirement plan costs
Public perception of government workers
Reducing employee health care costs
Turnover
Managing workload w/hiring constraints
Creating a more flexible workplace
Workforce succession planning
Diversity and inclusion
Retaining staff needed for core services
Competitive compensation package
Employee development
Employee morale
Leadership development
Employee engagement
Recruit/retain qualified personnel
Looking Ahead…Challenges:- Recruitment- Compensation- Managing workload- Turnover
Opportunities:- Employee and leadership
development- Maintaining morale- Fostering diversity and
inclusion
Other responses
Looking Ahead: Trend
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012 2015 2018
Recruitment and retentionof qualified personnel
Employee morale
Competitive compensationpackage
Turnover
Creating a more flexibleworkplace (e.g., job sharing,outsourcing, hiring retirees)
Aligning Leadership Goals and Workforce Strategies –
CitizensOVERALL FOCUS
• Better customer service
• Support and continuation of programs
• Deliver high-quality service
• Branding and perception of state government
HR/WORKFORCE IMPACT
• Employee performance management
• Classification and Compensation Programs
• Aging workforce
• Recruiting and Retaining Top Talent
• Employee Engagement Programs
Aligning Leadership Goals and Workforce Strategies –
Fiscal Constraints
OVERALL FOCUS
• Reducing operating expenses and waste
• Transparency and accountability to taxpayers
• Media Scrutiny
• Improve Efficiency - Do More With Less
HR/WORKFORCE IMPACT
• Classification/Compensation Programs
• Healthcare Benefit Programs
• Digitalization/Modern Benefit Programs
Aligning Leadership Goals and Workforce Strategies –Economic Development
OVERALL FOCUS
• Investments in public safety, education and health and human services
• Attract new businesses
• New and expanded revenue opportunity
HR/WORKFORCE IMPACT
• Succession Planning
• Aging Workforce
• Recruit and Retain Top Talent
Creating top talent strategies
A clear and relevant organizational
mission and vision
Conduct an analysis of the human capital
needed to accomplish mission
Identify talent gapsDevelop and
implement plans for current and future
talent needs
Talent Solutions
ROI Merit Systems
Recruitment Applicant Experience
Sell State Government
Talent Solutions
Pay Mutual Value
Career Continuous Learning
Recent SLGE Workforce Research
Succession Planning
• Staff Sharing • for Public Health
Current Workforce Projects
• (1) Managing the Future State/Local Workforce and (2) Future Workforces of Transportation Agencies
• Local Government Financial Literacy
• Cross-Jurisdictional Staff Sharing for Public Health
• 2019 Workforce Survey