Winning the Battle for Talent August 24, 2015 National Association of State Auditors, Comptrollers...

Winning the Battle for TalentAugust 24, 2015

National Association of State Auditors,

Comptrollers and Treasurers

2Copyright © 2015 Accenture All rights reserved.

Agenda

What is the nature of the challenge?

Will the traditional model continue to work?

What is a suggested new strategy?

Reflection from a NASACT member



What is the nature of the challenge?

• For the first time in US history the percentage of the population of working age is declining

• “Millennials” have come of age

Figure 1. Projected Population by Generation (In Millions)


What’s driving changes in our traditional work model?

• In the 20th century workers traded lower pay for higher benefits, job security, and enjoyed built-in protections from politics and favoritism

• That model is now changing

• Generation X—todays front line and middle management layer—grew up with two working parent households or single parent households, and saw more employment upheaval (layoffs, restructurings, etc.) with parents than prior generations

• Today, Millennials constitute the largest living generation and soon will be the largest cohort in the workforce

• Recent Accenture research indicates that Millennials consider job security and benefits to be less important


A different model is needed

Why do Millennials constitute 26% of the private sector workforce but only 14% in state and local government?

Our recent Accenture research indicates these levers make a difference:

• Effective leadership

• Recruiting and hiring process

• Flexible work arrangements (such as telecommuting)

• Career advancement

• Challenging work

• Professional development


What is a suggested new strategy?

Governments must fundamentally change how they define, discover, develop and deploy the talent they need

• Define based on value add and mission criticality

• Discover by developing talent pipelines

• Develop by targeting people to acquire new skills and competencies

• Deploy talent into an agile workforce

This four part strategy should be linked to your agency strategy to drive business results

Figure 2. Integrated Talent Management Framework


1. DEFINE—talent needs

When defining talent ask yourself these questions:

• How critical is each role to achieving the agencies mission?

• How much value does the role add to the agency’s success?

We suggest a four part model to think through these questions

Figure 3. Segmenting the Government Workforce


1. DEFINE—talent needs

MUST HAVE

High mission criticality and high value add

SPECIALIZED

High mission criticality and mid to low value add

MAYBE IN, MAYBE OUT

Mid to low mission criticality and high value add

SUBSTITUTE TECHNOLOGY

Lower mission criticality and lower value add

1

2

3

4


2. DISCOVER—attract & source talent

Use HR analytics to find sources

• Of our hires in the past five years, which have been most successful?

• Where do our most successful hires comes from? How did we connect with and recruit them? How about our least successful hires?

• Of those successful hires, what have been their career paths within our government? In what ways were they best prepared? Worst prepared?



Build pipelines to the best sources

The talent pipeline between the government and a source of supply (e.g. educational institution, nonprofit or placement organization)is created through mutual commitments.

The government:

• Specifies the skills

• Provides feedback

• Provides learning

The provider:

• Prepares candidates

• Modifies recruitment based on feedback

• Responds to government learning



Enlarge the pool of available talent

• Flexible work arrangements:– Telecommuting and remote work

– Fellowships

– Part-time

• Flexible compensation structures

• Educational assistance

• Re-engagement of experienced workers

• Go digital and move fast

• Reinvent job classifications


3. DEVELOP—talent potential

• The majority of the workforce we will have in 15 years is working here now

• Today’s workforce is your largest future talent pool

• Will they have the skills and competencies they need to meet rising expectations of those they serve?

• Accenture research shows new workers expect employers to provide training but receive much less

Figure 4. Employer Training Expected/Provided

Source: Accenture’s Great Expectations report


3. DEVELOP—talent potential

To equip today’s workers with the skills and competencies they need requires the following:

• Making skills and competencies “currency” for talent development

• Demonstrate skills and competencies in practice

• Create a “transcript” for employees to track the accumulation of skills and competencies

• Use multiple methods, i.e.:– Classroom

– Experiential

– Computer based

– On the job

– Small group/peer based

– Gamification

– External programs with degrees and certifications


4. DEPLOY

• Successful onboarding

• Critical success factors—every new employee should:– Know the connection between his or her role and the purpose of the agency

– Understand performance expectations and measurement

– Connect with colleagues

– Make a contribution ASAP

– Have a coach



4. DEPLOY

• Encourage mobility—both vertical and horizontal

• The crucial message to Millennials: – “You can have as many careers as you want right here”

• Accenture research indicates enhanced mobility increases retention


4. DEPLOY

• Every leader and manager must become a talent manager, responsible for defining what they need, finding it, developing it and deploying it

• Back in the 20th century we were trained to complain to HR that this was their job without assuming responsibility for their team’s talent

• Now leaders must:– Segment their talent needs based on value add and mission criticality

– Connect skills and competencies to roles and roles to results

– Identify talent pools and build pipelines

– Target and track development

– Assure successful onboarding

– Encourage and manage mobility


Conclusion

• Governments are in a perpetual battle for public support

• To win public support they must first win the battle for talent

• This is feasible—Accenture research indicates 1/3 of the overall population is attracted to work in the public sector

• However the research shows government leaders are not doing enough– 2/3 of government leaders are finding it hard to recruit and retain talent

– 1 in 10 feel they are prepared to meet the challenge

– Almost 50% have made little to no change in their talent management strategy in the last two years

• The time to act is now!


Suzanne M. BumpMassachusetts State Auditor


OSA Demographic Changes 2011 - 2015

Making Government Work Better

20-30 6%

30-40 11%

40-50 20%

50-60 40%

60-70 23%

20-30

30-40

40-50

50-60

60-70

Age Distribution OSA Workforce -- 2011

20-30 13%

30-40 13%

40-50 16%

50-60 32%

60-70 22%

70+ 4%

20-30

30-40

40-50

50-60

60-70

70+

Age Distribution OSA Workforce -- 2015


OSA Professional Development: Developing and Rewarding Talent

Increased resources devoted to professional development:

• Provide Budget

• Expansion of technical resources (i.e., Learning Management System (LMS) in Halogen)

• Creation of Audit Training team

• Creation of Audit Career Path Program

• Scholarship Program for certifications (CGFM)



OSA Onboarding Program

“Onboarding for Auditors: A Pathway to Success”• Provide a structured plan to gain knowledge and build relationships within

Audit Operations

• Monitor progress and offer additional opportunities for professional development

• Support new staff as they contribute in a meaningful way towards the goals of the OSA

PHASE 1: - Orientation (5 days)

PHASE 2: - Three-month follow-up (3 days)

PHASE 3: - Six-month follow-up (2 days)

CONCLUSION: One year debrief (1 day)



ConsistentFollow up

Program results:

“…To become a national leader in professional government auditing and an example of accountability, professionalism, efficiency and effectiveness, and

transparency.”

- Suzanne M. Bump, State Auditor

Post-training issues? Targeted action plans

Measure success? Ongoing data review

Reach goal? Improved retention



Contact information

Copies of the white paper on the table

Breck T. Marshall

Managing Director, Talent & Organization Practice

Health & Public Service

[email protected]


Suzanne Bump

State Auditor

Commonwealth of Massachusetts

[email protected]

William Kilmartin

Director, PublicService Strategy

Health & Public Service

[email protected]

mailto:[email protected]

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