Author: Metzinger, Danielle
Last saved by: Wise, Christina

Developing a Workforce Plan: Setting the Foundation – Session 3

Slide 1 – Developing a Workforce Plan Session 3
^Presented ^by ^CalHR’s ^Statewide ^Workforce ^Planning ^and ^Recruitment ^Unit

Stacie Abbott, Workforce Planning Coordinator

Brandon Littlejohn, Statewide Recruiter

Erica Salinas, Analyst

Danielle Metzinger, Analyst on Friday June 13, 2014 at CalHR

Slide 2 – Objectives
Identify Recruitment, Retention, Succession Planning Strategies

Develop the workforce plan Implement and evaluate the plan Workforce Plan examples

Slide 3 - 3 Risk Areas of Workforce Planning
1. Recruitment

2. Retention

3. Succession Planning

Develop strategies that mitigate risks based on gap analysis findings

Slide 4 – Gap Analysis Methodology
Bring together your data from supply and competency gaps to define the overall workforce gap for each classification

Slide 5 – Targeting Strategies
Align with strategic missions/goals

Utilize data to expose opportunities

Prioritize by key classifications and competencies

Slide 6 – Recruitment Strategies
Utilize Data: high competency gaps, high vacancy rates

Tailor recruitment strategies

Hiring processes: Exams
Application screening

Behavioral interviewing

Slide 12 – Contact the Statewide Recruiter
Brandon Littlejohn Statewide Recruiter (916) 324-9379
Brandon.LittleJohn@calhr.ca.gov

Slide 13 – Retention Strategies
Utilize data: high turnover, high transfer patterns

Employee satisfaction survey

Input from division/program management

Retention Strategy Survey (when available)

Slide 14 – Examples of Retention Strategies
Employee recognition program Knowledge transfer opportunities: New Employee Onboarding
Slide 15 – New Employee Orientation v. Onboarding
Orientation and onboarding are different processes

Onboarding represents a form of institutional knowledge transfer while orientation is simply transfers explicit knowledge

Slide 16 – New Employee Orientation
Focus on transactional processes (ie: computer set-up, acquiring name badge) Less than 1 week
Executed by designated division/program

Addresses benefits and provides departmental overview

Employee participation is passive

Establishes new hires into department

Slide 17 – Onboarding
Assimilation process focused on tools and knowledge to be successful

Includes 1st year

Integrates multiple functions/individuals

Addresses all new employee needs over long-term period

Employee participation is active

Aims to increase likelihood of retention and productivity

Slide 18 – Onboarding at the Department of Technology
Download the  New Employee Onboarding Plan from the Department of Technology

Slide 19 – Succession Planning
Purpose: Mitigate separation risks

Process: Recognize, develop, and retain leadership talent especially in critical classifications

Product: Practical strategies to develop a pipeline of future leaders

Slide 20 – Succession Planning Strategies
Voluntary nomination to leadership development program

Knowledge transfer opportunities

Slide 21 – Knowledge Transfer Goals
Mitigate retention and separation risks

Develop current workforce

Ensure important knowledge is not lost

Slide 22 – Types of Knowledge
Explicit = concrete: Procedural knowledge Tacit = experiential: Personal characteristics
Development of cooperative partnerships

Both:

Institutional knowledge

Slide 23 – Examples of Explicit Knowledge Transfer Strategies
Individual professional development

Desk manuals Online options Orientation

Slide 24 – Examples of Tacit Knowledge Transfer Strategies
Coaching

Career development

Slide 25 – Examples of Institutional Knowledge Transfer Strategies
Group activities Cross-training Mentorship
Job shadowing

Onboarding

Slide 26 - Knowledge Transfer at Caltrans
Download the Knowledge Transfer Guidebook from Caltrans

Slide 27 – Benefits of Mentorship
Builds bench strength Provides global perspective Strengthens diversity
Engages staff in departments mission

Supports succession planning

Fosters trust, respect and openness

Slide 28 – Mentorship Best Practices
Voluntary participation Identify development goals Respect confidentiality in sessions Respect each other’s time

Slide 29 – Informal Mentorship at CalPERS
Download the  Informal Mentoring Toolkit for Managers and Supervisors from CalPERS

Download the  Informal Mentoring Toolkit for Executives and Senior Leaders from CalPERS

Slide 30 – Workforce Plan Template
Download the Workforce Plan Template

Slide 31 – Establish Metrics
Specific Measureable Achievable Realistic
Time-Bound

Slide 32 – Communicate the Plan
Plan to communicate to stakeholders about progress in a relevant and timely manner: Who needs to know what? How often? In what way?
Refer to Workforce Plan Template Appendix D (page 10) Keep department engaged:
Share workforce and succession planning articles Advertise professional development opportunities Maintain employee recognition program

Slide 33 – Implement the Plan
Follow the Action Plan Benchmarks and Communication Plan you have developed for each initiative

Slide 34 – Evaluate the Plan
Download the Workforce Planning Evaluation Assessment Tool