California State Council – SHRM 2008 Legislative Council April 28, 2008 The New Workforce & A Little Bit About HR Modernization The Right People in The Right Jobs
California State Council – SHRM2008 Legislative Council
April 28, 2008
The New Workforce & A Little Bit About HR Modernization The Right People in The Right Jobs
California State GovernmentOne of the largest employers in the U.S.
The State’s Aging Workforce
State Employee Age Profile As of 12/31/07
0
5
10
15
20
25
30
35
18-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60+
Age
Per
cen
tag
e
CEAs
Mgrs/Supervisors
Rank & File
Who’s eligible to leave in the next 5 years?
35% of our current workforce, or roughly 80,000 employees
49% of our managers and supervisors
75% of our top leadership
What does our current workforce look like?
California State Employees by Generation
13%
55%
29%
4%Traditionalists Baby Boomers Gen X Gen Y
Generations in the Workplace
Traditionalists 1900-1945, 31 million
Baby Boomers 1946-1964, 77 million
Generation X 1965-1980, 46 million
Generation Y 1981-1999, 78 million
Generational NeedsTRAD.GEN.
BABY BOOMERS
GEN.X
GEN.Y
Clearly Defined Structure
Participative Management
Balance Collaboration
Respect for their Knowledge
EmpowermentFlexible Work
SchedulesAble to
Multi-Task
Measurable Goals
To be Personally cared about by Management
Casual Relationships with Authority
Fun
TopDown
Approach
To be in Charge of Something
Technology is important
State of the Art Technology
Four Generations The time for a one-size fits all solution
is past. As you develop solutions to the
generational issues, you need to consider the motivational trigger points of the generations you wish to recruit and retain to ensure your solutions will work.
That means you need to understand the generations.
Traditionalists (62+)
Influences Great Depression, Roaring
Twenties, World Wars I & II, Korean War, G.I. Bill
Characteristics Patriotic, loyal, “waste not, want not,”
faith in institutions, military-influenced TOP-DOWN APPROACH
Key Word: LOYAL
Baby Boomers (44-62)
Influences Suburbia, TV, Vietnam, Watergate,
protests, human rights movement, drugs, rock ’n roll, the “Pill” and women entering and staying in the workplace.
Characteristics Idealistic, COMPETITIVE, question authority
Key Word: OPTIMISTIC
Generation X (28-43)
Influences MTV, Atari, PCs, divorce rate
tripled, latch-key children, Just Say “NO,” MADD
Characteristics Eclectic, resourceful, SELF-RELIANT,
distrustful of institutions, highly adaptive to change and technology
Key Word: SKEPTICISM
Generation Y (8-27)
Influences Expanded technology, natural
disasters, violence, gangs, diversity
Characteristics Globally concerned, realistic, CYBER-
LITERATE, “personal safety” is number one concern
Key Word: REALISTIC
At work withTraditionalists
How they work Stable, detail-oriented, thorough, loyal
and hard-working Their preferences
Not comfortable with ambiguity or change
Reluctant to buck the system Uncomfortable with conflict Reticent when they disagree
At work withBaby Boomers
How they work Service oriented, driven, willing to go the
extra mile, good at relationships, good team players
Their preferences Rather not rock the boat May put process ahead of result Prefer infrequent feedback Like to work with people who have
similar points of view
At work withGeneration Xers
How they work Adaptable, techno-literate, independent,
not intimidated by authority, creative Their preferences
Multiple projects Independence Timely feedback Change jobs, and maybe even careers,
every two to three years
At work withGeneration Ys
How they work Optimism, work well in teams, multi-
tasking capabilities, technologically savvy, realistic, are OK with long hours
Their preferences Supervision and structure Assistance with handling difficult people
issues Immediate feedback Working with technology
What’s the competition doing?
Next is a few minutes of a segment from the TV show 60 Minutes on Zappos.com and what they’re doing to recruit and retain Gen Y!
To see the video online, scroll down to60 Minutes YouTube Video below.
How can we compete?
Consider your organization How could you identify issues to
recruitment and retention? Can you change existing practices in
order to more effectively recruit? Can you change processes? What could your organization do to more
effectively retain the generations?
We began with our current HR System – Here’s some problems:
Too many separate job classifications Limited external recruitment Application and hiring process is slow complicated
and confusing Compensation program is not reflective of the labor
market and too complex to administer Performance management is not tied to business
needs, nor is it consistently done No statewide workforce plan to address anticipated
labor shortages
And here’s one solution that includes workforce planning:
HR Modernization
An Automated Integrated System all centered around COMPETENCIES
Classification and Compensation Marketing and Recruitment Testing and Selection Training and Performance Management Workforce Planning Auditing
What is a Competency?
A competency is an observable Skill Demonstration of knowledge Ability Personal characteristic
that results in behaviors that are measurable and contributes to more effective job performance.
Competency Pyramid
CompetenciesDUTIES-BASED SYSTEM COMPETENCIES-BASED SYSTEM
Focus Is On The Job Focus Is On The Person
"We will pay $XX for you to perform these duties" "We will pay $XX for you to have these KSA's"
1. Write reports Grammar skills
Vocabulary (knowledge)
Writing style (ability)
Ability to understand / clarify for others
2. Make oral presentations Thorough knowledge in subject area
Articulate - ability to adjust to audience level of
understanding
Ability to maintain composure when responding to hostile questions in sensitive and/or controversial subjects
When does HR Mod happen?
Last fall we got the team in place. First occupational group model rollout
will be in 2009. Final rollout 2014.
Are you ready for the new generation?
Are you where you need to be with:
Technology
Flexibility
Training and Feedback
Technology
They demand state-of-the art
They can multi-task better than us, come up with solutions faster than we can
Flexibility
Manage the work, not the people
Telework, flexible schedules
Work/life balance is important to them
Training and Feedback
Communicate with the new generation, they expect it
Train current managers in how to deal with the new generation
Train the new workers so they are prepared to move up quickly
Workforce Planning
One of the most important things to do to prepare for the new generation is to do workforce planning. State just started a new statewide
workforce planning program Will work with departments and HR
Modernization Without a plan, we can’t succeed
Questions?
Thank you,
Dave Gilb and Julie LeeDepartment of Personnel Administration