Success(ion) Planning: Preparing Leaders for the Workforce of the Future

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Success(ion) Planning: Preparing Leaders for the Workforce of the

Future

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Speaker: Trish Holliday, M.A., SPHR Assistant Commisioner and Chief Learning Officer Tennessee Department of Human Resources

Moderator: Ladan Nikravan

Senior Editor Talent Management magazine

Success(ion) Planning: Preparing Leaders for the Workforce of the

Future

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Ladan  Nikravan  Senior  Editor  Talent  Management  magazine  

Success(ion) Planning: Preparing Leaders for the Workforce of the

Future

#TMwebinar Sponsored By:

Trish Holliday, M.A., SPHR Assistant Commisioner and Chief Learning Officer Tennessee Department of Human Resources

Success(ion) Planning: Preparing Leaders for the Workforce of the

Future

Talent Management Magazine and Trish Holliday Present:

Success(ion) Planning: Preparing Leaders for the

Workforce of the Future

     Trish  Holliday,  M.A.,  SPHR,  SHRM-­‐SCP        Assistant  Commissioner  and  Chief  Learning  Officer        Tennessee  Department  of  Human  Resources    

•  Cumbersome  business  processes  

•  Job  Classifica;ons  did  not  reflect  current  business  needs  

•  Limited  employee  engagement  

•  Inconsistent  learning  and  development  

•  “Silo”  mentality  •  Tenure-­‐driven  employment  prac;ces  

Previous  State:    Entrenched  

Current  State:    Transforming    

Future  State:    Transformed  

•  U;lized  Talent  Management  Model  and  System  

•  Aligned  leadership  competencies  for  state  agencies  and  roles  

•  Iden;fied  best  prac;ces  for  hiring  top  talent  

•  Established  recogni;on  and  reward  prac;ces  

•  Valued  relevant  internal  and  external  leadership  development  opportuni;es    

T.E.A.M.  Act  Tennessee  Excellence,  Accountability  and  Management  Act  

§  Recruit  §  Retain  §  Reward  

Focus  on  leadership  development  

Governor’s  Priori;es:  Jobs  &  Economic  Development;  Educa;on  &  Workforce  Development;  Fiscal  Strength  &  Efficient  Government;  Health  &  Welfare;  Public  Safety  

Tradi;onal  Organiza;on  §  Focused  on  customer  

complaints  §  Impacted  by  structure  

and  tradi;on  §  Outdated  recruitment  

and  reten;on  prac;ces  §  S;fled  crea;vity  §  Limited  par;cipa;on  in  

learning  and  growth  §  Limited  trust  –  denial,  

blame,  excuses  

Learning  Organiza;on  §  Creates  customer  responsive  

workforce  §  Adapts  to  changing  culture  §  A_racts  and  retains  a  

talented  commi_ed  workforce  

§  Embraces  diversity  and  innova;on  

§  Promotes  emphasis  on  learning  and  growth  

§  Builds  a  more  accountable  workforce    

The  dynamic  global  public  sector  environment  is    facing  an  unprecedented  set  of  talent  challenges.  

Workforce  Challenges   Talent  Management  Challenges  

Shrinking  Workforce   • Heightened  compe;;on  for  talent  

Aging  Workforce   • Loss  of  experience  and  intellectual  property  • Leadership  gaps  

Globaliza;on   • Mobile  and  diverse  workforce  

War  for  Talent   • Skills  shortages  in  key  roles  

Low  Employee  Engagement   • An;cipated  high  turnover  of  Genera;on  Y  • En;tlement,  complacency,  etc.    

Workforces  of  Genera;ons  X  &  Y   • Lack  of  new  recrui;ng/sourcing  techniques  • Public  sector  reputa;on  and  percep;on  • Lack  of  new  techniques  for  employee  engagement  and  mo;va;on  

§  Influence  organiza;onal  decision  making  in  workforce  planning  and  succession  planning  

§  Establish  formalized  process  to  create  people  strategies  that  align  with  business  plans:  a)  Iden;fy  and  develop  the  needed  core  

competencies  b)  A_ract  and  retain  top  talent  c)  Ensure  leadership  bench  strength  for  sustainability  

§  Diagnose  the  Need  §  Is  it  Mission  Cri;cal?  

§  Build  a  Support  Structure  

§  Demonstrate  the  Urgency  §  Why  Now?  

§  Develop  the  Program  §  Learn  –  Apply  –  LEAD  

§  Evaluate  for  Con;nuous  Improvement  §  Gather  the  Data  

Diagnose  

Demonstrate  

Evaluate  

Build  

Develop  

An  organized  body  of  informa;on,  usually  of  a  factual  or  procedural  nature,  which  if  applied,  makes  adequate  performance  on  the  job  possible.  

Knowledge  

Skills  

The  manipula;on  of  data,  things,  or  people  through  manual,  mental  or  verbal  means.    Skills  are  measurable  through  tes;ng,  can  be  observed,  and  are  quan;fiable.  

Abili;es  

The  capacity  to  perform  a  physical  or  mental  ac;vity  at  the  present  ;me.    Typically  abili;es  are  apparent  through  func;ons  completed  on  the  job.    Abili;es  and  skills  are  ohen  interchanged.    The  main  difference  is  that  ability  is  the  capacity  to  perform.      Competencies  

Competencies  are  observable  and  measurable  characteris;cs  of  a  person  that  include  using  knowledge  and  demonstra;ng  skills,  behaviors  and  abili;es  that  contribute  to  improved  performance.  

§  LEAD  Tennessee  §  Tennessee  Government  Execu;ve  Ins;tute  §  Tennessee  Government  Management  Ins;tute  §  Accelerated  Leadership  Ins;tute  §  Commissioner  Leadership  Academies  § Mentor  Tennessee  §  Pyramid  of  Learning  Cer;ficate  Program  

State  of  Tennessee  Management  and  Leadership  Development  Model    Pyramid  of  Learning  Certi?icate  Program  

§  Statewide  customer  service  training  §  Great  people  –  Great  service  §  G.R.E.A.T.  customer  driven  excellence  §  Star  Principles  of  G.R.E.A.T.  Customer  Service  §  S.M.A.R.T.  Performance  Planning    §  Get  S.M.A.R.T.er:  Coaching  for  Higher  Performance    

§  Tennessee  Government  Leadership    (Alumni  of  all  statewide  leadership  programs)  

§  Tennessee  Government  Leadership  Council  Ø Black  Belt  Leadership  Program  Ø Leadership  Book  Club  Ø TGL  Toastmasters  Ø Statewide  “Excellence  in  Service”  Award  

§  Statewide  Learning  and  Development  Council  

§  Four  Disciplines  of  Execu;on  (4DX)  §  LEAN  ini;a;ves  §  Baldrige  Criteria  for  Performance  Excellence  Framework  

§  NOW  Management  System  

Baldrige  Criteria  for  Performance  Excellence  1.   Leadership  2.   Strategic  planning  3.   Customer  4.   Measurement  analysis  &  knowledge  management  5.   Workforce  focus:  capacity,  capability,  reten;on  6.   Process  management  7.   Results  

NOW  Management  System  1.   The  focus  is  on  results  2.   Customers  define  value  3.   Everyone  is  on  the  same  page  4.   Improvement  is  the  constant  5.   Employees  create  value  6.   Fear  is  gone  7.   The  silos  have  disappeared  

Trust  

Engage  

Growth  

High  Performing  Workforce  

Image power

Financial viability

Customer satisfaction

Accepting values

Productivity

Turnover rates

Desired  Result  

 Q  &  A  

Thank You!!

Trish Holliday, M.A., SPHR, SHRM-SCP

Assistant Commissioner & Chief Learning Officer State of Tennessee

Department of Human Resources [email protected]

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