IT Workforce- Going Mobile A Call to Action! Recruiting and Retaining the New IT Workforce Jenny Kvistad University of Wisconsin-Madison, Division of Information Technology
Government IT Personnel Challenges Rigid Processes Budgetary Constraints Retirements Agility Private Sector Competition
Workforce Demographics -Available Labor -Age -Gender -Race/Ethnicity -Generational Shifts
Labor Force Age 100 2.3 3.5 90 9.2 1.3 15.1 80 17.8 70 60 65 - 74 70.2 50 55 - 64 66.9 40 63.7 25 - 54 30 20 20 -24 10 11.7 9.8 0 8.4 1990 2010 2020 (The Atlantic: Derek Thompson, 2013)
Labor Force Participation Actual & Projected (The Atlantic: Derek Thompson, 2013)
Labor Force Diversity 2010 -2020 Projections 7.4% Increase in Women 4.3% Increase: White 10.2% Increase: Black 30.1% Increase: Asian 34% Increase: Hispanic Bureau of Labor Statistics: Mitra Toossi
Personnel Challenges
Projected Growth Rates 2010-2020 Occupation Projected Growth Rate Computer Systems Analysts 43.1% Computer Programmers 28.8% Software Developers, 57.4% applications Software Developers, systems 71.7% Computer Support Specialists 43.1% Projected Growth Rate for All Occupations = 14% (US Bureau of Labor Statistics)
Job Change Reasons (Dice 2013-2014 Salary Survey)
In Demand
Recruitment Strategy Know Your Competition Differentiate Yourself Tell a Story Be Authentic
Whose job is it to find qualified candidates?
Reaching Candidates Ideal Experience/Skills • ”Ideal” Candidate Defined • Passive Candidates & Existing Staff • Subject Matter Experts • • Outreach & Networks
Advertising Strategy? This agency is recruiting for one permanent Information Technology Specialist position located in Boring, State. This position is designated as an Information Technology expert and senior level programmer/analyst for the Division of ABC in the information technology specialty areas of database architecture/administration, application architecture, project management and application development in both web and windows environment. This position serves as an expert on complex system data integrity and critical programming issues. This position is a project leader of organization wide (Dice.com)
Advertising Strategy! The Public Disclosure Commission (PDC) is a small, award-winning agency that takes pride in providing timely and meaningful public access to information about the financing of political campaigns….We are considered a national leader among state disclosure agencies with respect to our electronic filing programs. (Dice.com)
“Find them, grow them and keep them”
Alternative Approaches Partner with University and Tech Schools Grow Your Own Internships or Co-Ops Peer Partners & Mentoring
Recruitment Takeaways • Promote Your Brand • Educate Leadership • Educate Applicants • Develop Your Pipeline
Recruitment Takeaways • Assess Past Process & Results • Measure Results • Lean in!
Tech Giant Edge? Amazon.com Inc. – Median Tenure: 1.0 year – Median Pay: $93,200 Google, Inc. - Median Tenure: 1.1 years - Median Pay: $107,000 UW-Madison, Division of Information Technology - Median Tenure: 9.7 years - Median Pay: $71,000 (Dice:Kawamoto, 2013)
UW-Madison Division of Information Technology Guiding Principles • Family and Personal Life/Work Balance • A Welcoming, Respectful and Supportive Work Environment • Professionalism and Accountability • Outstanding Customer Service • Collaboration and Community • Responsible Stewards of Our Resources • Exceptional and Innovative IT Services
(Computerworld 2014)
What Workers Get
Turnover Reason by Age
Millenial Snapshot Produce and Have 200+ Sleep with Think tech upload online Facebook phones next makes them “friends” to beds more efficient content (Liquidagency.com)
Millenial Snapshot want questions answered IN REAL TIME Find work meetings efficient think blogging about PREFER workplace issues is frequent, ACCEPTABLE informal dialogue (Liquidagency.com)
What will be valued as the most attractive organization attributes by the profiles of talent that the organization wants to recruit and retain?
Employee Value Proposition Source: Gartner (2013)
Retention Considerations 34% - No Motivator Provided (Dice 2013-2014 Salary Survey)
Employee Engagement Employee Engagement Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward. (Gallup:2013)
Boost Engagement Employee Engagement 1. Select the Right People 2. Develop Employees’ Strengths 3. Enhance Employees’ Wellbeing (Gallup:2013)
Retention Takeaways • Assess Existing Talent • Onboard with Care • Connect with Your Team • Deliver Your Brand Message Often
Retention Takeaways • Offer Flexibility • Promote Stretch & Strut • Utilize Stay Interviews/Climate Surveys • Lean In!
The Inevitable • Plan for Departure • Cross-Functional Teams • Cross-Organizational Teams • Job Rotation
Recruitment & Retention Action Items Identify Organizational Differentiators Define and Promote Your Brand Gather Feedback – o Why do employees stay? o Why do employees leave? Train Leadership & Hiring Authorities
Outreach & Networking Action Items Utilize Robust Resources to Attract Candidates – Social Media: LinkedIn, FaceBook, Twitter, etc. – Professional Organizations – Personal Invitation to Apply – Employee Referrals – Resume Databases – Advertising: Dice.com, agency and state websites, Craigslist – Non-Traditional Events (e.g. High Tech Happy Hour) – Focus on Diversity
Recruitment & Retention Action Items Develop Interview and Selection Skills Require Technical and Soft Skills Create Onboarding Plan for All New Employees o 1 st Month - Detailed o Next 5 Months – Objectives
Recruitment & Retention Action Items Discuss Performance Regularly o Address Issues o Maximize Strengths Provide Recognition Weekly o Email/Written Note o Public Praise/Individual Visit Assign Stretch Opportunities
Questions/Comments?
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