Speed Learning: How to Engage Your Employees February 20-21, 2018 Rebecca Hunter, CPA, SPHR Commissioner Dr. Trish Holliday, SPHR, SHRM-SCP Assistant Commissioner and Chief Learning Officer Tennessee Department of Human Resources
Tennessee Department of Human Resources ▪ 122 employees serving 43,420 employees who serve the 6.3 million Tennessee residents ▪ Drive statewide HR strategy, HR policy, recruitment, learning & development ▪ Implemented civil service reform in 2012 - transformed our employment practices from a focus on seniority to a focus on performance DOHR’s Vision: “To strategically drive transformation through innovative human resources leadership and practices to shape the best workforce for state government.”
Workforce Challenges Shrinking workforce = heightened competition for talent Perception of working in the Public Sector Multiple generations in the workplace Differences in how work is done Improved economy = increasing retirements, smaller applicant pools, loss of experience and institutional knowledge, and leadership gaps War for talent in key roles Attracting and retaining Generations X, Y, and beyond
The Evolution of the Employee Past Future Work 9-5 Work anytime Work anywhere Work in an office Use any device Use company equipment Focused on outputs Relies on email Create your own ladder Focused on inputs Customized work Climb the organizational ladder Shares information Pre-defined work Can become a leader Hoards information Relies on collaboration No voice technologies Focused on knowledge Focused on adaptive learning Adapted from Chess Media Group - http://www.business2community.com/human-resources/new-workforce-really- want-01007656#XzOA0mvx4K9lwT3w.97
Development Programs
TN Strategy for Engaging Talent ▪ How to inspire & retain top talent: ✓ Share the organization’s values & ability to do good in the world ✓ Honest, frequent feedback (robust PM program) ✓ Professional development ✓ Growth opportunities (stretch assignments) ✓ Empower them (coaches, mentors) ✓ Effective onboarding ✓ Opportunities for advancement ✓ Work-life balance ✓ Engagement & climate surveys, stay interviews 6
Engaging Talent Tennessee’s Five Cs of On-Boarding Successful Proactive On-Boarding 5 Cs of Proactive On-Boarding Coordinatio Compliance Connection Culture Clarification n Integrate Understand Learn Establish Understand into new organization interpersona compliance their job role l expectation relationship s s
Strategies to Increase Engagement through Performance Management The T.E.A.M. Act of 2012 began our journey of placing a focus on results through a dynamic performance management platform.
responsive workforce ▪ Creates customer Learning culture ▪ Adapts to changing Organization ▪ Attracts and retains a workforce talented committed and innovation ▪ Embraces diversity ▪ Promotes emphasis growth on learning and ▪ Builds a more Current State accountable workforce Transforming
Examples of the State’s Robust Employee Development Programs Leadership Academies Accelerated Leadership Institute
Enterprise-wide Leadership Program Participation 2017 715 2016 583 2015 528 2014 336 2013 314 0 200 400 600 800
Alumni Participation in Enterprise-wide Leadership Programs 2017 554 2016 468 2015 300 2014 212 2013 60 0 150 300 450 600
Promotions since the T.E.A.M. Act 13
Engaging Talent Stay Interview Questions What kinds of exposures and experiences have you enjoyed most/least; and what kinds of exposures and experiences would you like to have in the future? Which projects are examples of the kind of work you enjoy most? What is gratifying to you about working in this organization? What has contributed to your success in your role? What are the challenges you are encountering in your role, and what can your manager do to help you overcome them?
Engaging Talent– DOHR’s Way ▪ “Grow Our Own” philosophy ▪ Learning programs designed for all employees, high potentials, and senior leaders ▪ Wellness Council and activities ▪ Task forces, special projects, and lunch-n-learns ▪ Quarterly all employee meetings and celebrations ▪ Leadership monthly meetings ▪ Communications ▪ Alternative Workplace Solutions (AWS)
Engaging Talent Lessons Learned CREAT E enterpr CREAT ise- START E wide custom at the council KNOW CHANG ized top s/task resister E the learnin with FOCUS on forces/ strategic DO NOT s and languag g and leaders leadership CUT commit competenci learning and invite e, develo hip to es for developmen tees to developmen t from their change pment set increas t (not topics budgets partici the for tone ) e pation culture leaders and engage and sponsor ment employ ship in ees decisio n making
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