Workforce Planning at Washington ESD

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Workforce Planningat Washington ESD

• The right person,
• with the right competencies,
• in the right job
• at the right time

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Workforce PlanningOur Need

• Brain drain -- 37 of agency employees can
  retire between 2000 and 2005
• Leadership
• Technical professionals and leaders
• Current staff highly marketable in competitive
  labor market
• Risk to agency mission from skills deficit
  replacement costs

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Workforce PlanningOur Three-fold Approach

• Leadership Development
• Strategic Succession Planning
• Recruitment Strategies

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Workforce PlanningApproach 1 -- Leadership
Development

• Leadership Development Program
• Guiding Principles
• Every employee a leader in own role
• Support workplace diversity
• Growth opportunities for both current and
  developing leaders
• Help employees stretch, build leadership skills,
  and expand experience
• Commitment to learning organization

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Workforce PlanningApproach 1 -- Leadership
Development

• Leadership Development Program helps participants
  build skills in four categories of leadership
  attributes (see handout).
• Every ESD employee had opportunity to participate
  in developing list of attributes

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Workforce PlanningApproach 1 -- Leadership
Development

• Participants
• Current management and executive employees -- 225
  graduates from the other two groups
• Leadership enrichment group -- open to all
  employees by self-enrollment -- 375 enrolled
• Technical leaders-in-training -- successors
  selected competitively for highly technical
  leadership and professional positions

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Workforce PlanningApproach 1 -- Leadership
Development

• Leadership development emphases
• Leadership enrichment group -- managing people
• Current management and executive employees --
  managing performance and processes
• Technical leaders-in-training -- mix of above
  and technical knowledge areas

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Workforce PlanningApproach 1 -- Leadership
Development

• Developing individual participants
• Participants individual training goals
  established annually through performance
  evaluation process, based on personal development
  needs
• Staff Development office tracks and provides
  notice throughout year of training opportunities
  fulfilling individual goals

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Workforce PlanningApproach 1 -- Leadership
Development

• Leadership Development Program activities
  available to all include
• Informal mentoring local networking
• Brown bags, symposia and courses
• Leadership on the Net articles (weekly),
  applied readings and distance-learning offerings
• Leadership assessment portfolios

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Workforce PlanningApproach 1 -- Leadership
Development

• Additional Leadership Development activities
  available to successors and current leaders
  include
• 360-degree assessments
• Leadership conferences
• Developmental assignments
• Formal mentoring / coaching

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Workforce PlanningApproach 1 -- Leadership
Development

• Anticipated results
• Participants current performance demonstrates
  growth
• Participants score favorably in hiring processes
• Hand-off of mission-critical agency and technical
  knowledge continuous learning
• Increased agency problem-solving ability

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Workforce PlanningApproach 2 -- Succession
Planning

• Strategic Succession Planning steps
• Agency strategic plan -- direction future
  functions
• Workforce analysis -- current and future
  workforce profiles and required competencies
  diversity analyze gaps redefine positions

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Workforce PlanningApproach 2 -- Succession
Planning

• Steps (cont.)
• Each division identifies
• Positions that will no longer be needed for
  future functions
• Mission-critical positions expected to vacate
  next 18-24 months
• For all mission-critical positions, develop work
  plans, timetables, recruitment strategies
• Org charts for this purpose milestones

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Workforce PlanningApproach 2 -- Succession
Planning

• Tracking results
• Included as an agency business initiative for
  next biennium -- periodic reporting
• Performance measures
• Completion of work plans
• Individual participants accomplishment of
  development goals -- performance appraisals

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Workforce PlanningApproach 2 -- Succession
Planning

• Performance measures (cont.)
• Timely filling of identified positions reduced
  recruitment costs
• Successors effective in positions

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Workforce PlanningApproach 3 -- Recruitment
Strategies

• Recruitment Strategies include
• In-training competitively selected
• Internships
• Specifically developed -- IT 2001-2 pilot
• Existing -- Governors higher education
• College Recruitment Program
• University
• Community College (available for IT)

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Workforce PlanningApproach 3 -- Recruitment
Strategies

• Strategies include (cont.)
• Employment agreements w/trainees
• Continuous training job enrichment
• Job redesign
• Explore w/other depts. using demonstrated
  skills for promotion
• Substitute technology where possible
• Multiple organizations share position?

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Workforce Planning

• Resources
• Washington State Department of Personnel
• www.wa.gov/dop
• Select Programs and Services
• Select Workforce Planning
• Workforce Planning Guide
• Report on Impact of Aging Workforce

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Workforce Planning

• Resources (Cont.)
• Other states Governing Magazine --
• www.governing.com
• Select Grading the States
• Federal government -- Office of Personnel
  Management
• Networking
• Nikki nbarnard_at_esd.wa.gov

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Workforce Planning

• The right person,
• with the right competencies,
• in the right job
• at the right time