Public Awareness Program

1
(No Transcript)
2
Public Awareness Program To Improve Job
Recruitment in the Commonwealth of
Virginia ____________________________________ Pr
oject Team David Barrish ? Nathaniel Bynum ?
Miriam Davidow ? Karin Taylor Advisors Dr.
Deborah Brock Virginia Commonwealth
University Michael Salster Virginia Department
of Human Resource Management
May 7, 2004 Richmond, Virginia
3
Executive Summary
The challenge, as identified by the Commonwealth
of Virginia, is to encourage more young citizens
to consider employment in the fields of
government and/or public service and to
participate in service to the public. The
following proposal aims to develop a public
awareness program that markets the benefit of
government service to Gen Xers and
Millennials. This proposal will detail the
marketing strategy and marketing objectives which
can be deployed for 20,000.
4
Situation Analysis
5
Situation Analysis Todays workforce is aging
and is a median age of 44.5 years.
Approximately 7 percent of classified workers
are eligible for retirement today with full
benefits and thousands more will be eligible in
the next few years. There is a need to attract
workers of tomorrow, including vocational/technica
l students as well as community college and
university graduates.
6
Situation Analysis
A constraining factor is that young people in the
Commonwealth do not seriously consider public
service because of a variety of inhibitors.
Pay-for-performance incentives must be funded.
The most critical unmet employment needs are
in nursing, criminal justice, mental health and
education.
7

• Market Summary
• Geographics
• During the past 20 years, Virginias population
  has grown 73 from just over 4 million to over 7
  million.
• More than 1 million jobs have been added in the
  Commonwealth since 1983, which equates to a 40
  percent leap.
• Twenty years ago, one classified employee served
  58 Virginians. Today that same employee serves
  almost 100 Virginians.

8

• Market Summary
• Geographics
• In the past 3 years, private sector pay has
  increased an average of 3.82 percent compared to
  state employment where employees have received no
  increase during two of those years and a 2.25
  percent raise in the last year, representing a
  three-year average raise of only 0.75 percent,
  which equates to one-third of the annual
  inflation rate.
• State salaries, on average were 21 percent below
  comparable private sector pay.
• Many employees have been enticed away from public
  service by significant differentials in
  compensation and working conditions (1 out of 2
  leave within 5 years).
• There are a limited number of personnel in middle
  management positioned to assume the
  responsibilities of the retirees.

9
Market Summary Geographics
By 2006, two workers will be leaving the
public workforce for every one who enters, which
may translate into a shortage of as many as 10
million workers by 2008 (or 6 million if boomers
choose to work part-time or start their own
businesses rather than collecting retirement.
10
Market Summary Demographics
Generation X They do not consider
the career ladder important and are skeptical,
savvy, self-sufficient, and swift.
Millennials They are considered the most
diverse generation in US history one in three
is considered a minority and one in four comes
from a single parent home.
Considering the personalities of the two groups
in question, it is essential to understand how to
attract them to government service.
11

• Market Summary
• Behavior Factors
• Behavior factors which come into conflict are
• the desire to be taken seriously in the work
• they do
• earn compensation they think is deserved
• do more than push papers in a bureaucratic
• cubicle
• do work that will make a difference.

Public service is not seriously considered by
young people in the country because the complex
entry process is a formidable hurdle.
12
Market Summary Behavior Factors 93 of college
students are Internet users and 82 of the
current cohort of college graduates will search
for careers and employment information online
over the next several months.
13
Market Needs
An impending crisis in government workers is
likely if, over the next few years, more workers
are not recruited and retained. A public
awareness campaign is necessitated by the lack of
knowledge, and perhaps misconceptions, that
potential employees may have regarding employment
in the Commonwealth of Virginia.
14
SWOT Analysis
15

• SWOT Analysis
• Strengths
• Prime rationale among 17-24 year olds includes
  helping people and making a
• difference
• Longevity of positions
• Employee compensation that meets living
  standards
• Intrinsic rewards, such as an opportunity for
  self-realization
• A vehicle for the empowerment of the views of
  different groups within society

16

• SWOT Analysis
• Weaknesses
• Public perceptions of a history of
• unethical practices and a lack of
• respect thereof
• Political implications embedded in
• government employment
• Lack of longevity
• Budget uncertainties Ability to earn
• more in the private sector
• Perception of unexciting, uncreative
• positions
• 17-24 year olds are more interested

17

• SWOT Analysis
• Opportunities
• Enticing young employees to join government
  service to bolster retiring
• Baby-boomers
• The public awareness program, if navigated
  appropriately, may inform the 62
• to 73 percent of young people who have not been
  asked to consider
• government employment a viable alternative to
  their job search

18

• SWOT Analysis
• Threats
• Competition from the private sector
• Lack of exciting positions in government work
• Lack of information on type of jobs available to
• future employees
• Lack of enticements (real or perceived)
• Reductions in force due to cutbacks in budgets

19
Critical Issues
The most critical needs are within the areas of
nursing, criminal justice, mental health and
education. It is recommended that DHRM work with
agencies throughout the state that employ these
positions to determine best practices in
recruitment and assist in guiding the process via
the public awareness campaign.
20
Marketing Strategy
21

• Marketing Strategy
• The core strategy is to create a public awareness
  campaign which informs Gen Xers and
  Millennials of the value of employment with the
  Commonwealth.
• Brand awareness is central to the program, as it
  will create recognition and familiarity of
  marketing elements. The recommended logo should
  be replicated throughout the program on web
  pages, print and broadcast media, and other
  tangible marketing items.
• Additionally, verbiage and phrases including,
• Your Career in Government Starts Here
• Virginia Needs YOU to Make Virginia Great
• Be a Part of a Proud Tradition Virginia State
  Government
• are to be consistently utilized throughout the
  campaign.

22
Marketing Strategy The branding and logo will be
widely disseminated to target markets throughout
the Commonwealth. The branding
will serve as an attraction for job seekers. The
awareness program hinges upon strong, clear
messaging and capture of interested parties.
23
Marketing Objectives

• Creation of a CD/Video to be used as a public
  service announcement and
• give-away to targeted audiences
• Creation of a recruitment brochure to companion
  with the CD/Video
• Enhanced application of digital technologies
• ? Revision of state web sites to encourage
  more participation and more enticement
• ? A Hot Jobs hyperlink button on all
  Commonwealth web sites
• ? Less click-throughs and easier access to
  the application process and direct contact when
  jobs are available
• ? Virtual job fairs
• Creation of Agency Recruitment Corp (ARC)
• Incentive-driven ARC participation
• Direct contacts made to appropriate education
  and training programs in an

24
Financial Objectives and Budget The public
awareness campaign can be executed if funded with
20,000. which will be expended as follows
25
Budget Audio/Visual Advertising
26
Budget Website Development/Enhancement

• Revision of state web sites to encourage more
  participation and more enticement
• Hot Jobs hyperlink button on all Commonwealth
  web sites
• Less click-throughs and easier access to the
  application process and direct
• contact when jobs are available
• Virtual job fairs

27

• Budget
• ARC Give Away Promotions
• Creation of Agency Recruitment Corp (ARC),
  staffed by agency personnel who
• will be trained to promote state employment in a
  variety of settings.
• Incentive-driven ARC participation at job and
  diversity fairs, Junior Achievement activities,
  and other appropriate venues. Direct contacts
  made to appropriate education and training
  programs (undergraduate and graduate degree
  program, including public administration
  programs).
• Promotional Items
• T-shirts, mouse pads, key chains , pens and
  pencils
• Recruiting team outfitting

28
The Office of Graphic Communications of the
Virginia Department of General Services is a
creative resource to state agencies, colleges and
universities. They are the required vendor for
all state graphic design work over 750.
29
Target Markets
Target markets include high schools,
vocational/technical schools, community colleges,
universities, and related job and diversity fairs.
30

• Conditions for Success
• Create a subscriber list serv so that job
  seekers can register to automatically
• receive new job listings
• Create online recruitment applications
  customized for government agencies
• Consider offering more internships to encourage
  consideration of
• government service by young citizens
• Encourage opportunities for mobility across
  agencies and localities
• Provide student loan repayment programs similar
  to those in the public
• healthcare system and other private sector
  businesses

31

• Conditions for Success continued
• Consistent utilization and placement of the logo
• Development of ARC with accompanying buy-in from
  every state agency
• Include link to Hot Jobs on every state
  website
• Revise websites to encourage attractiveness to
  potential employees in the
• targeted demographic
• Streamline the application process to include
  confirmation and follow-up
• opportunities along with timeline for
  application review

32
(No Transcript)
33
(No Transcript)
34
(No Transcript)
35
(No Transcript)
36
(No Transcript)
37
(No Transcript)
38
(No Transcript)
39
(No Transcript)
40
(No Transcript)
41
(No Transcript)
42
(No Transcript)
43
(No Transcript)
44
(No Transcript)
45
(No Transcript)
46
(No Transcript)
47
Q A