Montana State Human Resources Division

1
Montana State Human Resources Division

• Information Systems Talent Management Initiatives
• Joe Schopfer
• State Human Resources Division HR Specialist

2
Workforce Planning and Development

• Causes for Concern
• Aging Workforce
• Competition for Available Talent
• Change in Workforce Expectations
• Lack of Succession Planning
• Knowledge Loss
• Changing Demographics
• Ensuring Workforce Diversity

3
State Employees by Generation
4
State Tech Employees by Generation
5
Employee Life Cycle
6
Recruitment Initiatives

• New On-Line Application Process Coming Late Fall,
  2008
• Military Transition Offices
• Develop Business Case for New Recruiting Tools
• Craigs List
• YouTube
• LinkedIN
• Facebook and other Social Networking Tools

7
Selection Initiatives

• Assessment Tools
• Baseline Assessing
• Technical Skills
• Job Fit
• Interviewing Techniques
• Training

8
Probation Initiatives

• Post Hiring Survey
• Employee
• Job What You Expected?
• Working Conditions
• Hiring Manager
• Found What You Wanted?
• Met Expectations?
• Develop On-Boarding Processes

9
Evaluation Initiatives

• Developing Model Performance Appraisal Tool
• Begin in SHRD
• Competencies
• Work Goals
• Goal Setting Training (SMART)
• Individual Development Plan
• Current Job Skills
• Anticipated Job Skills
• Employees Personal Development

10
Career Development Initiatives

• Survey Existing Career Development Tools
• Develop Consistent Benchmarks for Technical
  Positions (2009)
• Reward Employees for increased knowledge/skills
• Not forced into supervision
• Managerial
• Mentoring Programs
• Training Programs
• Develop a Skill Testing/Assessment Center

11
Training Initiatives

• Training Evaluation Plan
• Training Record Keeping
• Reviewing potential Learning Management
  Applications

12
Succession Planning Initiatives

• Assist Management to Identify Critical Positions
• Develop Succession Plan
• Knowledge transfer
• Avoid Picking a successor
• ID Potential Candidates
• Provide Appropriate Training to Ensure a Viable
  Candidate Pool

13
Supervision/Management Initiatives

• Emphasis on required skills and behaviors
• Training Programs
• Not a reward for technical excellence
• Gallup research
• Supervisor most important figure to employee
• People leave supervisors, not jobs

14
Exit Interviews

• Model a Process
• Carefully scripted
• Performed by HR personnel
• Feed results into
• Exiting employees management
• Current job profile, if necessary
• Departmental recruiting/retention efforts

15
Concerns

• Union contracts
• Career Plans May Require Approval
• Attitude This is the way we have always done
  it
• Employee Concerns with Benchmarking Skills
• Availability of Social Networking Tools

16
Holistic View

• All processes flow together
• Centerpiece is an Accurate Job Description

17
Thanks for your interest in SHRDs Workforce
Development Initiatives