merit & workforce planning donna terrazas ptc/sc – may 2005
TRANSCRIPT
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Merit & Workforce Planning
Donna Terrazas
PTC/SC – May 2005
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What is Merit?
Equal opportunity in selection and promotion
Open competitive process Objective, job-related decisions based on
assessment of qualifications Absence of favoritism
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What is Workforce Planning?
Analysis of future organizational needs and development of action plans to address needs
Options: Retain current workforce Eliminate the work Do the work differently Fill through external recruiting Fill by developing employees
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The Inherent Conflict
Workforce Planning often viewed as “anointing the heir” or favoritism
Only “special” folks get “special” assignments No definition of “special” exists No formal competition for “special” exists The “heir apparent” is typically unchallenged
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Tools to Manage Pre-Selection
Objective needs analysis Assessment of alternatives Focus on competencies Systematic approach Communication
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Workforce Planning at EBMUD
Identified REAL staffing needs and options early
Built a plan to address greatest needs first Partnered with top management Accepted that multiple solutions would be
needed Learned that workforce initiatives take TIME!
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We Started Early
2000 – Presentations to management and the board
2001 – Initial planning for the LEAD Academy began
2003 – First LEAD Academy held 2003 – Initial planning for Pathways began 2004 – Early Design for Management 2005 – First Pathways begins
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EBMUD Staffing Needs
Older workforce than most other utilities History of internal promotions in many
operations and maintenance areas New hires often older than the average Jobs typically highly technical Retirement plan enhanced in 2003
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EBMUD Resources
Many well established training programs in place
Selection and promotion based on merit through an open competitive process
Top management aware of aging workforce issues and willing to support workforce planning efforts
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Our Strategy
Focus on employment categories rather than specific positions
Forecast/predict potential retirements by category based on eligibility over 5 years
Factor in regular turnover and “domino effects”
Identify categories where the greatest impacts are likely to occur soonest
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EBMUD Demographics in 2003
2000 employees; average age 47 Workforce 68% boomers (nationally 44%) 70% managers/supervisors in Lab and ISD
retiring within 2 years 65% of first line field supervisors retirement
eligible within 5 years 60% of superintendent level retirement eligible
within 5 years
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Issues
Too little time to develop staff for lab and ISD leadership
Some District functions could be out-sourced or restructured but not field operations
Retention highly variable by occupation O&M department willing to partner with HR
on substantial WFP development programs
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The First Target - Supervisors
Matriculating from entry level through journey in the field takes about 5 years
98% of all first line supervisors have been promoted from within
Combining all foremen job classes, there are over 50 target positions and 250+ in the “feeder pool”
Development needs cross department lines
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Issues & Conflicts
Many lower level employees lack fundamental skills:Math & writingLeadership
Cash incentive to promote is small Union resistance and distrust Department seeking to create a higher
performance standard
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Program Elements
Creating the “Success profile” Defining what we will train and what we won’t Establishing qualifications to participate Determining how training will be delivered Marketing
Open competitive processNo guarantees of promotion
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Second Target – Superintendents
Middle level supervision Higher level skills and 2 years college needed Increased future job expectations
TechnologyEnvironmental/municipal regulationsTighter fiscal environment
Many foremen/supervisors in logical feeder pool also retiring
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Issues
Variety of technical operational areas MaintenanceWater and wastewater operationsSkilled trades
75%+ positions historically filled by promotion Eclectic feeder pool Highly variable levels of readiness
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Program Elements
Success profile that crosses technical disciplines
Cross departmental involvement Competitive process to participate
ApplicationPre-testPanel interviewFile review
Individualized training
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Assessing for Training Needs
Math, English, Reading Comprehension Critical analysis writing project Cognitive skills tests Leadership survey 360 evaluation In-basket situational judgment test B-Pad Readiness interview
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Why It Works
Training sold as a privilege – not a requirement
Standards to both compete and participate in these “special” training programs are clearly stated
There are REAL promotional opportunities waiting
All impacted managers are involved
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To Date:
All LEAD and Pathways participants selected through a competitive process
2 LEAD Academies completed – a third is planned
Pathways began in January 2005 and participants are completing their ICDPs
Holding vacancies for both Lead and Pathways target positions
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On the Horizon
Design & implementation of OJT components for LEAD graduates
Still learning the best ways to use assessment information for development
Management Development program design completed with kickoff in January 2006
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What we’ve learned…
WFP is a major undertaking! High staff demands Substantial time investment
Comprehensive workforce analysis is the essential first step
Program design and development must involve cross functional top managers
Everything takes longer than you think it will
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And…
When you raise expectations – you must be able to deliver
Hold trainees accountable for their own learning and promotionAttendance, homework, ICDP contracts, etc.
Management buy-in and support is critical Won’t stop appointment of “heir apparents” People will surprise you!
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WFP In Summary
Identify current & future staffing needs Develop “success profiles” Assess qualifications of current staff Identify and analyze “skills gaps” Develop strategies to address the gaps Create competition for opportunities to
develop
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And…
Start early! Repeat the WFP message in many forums Roll up trend data to illustrate the issues Change the focus from pre-selecting a
person to developing a strong pool Involve others in developing solutions Communicate consistently
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Thanks!