The Working Dead:

How to Engage Your Workforce to

Improve Service Delivery

Monday

August 31, 2015

Workforce Optimization

© 2014 IBM Corporation

Helping Leaders Lead

The Working Dead: Engaging and Retaining Our Workforce

31 August, 2015

3

Facilitator Doug Howard, Senior Vice President

MAXIMUS, Human Services North America

4

Kim Strizzi, Director, Bureau of Human Resources

Pennsylvania Department of Human Services

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Strong, Capable Leadership

and

Leadership Development is Key

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16,000 Employees – We have some retirement challenges

Eligible within 2 Years

675: 4.2%

Eligible within a Year

701: 4.3%

Eligible within 3 Years

742 5.0%

Eligible within 4 Years

561 3.4%

Currently Eligible

2,021: 12.6%

Total = 3,899 employees, or 28.5 percent of the workforce can leave in four years!!

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Within our 16,000 employees, we have some issues

Only 1,369 (8.5 percent) are under age 29

The workforce is aging

We have not been able to attract younger talent

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• They know what’s expected of them

• They are provided with the resources to do their

jobs

• They know when they are doing well or NOT

(Feedback)

• They know that they are appreciated

Employees are happier when

Appreciation does not have to be monetary or material

9

People will QUIT if their boss is ineffective!

Being a good leader and supervisor is a LEARNED skill!

Lessons Learned

10

DHS Leadership Development

Leadership

Development 10-month program, and DHS

allows approximately 35

participants for each class

Expanded Offerings DHS hopes to expand Leadership

Development offerings in the near

future

Supervisory Training In 2015, DHS anticipates it will

have provided supervisory

training for approximately 800

supervisors

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Babs Roberts

WA State Department of Social & Health Services (DSHS)

Director, Community Service Division (CSD)

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The Working Dead: How to engage your workforce

I. Culture & Mission

I. The CSD Engagement Kit (Zombie Killers)

• Connect to Mission

• Respect©

• Intentional Onboarding

• Continuous Improvement

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No matter how well

thought-out the strategy

is, if you don’t have or consider the culture in

your organization to support that strategy it

will not come to fruition.

Culture

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Connect to Mission

© 2014 IBM Corporation

Helping Leaders Lead

THE SOIL MATTERS

Transformed Lives Attract, Hire &

Retain Top Talent

Triple Bottom Line:

Satisfied Clents & Customers

Aligned Policies & Procedures

Self-Sufficiency

Effective & Efficient Service Delivery

CULTURE Section C

Foundation - Organization

Section B

Middle Soil- Leadership

Section A

Upper Soil -Management

Good Labor Relations

Engaged Employees

Maximize diverse

talents of staff

Grow Leaders on Purpose

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• Lean

• WFO

• Intentional Onboarding

Continuous Improvement

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Continuous Improvement

RESPECTFUL

CULTURE

Attract & Retain Top

Talent

Improve Morale &

Engagement

Triple Bottom Line

Impact

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Babs Roberts

WA State Department of Social & Health Services (DSHS)

Director, Community Service Division (CSD)

roberba@dshs.wa.gov •360.725.4888

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Sammy Guillory

Louisiana Department of Children & Family Services

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Child Welfare (CW)

• Child Protection Investigations

• Adoption and Foster Parenting

• Licensing of Child Residential and Juvenile Detention facilities

Child Support Enforcement

Economic Stability (ES)

• Supplemental Nutrition Assistance Program (SNAP)

• Temporary Assistance for Needy Families (TANF)

• Disability Determinations

Program Integrity and Improvement (PI&I)

• Systems, Research, and Analysis

• Fraud and Recovery

• Training

• Policy Management

The Louisiana Department of Children and Family Services (DCFS) administers its programs through four Program Sections

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The Department faces some real HR challenges

Falling Staff Levels

- 12.1% 3,960 FTEs in 2013

3,418 in 2015

Performance Pay

Increases

0% Historic performance pay

increases of 4% were not paid in

3 of the last 5 years

High Turnover

24.26% Turnover in Child Welfare.

Economic Stability – 17.61%

Child Support Enforcement –

11.24%

Reduction in Budget

- 22.3% General fund budget

reduction over 5 years:

From $186M in 2010 to

$144M in 2015

Increasing Case Loads

20.4% SNAP caseload increase

from June 2009 to July 2015

Reduction in Buildings

63.1% 160 buildings in 2010

59 buildings in 2015

The share of GDP devoted to healthcare is increasing dramatically

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Initiatives

609 staff across CW, ES, CSE and state office staff

Approximately 500 community partners statewide, offering varying degrees of

assistance to our customers. i.e. Food Banks, Councils on Aging, Head Start

centers, Technical Colleges, churches, etc.

Common Access Front End (CAFÉ)

Customer Service Center (CSC)

Document Processing Center (DPC)

Teleworking

Network of community partners

Transformation projects

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Changing culture and communications

• Highlights local

accomplishments and events

on website and in Secretary’s

WebEx

• Fund-raisers

• “Jeans Days”

“DCFS Pride” and

“DCFS Strong” Monthly staff WebEx Annual staff listening tour Dedicated email address for

staff

Open communication

with DCFS Secretary

Flexible work

schedules

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