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ABOUT NASPE The National Association of State Personnel Executives (NASPE) provides a collaborative forum for State HR leaders to share effective leading practices. üWe aspire to be the authority on leading HR practices and strategies focused on developing an effective State workforce üState membership üCorporate membership
NASPE MEMBER STATES
NASPE CORPORATE MEMBERS MEMBER/SPONSORS Pinnacle Diamond Platinum Gold Silver NEOGOV Cornerstone on Demand | Kronos Infor | Merck | Oracle | SAP Accenture | CPS HR Consulting | United. Healthcare & Optum Kenning Consulting SPONSORS Mid-Year Meeting Annual Meeting Deloitte | Job. Aps Workday (Platinum) ü Collaboration ü Corporate Council ü Innovation
NASPE CORPORATE MEMBERS ü Collaboration ü Corporate Council ü Innovation
NASPE is a tremendous resource to those proposing and implementing changes that will improve state government. NASPE understands that an open dialogue between its members and with the supplier community, is the best way to develop cost-effective and reliable solutions.
YOUR STATE NAME STATE WORKFORCE DEMOGRAPHICS Add relevant information for your specific audience Resources – ü ü ü NASPE Architectural Survey NASPE Whitepapers NASPE List. Serve NASPE Executive Committee NASPE Workforce Issues Committee
NASPE VALUE § ACCESS Access to state government HR professionals in your State Access to vendors with solutions Access to award winning State HR programs and practices
NASPE VALUE PROPOSITION The success of an organization is dependent on the ability of its workforce to accomplish its goals. The Human Resources function continually focuses on this workforce. HR adds value to an organization by understanding the mission and vision of the organization and the impact that external forces place upon it. HR practitioners forge strategic partnerships within and outside the organization. The HR department has a quiver of talent and skillsets that work toward having an effective and engaged workforce by supporting culture, promoting learning, and ensuring legal and ethical compliance.
SUPPORTING THE VALUE OF HR In order for state governments to fully implement strategies to address workforce issues, executive leaders of the State must view the workforce as a strategic priority. In state government settings this begins with the sponsorship of the governing body, which include the Governor, Legislature, Civil Service Commissions and Boards. “More than 7, 000 South Dakotans are public servants under my direction in the Executive Branch, and I am surrounded by some of the hardest working and most
TOP WORKFORCE ISSUES Talent Culture Strategic Technolog y Alignment
TALENT Attracting, motivating and retaining human capital that is productive and engaged.
TALENT How to create top talent strategies: 2 A clear and relevant organizational mission and vision 1 Conduct an analysis of the human capital needed to accomplish mission and vision 4 Develop and implement plans for current and future talent needs Identify talent gaps 3
TALENT SOLUTIONS ROI Demonstrate talent’s return on investment Merit Systems Recruitm ent Promote the positive sides of merit systems and don’t be afraid to push for Recruit beyond the typical applicant pool Applicant Experien ce Achieve a unified job applicant experience Sell State Governme nt Educate managers on how the sell state
TALENT SOLUTIONS Pay Develop flexible pay mechanisms and provide managers tools to apply with consistency Mutual Value Establish a mutual value between employee and employer Career Emphasize state service as a career and link employees to the overall mission Continuou s Learning Build a philosophy of continuous learning
TALENT SOLUTIONS ü Maine (Developing Maine state governments workforce of the future) ü Louisiana (Realistic job preview videos) ü Tennessee (Civil service reform) ü Virginia (Virginia values veterans V 3) ü Pennsylvania (Commonwealth Mentoring Program) ü Pennsylvania (Workforce and Succession Planning Strategic Initiative)
CULTURE Creating shared values, assumptions and beliefs, which governs how people behave in organizations.
CULTURE The following define your organization’s culture:
CULTURE SOLUTIONS ü The state’s executive leaders and managers must create a visual picture of what the organization wants to achieve and define the values that need to be portrayed. ü Culture in state government (in most cases) is defined by the Governor. ü Human Resources will build policies to support the culture and ensure that such culture is aligned and reinforced with workforce practices.
CULTURE SOLUTIONS Visualize Create a visual picture of what needs to be achieved and define the values that need to be portrayed Train Ensure middle managers and firstline supervisors are trained on the organizations culture Engage Promote employee engagement; Support mentoring and job shadowing Communic ate
CULTURE SOLUTIONS Safety Promote Partner Acknowledge the role of legislators as a stakeholder and build strong relationships Foster citizen engagement through promoting state employment Adopt clear emergency management and safety programs Feedback Utilize the G. R. O. W. model (Goal/Reality/Optio ns/Way Forward) to facilitate employee feedback
CULTURE SOLUTIONS Best practices from member States: ü Delaware (Linked. In Showcase) ü Kentucky (Workplace Resolutions) ü Utah (Abusive Conduct Prevention) ü Louisiana (Success Series Webinars) ü Oregon (Certified HR Professional Credentialing Program) ü Kentucky (Office of Diversity and Equality Training) ü North Carolina (Service Awards Programs)
STRATEGIC ALIGNMENT Process and the results of linking an organization’s structure and resources with its strategy and business environment.
STRATEGIC ALIGNMENT The keys to strategic alignment
STRATEGIC ALIGNMENT States should implement processes to facilitate communication among stakeholders that supports rapidly identifying and resolving differences between business processes. Human Resources can help ensure alignment between the governing bodies, agencies and the workforce.
STRATEGIC ALIGNMENT SOLUTIONS ü Demonstrate and communicate your mission, vision and goals ü Make decisions that are in agreement with strategic objectives ü Understand the fundamental needs of each stakeholder and ensure alignment between process and goals ü Celebrate achievements ü Review leadership programs from other States
STRATEGIC ALIGNMENT SOLUTIONS Best practices from member States: ü Utah (DHRM Center for Excellence) ü Utah (DHRM Operations Council) ü Tennessee (HR Masters Series)
TECHNOLOGY The goal of technological resources is to allow decisionmakers access to relevant data and to enable organizations to process inputs and outputs more effectively and efficiently.
TECHNOLOGY DATA INTEGRITY DATA ANALYSIS Providing accurate, complete and relevant data on the workforce Analyzing data to provide workforce solutions LEVERAGE TECHNOLO GY Leveraging technology to increase automation
TECHNOLOGY SOLUTIONS MAX IT OUT SHOW IT Push your systems to the limit Demonstrate the value added from data decisions LOOK WITHIN Seek technological skills from within the organization MAKE RULES Ensure policies and practices are in place for reliable data entry SAFETY FIRST Security protocols are essential
TECHNOLOGY SOLUTIONS Best practices from member States: ü State of Delaware (Learning Center Implementation) ü State of Louisiana (Louisiana Positions Descriptions System) ü State of Utah (Targeted Funding) ü State of Washington (HR Predictive Analytics Tool) ü State of New Jersey (e. Par)
CONTACT US 859 -244 -8182 TWITT ER LINKE DIN http: //www. naspe. net 1776 Avenue of the States Lexington, KY 40511 lscott@csg. org amaddox@csg. org
NASPE is an affiliate organization of The Council of State Governments. Location NASPE is centrally located in Lexington, KY – a 6 -hour drive from such major cities as St. Louis, Atlanta, Chicago and Memphis.
THANK YOU
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