Professional Development Sustainable Workforce Strategies Brenna Neuharth Workforce

Professional Development Sustainable Workforce Strategies Brenna Neuharth Workforce Planning Manager, Cal. STRS

Objectives In this session, you will learn about: • Competency-based Alignment – Core + Classification Family Competencies • Putting it all together – Duty Statements, recruitment bulletins, interview questions – Performance Management, probationary and annual reviews – Training and Development, targeted IDP’s and career plans • Professional Development – The holistic approach to employee development and sustainable workforce strategies

Competency Development at Cal. STRS 2007 – 2009 Identified Competencies • Organization wide effort • Focus Groups • Subject Matter Experts (SME) at all levels • Validated by leadership The Results: • Cal. STRS Competencies Established/Library Created • Classification/Job Families Established • Cal. STRS Core Competencies • Classification Family Competencies

Competency Bridging 2012 Identified Executive Key Drivers • • One-on-one Executive interviews Compiled answers, reviewed and prioritized drivers Mapped to Cal. STRS Competency Library Identified Leadership Competencies by level

Competency Bridging, Cont’d. The Results: • Leadership Pipeline Model • Exec (C-level) to Leader 1 (Frontline Manager/Supervisors) • All new performance management documents (FY 12 -13) • Executive Development Program • First cohort selected and moving through program (FY 13 -14) • Cohort continues and finishes rotational assignments (FY 14 -15) • Identified gaps in and expanded leadership development • Emerging Leaders series (FY 14 -15) • Masters Series (FY 14 -15)

Foundations of Sustainable Workforce Strategies Cal. STRS Mission, Vision and Core Values Strategic Workforce & Planning Succession Planning Competencies Recruitment & Selection Training & Development Performance Management Onboarding, Engagement & Recognition Ongoing Performance Culture

Putting it all together Ongoing collaboration – Workforce Planning • Research, development, mapping, workforce gap analysis, succession planning strategies, performance management and improvement – Classification and Selection • Quality assurance, classification changes, additions to class families, recruitment and selection and performance management and coaching – Training Services • Employee development, course alignment, targeted development/career plans, leadership development and performance improvement

Professional Development Program (FY 14 -15) • A holistic approach to sustainable employee: – Recruitment – Development – Engagement – Performance – Retention – Succession • Pre-hire-to-Retire: – All functions of Human Resources included – Supports employees throughout their entire lifecycle – Reinforced through all aspects of organizational culture