Speed Learning: How to Engage Your Employees February 20-21, 2018 - - PowerPoint PPT Presentation

Rebecca Hunter, CPA, SPHR Commissioner

• Dr. Trish Holliday, SPHR, SHRM-SCP

Assistant Commissioner and Chief Learning Officer Tennessee Department of Human Resources

Speed Learning: How to Engage Your Employees

February 20-21, 2018

Tennessee Department of Human Resources

▪ 122 employees serving 43,420 employees who serve the 6.3 million Tennessee residents ▪ Drive statewide HR strategy, HR policy, recruitment, learning & development ▪ Implemented civil service reform in 2012 - transformed our employment practices from a focus on seniority to a focus on performance

DOHR’s Vision: “To strategically drive transformation through innovative human resources leadership and practices to shape the best workforce for state government.”

Workforce Challenges

Shrinking workforce = heightened competition for talent Perception of working in the Public Sector Multiple generations in the workplace Differences in how work is done Improved economy = increasing retirements, smaller applicant pools, loss of experience and institutional knowledge, and leadership gaps War for talent in key roles Attracting and retaining Generations X, Y, and beyond

Work 9-5 Work anytime Work in an office Use company equipment Focused on inputs Climb the organizational ladder Pre-defined work Hoards information No voice Relies on email Focused on knowledge Work anywhere Use any device Focused on outputs Create your own ladder Customized work Shares information Can become a leader Relies on collaboration technologies Focused on adaptive learning

The Evolution of the Employee Past Future

Adapted from Chess Media Group - http://www.business2community.com/human-resources/new-workforce-really- want-01007656#XzOA0mvx4K9lwT3w.97

Development Programs

TN Strategy for Engaging Talent

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▪ How to inspire & retain top talent:

✓ Share the organization’s values & ability to do good in the world ✓ Honest, frequent feedback (robust PM program) ✓ Professional development ✓ Growth opportunities (stretch assignments) ✓ Empower them (coaches, mentors) ✓ Effective onboarding ✓ Opportunities for advancement ✓ Work-life balance ✓ Engagement & climate surveys, stay interviews


 Engaging Talent
 Tennessee’s Five Cs of On-Boarding 


5 Cs of Proactive On-Boarding

Connection Establish interpersona l relationship s Culture Understand

• rganization

Clarification Understand their expectation s Compliance Learn compliance Coordinatio n Integrate into new 
 job role Successful Proactive On-Boarding

Strategies to Increase Engagement through Performance Management

The T.E.A.M. Act of 2012 began our journey of placing a focus on results through a dynamic performance management platform.

▪ Creates customer responsive workforce ▪ Adapts to changing culture ▪ Attracts and retains a talented committed workforce ▪ Embraces diversity and innovation ▪ Promotes emphasis

• n learning and

growth ▪ Builds a more accountable workforce

Learning
 Organization Transforming

Current State

Examples of the State’s Robust Employee Development Programs

Leadership Academies Accelerated Leadership Institute

Enterprise-wide Leadership Program Participation

2017 2016 2015 2014 2013 200 400 600 800 314 336 528 583 715

Alumni Participation in Enterprise-wide Leadership Programs

2017 2016 2015 2014 2013 150 300 450 600 60 212 300 468 554

Promotions since the T.E.A.M. Act

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 Engaging Talent
 Stay Interview Questions


What kinds of exposures and experiences have you enjoyed most/least; and what kinds of exposures and experiences would you like to have in the future? Which projects are examples of the kind of work you enjoy most? What is gratifying to you about working in this organization? What has contributed to your success in your role? What are the challenges you are encountering in your role, and what can your manager do to help you overcome them?

Engaging Talent– DOHR’s Way ▪ “Grow Our Own” philosophy ▪ Learning programs designed for all employees,

high potentials, and senior leaders

▪ Wellness Council and activities ▪ Task forces, special projects, and lunch-n-learns ▪ Quarterly all employee meetings and

celebrations

▪ Leadership monthly meetings ▪ Communications ▪ Alternative Workplace Solutions (AWS)

START

at the top with leaders hip to set tone and sponsor ship

FOCUS on strategic leadership competenci es for developmen t (not topics ) DO NOT CUT learning and developmen t from budgets

KNOW resister s and invite their partici pation CHANG E the languag e, change the culture CREAT E custom ized learnin g and develo pment for leaders and employ ees CREAT E enterpr ise- wide council s/task forces/ commit tees to increas e engage ment in decisio n making

Engaging Talent Lessons Learned