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Job One: Reimagine Today's State Government Workforce

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To close the talent gap, and attract the best talent, states need bold moves to reshape recruiting and transform employee experience.

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Job One: Reimagine Today's State Government Workforce

  1. 1. Research Findings and Recommendations REIMAGINE TODAY’S STATE GOVERNMENT WORKFORCE JOB ONE: MARCH 2019
  2. 2. 2 Competing for talent has long been challenging for state governments. Today’s leaders recognize the obstacles—but are not doing enough to overcome them. Research by NASCA, Accenture and NEOGOV underscores why it’s time for bold action.
  3. 3. 3 Source: NEOGOVCopyright © 2019 NEOGOV. All Rights Reserved. The Talent Gap is Growing for States Job Postings Applicants State Workforce: % Change in Job Postings vs. Job Applicants 2013-2017
  4. 4. 4 Copyright © 2019 NEOGOV. All Rights Reserved. The Talent Gap is Growing for States As applicants per job have dropped by 30% from 2013 to 2017, there has never been a more urgent time for State leaders to be hyper-focused on attracting job seekers. State Workforce: % Change in Applicants per Job Source: NEOGOV 71 50 2013 2017 -30%
  5. 5. 5 Copyright © 2019 NEOGOV. All Rights Reserved. The Talent Gap is Growing for States The drop in job seekers is across the board. State Workforce: % Change in Applicants per Job
  6. 6. States Recognize They Have a Problem 6 Please rank the three greatest workforce management challenges your organization faces. (Ranked within the top 3) Source: Accenture survey, fielded October 2018Copyright © 2019 Accenture. All Rights Reserved. State Chief Administrators
  7. 7. YESTERDAY’S PROMISE o Secure lifetime employment o Generous health benefits o Robust pension While 75% of current state and local government workers participate in defined benefit plans, 57% of these plans are frozen, making them inaccessible to new government workers. From 1998 to 2011, the monthly employee contribution for state and local government employee increased from $31.94 to $90.90 for single coverage. Individual deductibles also increased by $300. Source: Bureau of Labor Statistics 7 Copyright © 2019 Accenture. All Rights Reserved. The Traditional Value Proposition is Eroding
  8. 8. Source: Accenture survey, fielded October 2018 8 Copyright © 2019 Accenture. All Rights Reserved. Other Factors Compound the Challenges o Lifetime employment less appealing o Lack of public support for government o Inability to compete on compensation o Union considerations Which of the following constitute the greatest barriers to attracting high quality talent at the state? (Ranked within the top 3) State Chief Administrators
  9. 9. 9 02 It’s Time for Bold Action: The Case for Change TRANSFORM EMPLOYEE EXPERIENCE • Streamline the Search • Improve Experience Through Automation • Modernize Job Evaluations • Get Serious About Succession RESHAPE RECRUITING • Modernize Job Descriptions • Develop Your People • Build Your Brand 01
  10. 10. RESHAPE RECRUITING 10 01
  11. 11. Overcome Recruiting Challenges RESHAPE RECRUITING To a very large extent To a large extent Somewhat To a small extent Not at all Source: Accenture survey, fielded October 2018 Focusing on the top of the funnel, states can improve the flow of potential talent into the government workforce. 11 Copyright © 2019 Accenture. All Rights Reserved. Please indicate to what extent you have implemented the following to overcome the challenges of recruiting high- quality talent over the past three years? State Chief Administrators
  12. 12. Modernize Job Descriptions The private sector is already overhauling the way work is defined. States must move quickly to catch up. Please indicate your level of agreement or disagreement with the following statement: We have started to redesign across all functions in our organization in anticipation of the impacts of automation. Source: Accenture surveys, fielded 2017-2018 12 Copyright © 2019 Accenture. All Rights Reserved. Disagree Strongly Agree Strongly Disagree Neither Agree or Disagree Agree RESHAPE RECRUITING
  13. 13. Modernize Job Descriptions When modernizing job descriptions, make sure to include the top motivators for applicants looking for that specific job. RESHAPE RECRUITING Copyright © 2019 NEOGOV. All Rights Reserved. Source: NEOGOV Job Seeker Report Appeal of Working in Public Sector by Job Title Respondents selected all that apply. Sample size varies by job category. n=2,871 13
  14. 14. Job Description Examples: Nurses RESHAPE RECRUITING Written from the perspective of the employer with limited value proposition for the job seeker other than a job. Agency Focused Job Description Job Seeker Focused Job Description Nurse Practitioner I Department of Mental Health, State Agency JOB RESPONSIBILITIES The department of Mental Health is a drug-free workplace. All candidates will be required to pass a mandatory pre-employment drug test JOB PURPOSE Under clinical supervision of Medical Director, provides direct patient care and evaluations (PMA’s, etc.) within the scope of Nurse Practitioner authority, coordinate care, supervise treatment team and provide direct supervision where applicable. Nurse Practitioner I Department of Mental Health, State Agency JOB DESCRIPTION Want to do meaningful work that has a real impact on the community? Please come join the very tenured Nurses at the Department of Mental Health. Our mission is to service those who aren’t being served which not only benefits the community greatly but also delivers great benefit packages to you! It’s a win-win for everyone. Our Nurses average tenure is over 10 years which allows for consistent service to those in need. Under the supervision of talented professionals, you will provide direct patient care and evaluations, coordinate critical care and provide supervision of treatment and team members, We would be honored to have you join our team. Written from the perspective of the job seeker, incorporating the highest priority motivators for that position 14
  15. 15. RESHAPE RECRUITING Across sectors, jobs will continue to change rapidly—requiring continual upskilling. When it comes to training, state governments have an edge. Consider training a strategic weapon and invest accordingly. Develop Your People What are the most important initiatives your organization is currently undertaking to prepare your workforce to work more efficiently with intelligent technologies and machines? State Chief Administrators Private Sector CXOs Source: Accenture surveys, fielded 2017-2018 15 Copyright © 2019 Accenture. All Rights Reserved.
  16. 16. TENNESSEE: Developing the State Workforce The Alternate Workplace Solutions (AWS) program, which provides employee flexibility and control over their work locations, is proving to be a powerful tool for recruiting younger workers and for retaining experienced employees, and it is a valuable asset in our competition for talent with the private sector. BOB OGLESBY Commissioner of General Services State of Tennessee 16 “
  17. 17. RESHAPE RECRUITING Build Your Brand 17 Public Sector Job Applicants Private Sector Job Applicants Source: NEOGOV Base: Applied for Jobs Public Sector n=2,871, Private Sector n=1,246 Copyright © 2019 NEOGOV. All Rights Reserved. How can states make the work more appealing to today’s talent? What do you find attractive about working in the public sector (local, state, federal government)? (Select all that apply)
  18. 18. RESHAPE RECRUITING Focus on what differentiates state employment: Support flexible work arrangements 1 in 3 government applicants see work-life balance as a key aspect of public sector employment. Build on that advantage by increasing flexible work arrangements, including telework. Highlight interesting and varied work Craft an employee value proposition that combines the stability and security of a single employer with opportunities for diverse roles and skills. 18 Copyright © 2019 NEOGOV. All Rights Reserved. Build Your Brand 51% of government applicants cited the opportunity to do meaningful work as one of the most appealing aspects of public sector employment. Emphasize meaningful contributions
  19. 19. RESHAPE RECRUITING Chief Administrators Report Offering Flexible Work Arrangements: 19 Build Your Brand Source: Accenture survey, fielded October 2018Copyright © 2019 Accenture. All Rights Reserved. What type of flexible work options do you offer? State Chief Administrators
  20. 20. State government has an advantage over private industry when it comes to offering a wide range of career opportunities—especially opportunities that provide meaningful work. Our goal is to connect that meaning with our job candidates. BYRON DECOTEAU State Civil Service Director State of Louisiana 20 LOUSIANA: Highlighting Social Impact “
  21. 21. We encourage agencies to understand and use telework when appropriate to enhance their ability to recruit and retain the best candidates. In Florida, our population and therefore our talent, as well as the people we’re working to serve, is spread throughout the state in cities, suburbs and rural areas. It’s incumbent upon agencies to be prepared with telework arrangements when the agency mission and position duties can accommodate it. ERIN ROCK Secretary Florida Department of Management Services 21 FLORIDA: Tapping the Power of Telework “
  22. 22. MINNESOTA: Unifying the State’s Brand Having one clear and consistent brand supports the state’s work to recruit and retain the best talent. It also helps shape the story of what makes Minnesota the best state to do business, visit and live. 22
  24. 24. TRANSFORM EMPLOYEE EXPERIENCE Streamline the Search Over the last 10 years, state governments have seen a 28% improvement in time to hire as more of the recruitment process becomes automated. Source: NEOGOV 24 Copyright © 2019 NEOGOV. All Rights Reserved. Days to hire down from 101 to 73
  25. 25. TRANSFORM EMPLOYEE EXPERIENCE Streamline the Search Use modern tools to transform search and application processes – and slash time to hire. Source: NEOGOV 25 Copyright © 2019 NEOGOV. All Rights Reserved.
  26. 26. OHIO STATE HIGHWAY PATROL: Putting New Talent in the Fast Lane The Ohio State Highway Patrol (OSHP) leadership organized a Kaizen team of 14 from different parts of the processes—including sergeants, lieutenants, troopers, recruitment specialists, health and wellness coordinators, trainers and deputy directors. Over five intensive days of meetings, the team remapped the entire application process. Today the process moves three times faster—decreasing from an average of about 181 days to a projected 61 days. 26
  27. 27. Improve Experience Through Automation Compared to private-sector execs, state leaders anticipate massively less automation over the next three years. Yet digital transformation—including using automation to augment human resources—is key to attracting and retaining a strong workforce. 27 To what extent will your organization automate tasks and processes across all its functions in the next three years? Select one. Source: Accenture surveys, fielded 2017-2018 Top 2 aggregated responses (”To a very large extent” and “To a large extent”) TRANSFORM EMPLOYEE EXPERIENCE To a very large extent To a large extent Somewhat To a small extent Not at all State Chief Administrators Copyright © 2019 Accenture. All Rights Reserved.
  28. 28. Improve Experience Through Automation 28 Copyright © 2019 NEOGOV. All Rights Reserved. TRANSFORM EMPLOYEE EXPERIENCE Source: NEOGOV Artificial intelligence predicted applicant pool size and found that 40% of the time there were not enough applicants to be confident a qualified applicant was in the pool. Health of Applicant Pool
  29. 29. We freed up staff from performing routinized, time-consuming administrative tasks so they could provide more value-added analysis and support for our Office of Administrative Hearings. This effort was ‘win-win-win’ insofar as it gave our end users (that is, the general public) customer service self-help tools, it let our administrative staff focus on more value-added functions and develop their own professional skills, and it provided greater analytic support for our Administrative Law Judges. DANIEL C. KIM Director California Department of General Services 29 CALIFORNIA: Automating Process Improvements “
  30. 30. TRANSFORM EMPLOYEE EXPERIENCE Modernize Job Evaluations Most states are required to conduct performance evaluations. Use as a tool to grow employees. 30 Copyright © 2019 Accenture. All Rights Reserved. State Chief Administrators Source: Accenture survey, fielded October 2018 What is the main objective of your performance evaluation process? (Select One) State Chief Administrators
  31. 31. TRANSFORM EMPLOYEE EXPERIENCE Get Serious About Succession The “silver tsunami” is here. It’s time to focus on transferring institutional knowledge and preparing the next generation of state leadership. 31 The median age of the public sector workforce is older than that of the private sector. A high number of Baby Boomers are expected to retire in the coming years. Have you implemented any succession planning? Does the state have a plan in place to transfer the institutional knowledge that the Baby Boomers have? Yes No Source: Accenture survey, fielded October 2018Copyright © 2019 Accenture. All Rights Reserved. State Chief Administrators State Chief Administrators
  32. 32. OREGON: Taking a Disciplined Approach to Succession Planning Across state government, our most important asset is our people—and succession planning is key to state government’s future workforce. This is why Oregon’s Department of Administrative Services is pleased to have rolled out a succession planning strategy and framework to assist state agencies with succession management. DAS is uniquely positioned as the hub of state government, allowing us to provide consistent succession planning guidance while also allowing agencies the flexibility to manage within their unique environments. KATY COBA Chief Operating Officer Oregon’s Department of Administrative Services 32 “
  33. 33. Today’s State Government Workforce REIMAGINE BE BOLD START NOW JOB ONE: STEP ONE: 33
  34. 34. 34 About the Research Accenture, NEOGOV and NASCA launched multiple research projects to provide a well-rounded view of the challenges facing state governments: • From August to October 2018, Accenture and NASCA surveyed state chief administrators and HR directors in 33 states on the future of their workforce. The survey included questions that aligned with Accenture’s global study as reported in Reworking the Revolution, enabling comparison between state government executives and commercial C-suite leaders. • From September to October 2018, NEOGOV survey 2,959 job seekers across multiple age groups seeking jobs across all major job classes in state government. • From 2013 to 2018, NEOGOV analyzed the recruitment data from 27 state agencies representing 259,911 job hires with 14,910,284 applicants. For further details and insights on this study see NEOGOV’s Job Seeker Report. We would like to thank the leaders who shared examples of the workforce initiatives underway in their respective states. Their stories are intended to serve as illustrations and in no way represent a comprehensive view of the work underway across state governments. Finally, we would like to acknowledge the National Association of State Personnel Executives (NASPE) for their assistance in the dissemination of the survey to HR executives, reviewing multiple drafts, and allowing NASCA to workshop the findings at the 2019 Mid-Year Conference where over 20 states were represented. WHAT WE DID: o Surveyed 33 Chief Administrative Officers o Surveyed ~3,000 Public & Private Sector Job Seekers o Analyzed 14M+ Job Postings to Compare the Number of Applicants
  35. 35. Founded in 1976, the National Association of State Chief Administrators (NASCA), is a nonprofit, 501(c)3 association representing state chief administrators—public officials in charge of departments that provide support services to other state agencies. NASCA provides a forum to exchange information and learn new ideas from each other and private partners. NASCA’s mission is to help state chief administrators and their teams strategically transform state government operations through the power of shared knowledge and thought leadership. For more information, visit www.nasca.org. About NASCA Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions — underpinned by the world’s largest delivery network — Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 469,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com/GovBackOffice. About Accenture NEOGOV is the leading provider of an integrated HR, payroll, and talent management solution for the public sector. NEOGOV customers report increased employee productivity and engagement, time and cost savings, improved regulatory requirement compliance, and reduced paper processes, with a net result of better services for citizens. Serving over 6,000 organizations, NEOGOV supports organizations with intelligent HR for the public sector. More information at www.neogov.com. About NEOGOV Copyright © 2019 Accenture. All Rights Reserved. Copyright © 2019 NEOGOV. All Rights Reserved.Copyright © 2019 NASCA. All Rights Reserved. 35