Update on DEP Workforce Planning and Civil Service Reform May 2016
The May 2016 update includes information on Civil Service Reform, State Civil Service Hiring Reform, increased staffing flexibility, improved applicant quality, and electronic communications for managing agency recruitment processes. Additionally, there are details on DEP workforce and succession planning, covering various offices and bureaus within the organization, as well as boards, commissions, and committees involved in environmental and resource management.
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DEP Workforce Planning and Civil Service Reform Update May 2016 Image result for workforce planning guide photos
Civil Service Reform Update May 2016 State Civil Service Hiring Reform (Senate Bill 1154) Vacancy Based Postings Increased Staffing Flexibility, Improved Applicant Quality and Pools, Improved Hiring/Selection Capability Rule of 3 Change Administer/Enforce Hiring With Greater Flexibility Electronic/On-line Communications Manage Agency Recruitment/Staffing Processes via Email Rather than US Mail
DEP Workforce and Succession Planning Update May 2016 Office of General Counsel Chief Counsel CAC SECRETARY Governor s Policy Office Policy Office Office of the Budget Comptroller Communications Office Legislative Office Pollution Prevention and Energy Assistance Office Environmental Justice Office Environmental Education and Information Center Local Government Liaison Office Executive Deputy Secretary for Administration and Management Executive Deputy Secretary for Programs Program Integration Office Special Deputy Secretary for Water Resources Planning Bureau of Human Resources Bureau of Information Technology Deputy Secretary for Field Operations Deputy Secretary for Waste, Air, Radiation and Remediation Deputy Secretary for Water Programs Deputy Secretary for Active and Abandoned Mine Operations Deputy Secretary for Oil and Gas Management Bureau of Fiscal Management Bureau of Office Services Chesapeake Bay Office Bureau of Mining Programs Bureau of Environmental Cleanup and Brownfields Bureau of Oil and Gas Planning and Program Management Regional Offices DEP Grants Center Bureau of Abandoned Mine Reclamation Bureau of Waterways Engineering and Wetlands Bureau of Air Quality District Oil and Gas Operations Bureau of Laboratories Bureau of Mine Safety Bureau of Waste Management Bureau of Clean Water Small Business Ombudsman Office District Mining Operations Bureau of Radiation Protection Bureau of Safe Drinking Water
DEP Workforce and Succession Planning Update May 2016 Boards/Commissions/Committees Agricultural Advisory Board Air Quality Technical Advisory Board Certification Program Advisory Committee Chesapeake Bay Advisory Committee Cleanup Standards Scientific Advisory Board Climate Change Advisory Committee Coastal Zone Advisory Committee Diesel-Powered Equipment Technical Advisory Committee Environmental Justice Board Laboratory Accreditation Advisory Committee Low-Level Radioactive Waste Advisory Committee Mine Families First Response and Communications Advisory Council Mining and Reclamation Advisory Board Oil and Gas Technical Advisory Board Radiation Protection Advisory Committee Sewage Advisory Committee Small Business Compliance Advisory Committee Small Water Systems Technical Assistance Center Board Solid Waste Advisory Committee State Board for Certification of Sewage Enforcement Officers State Board for Certification of Sewage Treatment Plant and Waterworks Operators State Conservation Commission Storage Tank Advisory Committee Water Resources Advisory Committee Rulemaking Authorities Environmental Quality Board Board of Coal Mine Safety Coal and Clay Mine Subsidence Insurance Fund Board
Department of Environmental Protection (DEP) DEP WORKFORCE DEMOGRAPHICS 2,689 authorized salaried positions 177 wage positions 95% of positions are civil service covered 70% of positions are union covered 72% of the workforce is located in the field (6 regional offices, 18 district offices and 6 mining offices) DEP uses about 250 different job titles
DEP Workforce and Succession Planning Update May 2016 DEP Workforce Demographics Employees Eligible for Retirement Thirty Percent (30%) of DEP s Workforce is Eligible to Retire in the Next Four Years (by 2019) Total Workforce Average Age: 47 Average Length of Service: 15 years Leadership Average Age: 50 Average Length of Service: 21 years Eligibility does not always lead to immediate retirement. Used as a planning tool. Anticipate trend to remain steady within current system (pay, benefits, pension). Expect trend to pick up with pension reform.
DEP Workforce and Succession Planning Update May 2016 Fiscal Year End 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Number of Auth. Sal. Positions 3122 3132 3076 3079 3018 2835 2839 2770 2770 2708 2683
DEP Workforce and Succession Planning Update May 2016 Complement Reduction Comparison Over the Past 10 Years DEP Lost 14% of its Complement Since 2005 While Its Mission Experienced Expansion and Additional Environmentally Critical Issues
DEP Workforce and Succession Planning Update May 2016 Background Information Driving the Workforce Planning Imperative Increasing Difficult to Perform Mission and Meet Functional Requirement In Light of Complement and Funding Constraints 13% of DEP s Complement Could Retire with Full Benefits Immediately 30% (and Rising) of DEP s Complement Could Retire With Full Benefits Within Four (4) Years In Addition to Staffing Volume, Staffing Composition is an Increasing Concern for DEP
DEP Workforce and Succession Planning Update May 2016 Generational Changes in the Workplace According to the PEW Research Center, millennials now outnumber baby boomers in the total workforce, 76 million to 75 million It is estimated that millennials will make up 75% of the total workforce in 10 years The DEP generational breakdown of the permanent complement shows that baby boomers currently outnumber millennials by a multiple of 2.7 times That circumstance leads to an impending and very sizeable shift from baby boomers to millennials that will be occurring in the relatively near future
DEP Workforce and Succession Planning Update May 2016 By Generation Breakout of DEP s Workforce
DEP Workforce and Succession Planning Update May 2016 What Were We Doing? What is New? Working More with Executive Leadership Creating a HR Center of Excellence to Drive Workforce Planning Action(s) Established/running a Proof of Concept Pilot Refocus on Employee and Organizational Development Initiatives Working on Enterprise Development of Manager-based Electronic Tools for Easy Data Access (Dashboard Type Tool) Developing Culture and Expectations Providing Semi Annual Workforce Statistics Report Meeting with Management on Retirement Projections s Weaving Workforce Stats into Open Civil Service Exams Developing Electronic Tools for Easy HR Data Access Developing Culture and Expectations
DEP Workforce and Succession Planning Update May 2016 Developing DEP s Workforce Planning Practice Crafted a Practical Approach and Guide to Workforce Planning for the Department in February/March 2016 Grounded the Guide in/on Workforce Planning Best Practices Developed with Guide with the Insight(s) of Executive Leadership Contains Tools/Templates to Facilitate a User Friendly Methodology that Helps Pinpoint and Define Issues Supports an Agile/Flexible Approach Launched a Proof of Concept Pilot in the Deputate for Waste, Air, Radiation and Remediation in March 2016 Currently Framing Top Issues Establishing an HR Center of Excellence to Facilitate Implementation of Targeted Workforce Planning Dependent on Being Able to Fill HR Vacancies
DEP Workforce and Succession Planning Update May 2016 Fundamental Framework for the Workforce Planning Model Alignment with Strategic Direction Analyze Supply, Demand and Discrepancies/Gaps Create an Action Plan to Address Discrepancies/Gaps Implement the Action Plan Post Implementation Monitor and Periodically Evaluate/Adjust the Plan
DEP Workforce and Succession Planning Update May 2016 Key Goals of DEP s Workforce Planning Initiative Develop Customized Approaches/Programs Break Down Traditional Barriers to Effective Workforce Planning Develop a Data-Driven Workforce Planning Culture Focus on the Supply and Demand of Essential Human Capital Building Action Planning Capability to Address the Gaps and Discrepancies Between the Current Supply and the Need/Demand for Human Capital At the End of the Day, the Approach Will Improve the People Health of the Department and Maximize the Organizational Capacity to Address Business Goals and Objectives
DEP Workforce and Succession Planning Update May 2016 Key Workforce Planning Questions Moving Forward, Driven by the Process/Practice Model: What type of talent is required? o Staffing levels and skill composition across key job titles/occupations? Do we have the talent and are we developing it? o What talents do we have to search outside for? Which segments of the employee population are most critical to the strategy? o Is our employee/organizational development focus directed there? What type of culture do we need to build, not only to achieve the objectives, but also to attract and retain the talent we require? o Is more time and attention required to drive a cultural transformation? What organizational structures and systems are in place that will help or hinder achieving our goals? o What actions are needed to improve organizational effectiveness?
DEP Workforce and Succession Planning Update May 2016 Replacement Planning Template for Mid/Higher Level Management Bureau of (Name) Name Bureau Director Rank Name Readiness Name Name Division Manager Division Manager Rank Name Readiness Rank Name Readiness Name Name Division Manager Division Manager Rank Name Readiness Rank Name Readiness C = Competitive (if rank cannot be quantified) Readiness: Yes - or not yet; if not yet, indicate time frame Confidential
DEP Workforce and Succession Planning Update May 2016 Criticality Assessment Template (critical to mission/goals/objectives) For the identification/documentation and development of workforce planning needs Prompts action planning aimed at addressing the requirements that were identified Key Employee Based Losses in Next Five Years Issue (Y/N) Replacement Candidates Identified (Name) Name Position Ready (Y/N) 1 2 Etc. Top Job Title/Occupation Based Staffing Issues Job Title / Occupation Number of Positions Rank Unaddressed Needs 1 2 Etc. Confidential
DEP Workforce and Succession Planning Update May 2016 Questions?
