Get in the Game: Understanding Today's
Workforce Playing Field
Center for State and Local Government Excellence
National Association of State Personnel Executives
Webinar Presenters
Gerald Young
Senior Research Associate
Center for State and Local Government Excellence
[email protected] / @GeraldYoungSLGE
Leslie Scott
Executive Director
National Association of State Personnel Executives
[email protected] / www.naspe.net
Center for State and Local
Government Excellence
Promote excellence in local and state
governments so they can attract and
• Workforce demographics and
development
• Public sector retirement benefits
• Health and wellness benefits
Center for State and Local
Government Excellence
SLGE / IPMA-HR / NASPE
Workforce Survey Series
• Initial survey in 2009 on state/local
workforce and the recession
• Larger trends in recruitment, retention,
benefits, and other key workforce issues
2018 Survey Results
State agencies only
• Employment/compensation cuts have
slowed
• Recruiting is becoming more difficult
• Flexibly employment practices prevalent
• Benefit changes focused on employee
Recent
Employment Actions
0% 4% 7% 7% 9% 11% 18% 20% 22% 31% 31% 33% 56% 87% Pay cuts Other Pay freezes Early retirement incentives None Furloughs Hiring freezes Layoffs Travel or training restrictions Narrow, position-specific increases Broad-based pay increases Re-employment of retired govt. staff Hired contract or temporary employees Hired employeesRecent
Employment Actions
0% 4% 7% 7% 9% 11% 18% 20% 22% 31% 31% 33% 56% 87% Pay cuts Other Pay freezes Early retirement incentives None Furloughs Hiring freezes Layoffs Travel or training restrictions Narrow, position-specific increases Broad-based pay increases Re-employment of retired govt. staff Hired contract or temporary employees Hired employeesUp from 70%
in 2015
Employment Actions: Trend
0% 20% 40% 60% 80% 100% 2009 2012 2015 2018 Hiring freezes Pay freezes Furloughs Layoffs Pay cutsOverall Employment
Hard to Fill
Positions
2% 0% 2% 0% 4% 4% 7% 11% 0% 2% 11% 4% 7% 4% 4% 9% 7% 16% 13% 9% 9% 9% 11% 11% 11% 13% 16% 16% 16% 22% 24% 24% 24% 27% 27% 29% 31% 38% 42%Building and grounds cleaning Emergency dispatchers Policing Business and financial operations Management (mid-level) Equipment operators/drivers (CDL) Skilled trades Health care: Other Other Engineering Human services Health care: Physicians Health care: Mental health professionals IT: Support Corrections/jails Accounting IT: Web development IT: Network administration IT: Other Health care: Nursing
Gig Economy
Positions
4% 4% 4% 4% 4% 4% 4% 7% 7% 7% 9% 11% 11% 13% 16% 18% 0% 2% 4% 6% 8% 10% 12% 14% 16% 18% 20% Interpretation and translationBuilding and grounds cleaning Equipment operators/drivers (CDL) Skilled trades Health care: Mental health professionals Corrections/jails Accounting Health care: Other IT: Support IT: Network administration IT: Web development Other Health care: Physicians Health care: Nursing IT: Other Office and administrative support
Hard to Fill Positions: Trend
5% 17% 40% 38% 31% 29% 24% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 2009 2012 2015 2018 Information technology IT: OtherIT: Network administration IT: Web development IT: Support
Health care: Nursing Engineering
Hiring: Trend
Compared to the prior fiscal year
39% 25% 18% 0% 10% 20% 30% 40% 50% 60% 2012 2015 2018
More people than it did the previous year The same number of people it did the previous year
Less people than it did the previous year
Skills Sought
16% 23% 30% 34% 50% 66% 68% 70% 0% 10% 20% 30% 40% 50% 60% 70% 80% Social media Other Finance Public speaking/presentations Management Written communications Technology InterpersonalFlexible Employment Practices
7% 18% 24% 40% 62% 64% 0% 10% 20% 30% 40% 50% 60% 70% Other Job sharing No flex work practices are offered Regular telework for eligible positions Flexible schedule (e.g., 4 days, 10 hours) Flexible work hoursFlexible Employment Practices
7% 18% 24% 40% 62% 64% 0% 10% 20% 30% 40% 50% 60% 70% Other Job sharing No flex work practices are offered Regular telework for eligible positions Flexible schedule (e.g., 4 days, 10 hours) Flexible work hoursSeparations
8% 33% 43% 33% 5% 10% 33% 33% 21% 28% 30% 26% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Layoffs Quits Retirements Higher than the year before Lower than the year before
Retirement Planning:
Of retirement-eligible employees
46% 33% 40% 20% 13% 38% 15% 20% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 2009 2012 2015 2018Postponed their retirement Accelerated their retirement date
Changes in Retirement and Health Benefits,
Compared to the Prior Year
49% 62% 75% 56% 33% 64% 41% 27% 0% 10% 20% 30% 40% 50% 60% 70% 80% 2009 2012 2015 2018
Health (for employees and retirees)
Retirement Changes
0% 5% 10% 15% 20% Instituted auto-enrollment in suppl. DC plans
Decreased employer contributions to DC plans Reduced/eliminated cost of living adjustments Other Replaced a defined benefit with a DC plan Increased employer contributions Replaced a defined benefits plan with a hybrid plan Decreased pension benefits Increased age & service req. for normal retirement Increased employee contribution
Retirement Changes for New
Employees: Trend
0% 5% 10% 15% 20% 2012 2015 2018Increased employee contribution Decreased pension benefits Increased employer contributions Replaced a defined benefit with a DC plan
Other
Decreased employer contributions to DC plans
Impact of Cuts?
2.9 %
Private sector wage of
new hires (prior to being
hired by state/local
government)
Are your employees financially
prepared for retirement?
28%
33%
Are your employees financially
prepared for retirement?
28%
40% 33%
Yes
No
Don't know/No response
Auto-Enrollment
Does your agency offer financial
literacy programs?
40% 19%
Do you feel the compensation you offer is
competitive with the labor market?
Wages: Benefits:
26% 69% 5% Yes NoDon't know/No response
17%
0% 2% 5% 7% 7% 10% 12% 14% 14% 19% 19% 26% 33% 33% 36% 36% 40% 45% 52% 55% 57% 60% 64% 67% 71% 71% 0% 20% 40% 60% 80%
None of the above Don't know Other "Stay" interviews Job rotations Bonuses Community support (volunteer, matching donations) Collaborative/distributed leadership Employee skills assessments/personality inventories Transit benefits Wellness programs: On-site fitness facilities Wellness reimb. (e.g., gym, smoking cessation) Leave benefits: Consol. annual/personal/sick leave Merit-based salary increases Employee satisfaction surveys Employee development: Career paths/career ladders Leave benefits: Paid family leave Mentoring Employee development: Funds for training/tuition Onboarding program Employee development: Leadership development Leave benefits: Sick leave banking/donations Recognition programs Wellness programs: Informational Employee development: In-house training Exit interviews
Employee
Retention and
2% 5% 7% 23% 26% 30% 37% 49% 60% 60% 65% 65% 65% 67% 72% 74% 79% 81% 86% 93% 0% 20% 40% 60% 80% 100% Other Managing contract personnel Managing dual-agency personnel Employee financial literacy Internship recruiting Reducing employee retirement plan costs Public perception of government workers Reducing employee health care costs Turnover Managing workload w/hiring constraints Creating a more flexible workplace Workforce succession planning Diversity and inclusion Retaining staff needed for core services Competitive compensation package Employee development Employee morale Leadership development Employee engagement Recruit/retain qualified personnel
Looking
Ahead…
Challenges:
- Recruitment
- Compensation
- Managing workload
- Turnover
Opportunities:
- Employee and leadership
development
- Maintaining morale
- Fostering diversity and
inclusion
Looking Ahead: Trend
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 2012 2015 2018Recruitment and retention of qualified personnel
Employee morale
Competitive compensation package
Turnover
Creating a more flexible workplace (e.g., job sharing, outsourcing, hiring retirees)
