Judith L. MacBride-King Principal MacBride-King and Associates Research and Advisory Services in Human Resources Managem

1. Reflections on Recruitment and Retention Challenges and Solutions in the Public SectorMind the Gap: The Changing Face of the Public Service2007 New Professionals ConferenceToronto, OntarioMarch 1, 2007 Judith L. MacBride-KingPrincipalMacBride-King and AssociatesResearch and Advisory Services in Human Resources Management

2. Average Age of Employees(Three Levels of Government) Mean = 43.5 Source:Judith L. MacBride et al, Building Tomorrow’s Public Service Today: Challenges and Solutions in Recruitment and Retention, The Conference Board of Canada, 2002

3. Retirement Woes If the age of which public servants across the country retire remains at current level.. governments project that by Dec. 31, 2010, a full 44 per cent are eligible to leave. Source: Building Tomorrow’s Public Service Today: Challenges and Solutions in Recruitment and Retention, The Conference Board of Canada, 2002

4. Percentage of Governments Reporting Skills Shortages Source: Building Tomorrow’s Public Service Today: Challenges and Solutions in Recruitment and Retention, The Conference Board of Canada, 2002

5. The View to the Future: Projected Skills Shortages in Governments 3-5 years 6-10 years Source: Building Tomorrow’s Public Service Today: Challenges and Solutions in Recruitment and Retention, The Conference Board of Canada, 2002

6. Governments Are not Alone… The Race for Talent is On and It will Intensify % employers reporting difficulty attracting & retaining talent The pressure for talent is building – as predicted. Beginning in 2010-2011 labour shortfalls will be more widespread. Employees are becoming a bit more footloose. The voluntary turnover rate in organizations is on the rise. Source: Various publications, The Conference Board of Canada

7. A Sampling of Recent Headlines… Oil patch labour crisis seen spreading to rest of country Buttoned down and in demand…not enough accountants Nursing shortage more severe, urgent than expected Cities face off over talent Skills crunch rivals tax cuts as top issue Alberta Labour Shortage Draining Civil Service Oil patch labour crisis seen spreading to rest of country India, China call expats back home

8. The Global ChasePercent of Employers Reporting Difficulty Filling Positions (Selected Countries) Source: Manpower, Inc. 2006

9. What Should Governments Do? – Some Lessons from the Field – Define the “business” • Develop a solid talent management strategy – aligned with the “business” plan • Measurement matters: Understand your organization and anticipate where the shortages will be (get better at workforce planning) • Be discerning/strategic in your efforts: Focus first on mission critical positions • Invest in filling the gaps…quickly

10. Some Lessons from the Field Solutions… • Brand matters: What is your employment brand/promise? • Image/perceptions matter: Leaders (political and administrative) need to work to enhance the image of government overall and image of government as employer • Segmentation matters: Segment the market and be strategic in how and where you reach potential recruits (i.e., go where they are (virtually and otherwise) and use language accessible and understandable to the talent you want to attract) • High touch and speed matter: Rethink and improve recruiting processes (e.g., improve speed to hire, move from approaching talent acquisition as “hiring” to a different mindset: “recruiting”, “courting”)

11. Some Lessons from the Field Solutions… • Be proactive…think about anticipatory hiring • Leave no stone unturned. Get better at tapping into untapped and underutilized pools of talent. • Remove barriers to the full participation and advancement of underutilized pools of talent. This is about diversity in its broadest sense. • Utilize staff and students in the recruitment process • Improve the on-boarding process (orientation) • Deliver on promises made

12. Some Lessons from the Field Solutions… • Accelerate the learning and improve learning and development opportunities • Diversity of opportunity is one of governments’ greatest selling points! • Strip away obstacles to staff movement between and among departments/ministries • Culture counts! (big time): Move from a status quo culture to one that embraces and encourages creativity, innovation and risk-taking – and diversity

13. Some Lessons from the Field Solutions… • Develop managers, support them, and reward and recognize them for desired behaviours • Hold people accountable for change • Leaders must lead

14. Judith L. MacBride-King Principal, MacBride-King and Associates E-mail: macbrideking@sympatico.ca Tel: 613-692-8134