50% of the current workforce will retire within the next 15 years

1. 50% of the current workforce will retire within the next 15 years Nebraska Department of Correctional Services

2. Leadership Drain - How Organizations Ensure They Have the Right People Prepared for the Right Jobs at the Right Time Marian Layman – Human Resources Administrator Rick Johnston – Federal Surplus Property Manager The Nebraska Department of Correctional Services Nebraska Department of Correctional Services

3. Agenda • Section One: • The Generations: Who Are We Losing • Section Two: • Preparing the Current Workforce: Training, Training, Training • Section Three: • Practical Solutions: The Gain • Section Four: • Are You Prepared: The Final Word Nebraska Department of Correctional Services

4. Section One: The Generations: Who Are We Losing Nebraska Department of Correctional Services

5. The Generations • The age-range in the workforce spans five decades and includes four generations. • In today’s Workforce: • 5% are Veterans • 45% are Baby Boomers • 40% are Generation X-ers • 10% are Millennia's, those in the corrections workforce are 18 years of age or older Nebraska Department of Correctional Services

6. The Generations • In 2000, there were approximately 709,000 people employed in Corrections nationwide: • 35,000 Veterans • 319,000 Baby Boomers • 284,000 Generation X’ers • 71,000 Millennia's Nebraska Department of Correctional Services

7. Section Two: Preparing the Current Workforce: Training, Training, Training Nebraska Department of Correctional Services

8. Preparing the Current Workforce • Commitment to Staff • One of nine current Agency Vision Points. • Integrates the former Vision Point adopted in 1994: Staff Development and Personal Mastery. • NDCS has created several opportunities via training to assist in the transition of our next generation of leaders from entry level positions to roles of supervision. We are committed to preparing our staff for mid and upper level management responsibility. Nebraska Department of Correctional Services

9. Leadership Drain – NDCS Training • Excelling as a First Time Supervisor • Eight hours of instruction. Offered to all staff. No pre-requisite. Holding a current supervisory position not required. • Subjects covered include: • Delivering performance feedback, review of NDCS Supervisory Policies and Procedures, knowing your staff, conflict management, communication, the five common supervisory styles, supervision and ethics. Nebraska Department of Correctional Services

10. LEADERSHIP DRAIN – NDCS Training • Correctional Leadership • 16 hours of instruction.Offered to all staff. No pre-requisite. Holding a current supervisory position not required. • Subjects covered include: • Define and compare Management and Supervision, explore principals of Leadership, Leadership and Communication, Empowerment and empowerment strategies, Leadership and sources of power, Diversity and Leadership, Leadership and Change, Roles of Leadership in Developing a Learning Organization Nebraska Department of Correctional Services

11. LEADERSHIP DRAIN – NDCS Training • Advanced Correctional Leadership • 16 hours of instruction. Pre-requisite, Correctional Leadership. Holding a current supervisory position not required. • Subjects covered include: • Qualities of exceptional leaders, Effective styles of communication (both are then compared to the students own qualities and styles), Situational and Transformational models of Leadership, Delivering performance feedback, Building employee morale, Leadership and ethical dilemmas. • This class explores leadership on a much more personal, intimate level with the participants, regarding their own styles and beliefs. Nebraska Department of Correctional Services

12. LEADERSHIP DRAIN – NDCS Training • Field Training Officer (Administrative Regulation 114.18) • FTO’s are chosen by facility executive staff through a selection process. • All FTO’s are required to successfully complete the Departments FTO Training Program. • The FTO Program Coordinator will provide oversight and direction to the FTO Facility/Program Coordinators to ensure consistency in format and process for the FTO Program. • The Staff Training Academy will develop modules for the core tasks that are taught in Pre-Service Training. • Modules being developed at the Facility/Program will be consistent with the STA modules. Nebraska Department of Correctional Services

13. LEADERSHIP DRAIN– NDCS Training • An FTO Module Performance checklist will be completed by an FTO to formally evaluate the completion of each module by the trainee. In addition, the Observation Report should be used to evaluate the trainee throughout the period. • The Field Training Officer’s evaluations will be completed by the Trainee, the FTO’s Supervisor and the Facility/Program Coordinator. The Trainee’s Supervisor will monitor the Trainee’s performance and give feedback to the Facility/Program FTO Coordinator on the performance of the FTO’s. Nebraska Department of Correctional Services

14. LEADERSHIP DRAIN – NDCS Training • Working Out of Class • Subordinate staff assume the role of the supervisor for a period of time during the absence of the supervisor. This time period can be a few hours to a year or more. • The subordinate staff serving in the position gain experience in the supervisory role. • They are better prepared to assume the role in the future if a vacancy occurs and they are the selected candidate. • If the subordinate assumes the position 4 consecutive days or longer, and are in a protected services class (union covered) they are compensated at the hiring rate of the supervisor. Staff outside the protected services class are compensated after 10 days. Nebraska Department of Correctional Services

15. Section Three: Practical Solutions: The Gain Nebraska Department of Correctional Services

16. Leadership Drain – The Gain • Oh Where, Oh Where to Begin? • Pick Something to Do, Make a Plan with a timeline, and Start it Now • Begin Thinking about Turnover & Succession Planning • Evaluate, Adjust, but Keep Going! Nebraska Department of Correctional Services

17. Leadership Drain – The Gain • There’s always a beginning point on a Journey • There’s always a Road Map for your Journey • Remember “not to be” Alice in Wonderland • Remember “to be” Proactive – Stephen Covey • NDCS Journey • Beginning Point – Exit Interview Results Nebraska Department of Correctional Services

18. Leadership Drain – The Gain - Beginning Point • Exit Survey says……….. • In 2 years – 139 responses our of 518 departures • Agency wide…. • Company Policies • Discrepancies between Policy and Behaviors • Bureaucratic Policies • Not reflecting needs of family/children • Supervisory/Management Interactions • Not enough/Too Little • Lack of clear communication Nebraska Department of Correctional Services

19. Leadership Drain – The Gain - Pick Something To Do- #1- • Supervisor/Mgt Interactions-CY2005-06 • Look at Ourselves First • GOAL : How to build Relationships for Success 1. Key is Preparation – Basic Knowledge/Skill Set • SUPERvision – Partnership with NE Dept of State Personnel • Attachment A • Correctional Leadership Courses • Beginners Supervisor Course • Ongoing CQI/Teambuilding • Attachment B Nebraska Department of Correctional Services

20. Leadership Drain – The Gain - Pick Something To Do - #1 • 2. Selection Process to Select “Right” People for the “Right” seat on the Bus(Book: Good to Great) Smart Hire • Soft Skills • Hard Skills • Characteristics Traits • Attachment C Entry Custody/Housing Entrance Exams • University of Nebraska-Omaha Project • Standardized Testing • Task Analysis/Competency Based Nebraska Department of Correctional Services

21. Leadership Drain – The Gain - Pick Something To Do - #1 • Sustaining Successful Relationships • Conflict Resolution Training • Attachment D Nebraska Department of Correctional Services

22. Leadership Drain – The Gain - Pick Something 3. Performance Evaluations – Teamwork • Job Duty: Use Team Building Skills for Collective Leadership of Agency • Expectations: Communicate quickly, openly and privately with the person with whom you may potentially disagree with. Involve key stakeholders in decisions. Seek to resolve conflict. Discuss interests before taking a position; understand interest of others. Seek and develop skills in team building to develop positive, lasting relationships. Informally and formally recognize colleagues. Nebraska Department of Correctional Services

23. Leadership Drain – The Gain - Pick Something to Do - #1 4. Labor Management Relationships • Immediate Access to Agency Director/Wardens/Top Mgt • Special Topical Areas • Maintenance Staff • Union Bulletin Boards • Institution/Program Specific • Mandatory Overtime Options • 12 hour shifts • Time Following Management Briefings Nebraska Department of Correctional Services

24. Leadership Drain – The Gain - Pick Something to Do - #1 5. Collective Bargaining Updates/Proposals • Daily basis, have ongoing dialogue/meetings for handling issues • Leave Collective Bargaining for the more complex areas, e.g., wages, benefits, premium pay Nebraska Department of Correctional Services

25. Leadership Drain – The Gain - Pick Something to Do - #1 6. Streamlining the Hiring Process Action Team • GOAL: Fill position 6 weeks from point of resignation • What does that look like? • What will it take? • Things within our Control • Things not in our Control • Implement Changes 7. Two Pre-Service Classes • Starting March, 2006 Nebraska Department of Correctional Services

26. Leadership Drain – The Gain - Pick Something to Do - #2 • Company Policies-#2 Reason for Leaving • Too bureaucratic; gap between policy and behaviors; and not family/children friendly • What does this mean/look like? 1. Took Employee Suggestions • Uniformed Polo Shirts • 2 Community Corrections Centers – Custody/Housing • Warehouse • Maintenance Shirts • Now permit any combination of short/long sleeve shirts up to 6 Nebraska Department of Correctional Services

27. Leadership Drain – The Gain - Pick Something to Do - #2 • Casual Days • Wearing of jeans for authorized events • Business Casual Fridays, Saturdays and Holidays • Wearing dress type Cargo Pants for Housing staff • Nepotism/Fraternization • If not in direct chain of command • Allow on same shift/work area • If a problem, one of the employees reassigned Nebraska Department of Correctional Services

28. Leadership Drain – The Gain - Pick Something to Do - #2 • Tuition Assistance • 15 Credit Hours/Fiscal Year • 100% Reimbursement • Max rate is State University rate 3. Individual Institution Employee Activity Committee 4. NIC Technical Assistance Request • Develop and Design a 3-5 year Human Resources Strategic Plan • Competitive Wages/Benefits • Retention, including rewards, family work-life options, etc. • Recruitment Strategies - Corrections is an Employer of Choice • Staffing Analysis • Succession Planning Nebraska Department of Correctional Services

29. Leadership Drain – The Gain - Pick Something to Do - #2 • Suggestions made under Study • Referral Fees for Recruiting Employees • Cooler Uniform Custody Pants • Suggestions made but not Approved • Lunch Meals • Bring to the Bargaining Table • Referral Fees • Bring to the Bargaining Table Nebraska Department of Correctional Services

30. Leadership Drain – The Gain - Beginning Point & Picking Something to Do • Back to Exit Interview Says…. • Unit Housing says ……….. • Too Little Recognition • Barriers to Advancement • Unfairly Punished • Custody says………. • Too Little Recognition • Barriers to Advancement • Unfairly Punished Nebraska Department of Correctional Services

31. Leadership Drain – The Gain - Beginning Point & Doing Something to Do • Health Services says ……….. • Too Little Recognition • Barriers to Advancement • Lack of Clear Communication • Support Says………. • Too Little Recognition • Little opportunity to Advance • Poor process for resolving complaints Nebraska Department of Correctional Services

32. Leadership Drain – The Gain - Think about Turnover & Succession Planning • Turnover Agency wide • FY03-04 • 16.74% • FY04-05 • 14.34% Nebraska Department of Correctional Services

33. Leadership Drain – The Gain - Think about Turnover & Succession Planning Nebraska Department of Correctional Services

34. Leadership Drain – The Gain - Think about Turnover & Succession Planning • Employee Age Profile at NDCS • Age group of EE’s % # Age 55, SG 14+ % Age 55, SG 14+ 19 and under 15 1% 20-24 204 10% 25-29 299 14% 30-34 284 14% 35-39 262 13% 40-44 253 12% 45-49 252 12% 50-54 244 12% 55-59 161 8% 28 1 60-64 72 4% 10 .41 65-69 10 (.10) 4 .20 70 and over 2 (.10) 1 .05 50 and over 489 24 43 2 (est.) Nebraska Department of Correctional Services

35. Leadership Drain – The Gain - Think about Turnover & Succession Planning • Average Years of Svc by Program – 12/04 Adult Parole 17 NCCW 8 Central Office 10 NCYF 5 CCC-L 11 NSP 7 CCC-O 9 OCC 8 CSI 9 TSCI 3 DEC 8 WEC 3 Federal Surplus 10 Health Services 5 Total Average 8 years LCC 8 Nebraska Department of Correctional Services

36. Leadership Drain – The Gain - Think about Turnover & Succession Planning • Average Years of Service for Custody by Program as of 12/04 Facility Officers Cpls. Sgts. Lt’s Cpt. Maj. CCC-L 3 1 5 CCC-O 5 1 CSI 1 10 LCC 4 4 8 9 6 6 NCCW 3 3 5 NCYF 2 2 4 4 NSP 3 5 6 10 17 13 OCC 4 4 6 11 4 4 TSCI 2 2 2 3 2 1 WEC 2 2 1 1 Nebraska Department of Correctional Services

37. Leadership Drain – The Gain - Adjust, Evaluate but Keep Going! • NDCS Actions • Annual Agency Personnel Almanac • CY2004 • Completed and available • CY2005 • In development • Comparison to CY2004 for Changes • Monitoring Turnover • Agency wide • 4 Major Job Areas by Program by Quarter Nebraska Department of Correctional Services

38. Leadership Drain – The Gain - Adjust, Evaluate, but Keep Going! • Exit Interviews • Work Groups • Part-Time/Temporary Pool • Visiting/Partnering with local Chambers of Commerce • Annual Agency Employee Summits • Monitoring NE Dept of Labor Work Development Website – www.dol.state.ne.us, “hit” labor mkt info • Population Shifts • Available Labor Force Shifts Nebraska Department of Correctional Services

39. Leadership Drain – The Gain - Recap • Begin !! • Pick One Thing to Do • Use Action Sheet – last page in handout • Attachment E • Think about Turnover & Succession Planning • Adjust, but Keep Going! • Remember – Have FUN on your Journey Nebraska Department of Correctional Services

40. Section Four: Are You Prepared: The Final Word Nebraska Department of Correctional Services

41. LEADERSHIP DRAIN – It isn’t over till its over • What happens now that the vacating 50% of the workforce has been replaced? • Get ready to do it again. Ten years after all of the Baby boomers have retired, the Generation X’ers will begin to leave the work force. 40% of the workforce will begin to roll over again in the next ten years. • Sobering fact – In 30 years, 90% of the current workforce will be gone. Are you prepared to keep up? Nebraska Department of Correctional Services

42. LEADERSHIP DRAIN • Thank you for your time, and for participating in this session. We are honored that with all the seminar choices available, you spent some of your conference time with us. • Questions or comments after the conference has concluded, please contact us: Marian Layman – Human Resources Administrator (402) 471-2654 ex. 5752 Rick Johnston – Federal Surplus Property Manager (402) 471-2677 ex. 9163 The Nebraska Department of Correctional Services Nebraska Department of Correctional Services