A presentation on the challenge of human resourcing in a modern registry. From the perspective of a US State.

1. CHALLENGES IN MODERN REGISTRY
MANAGEMENT
The HR Blues—Present & Future
MICHAEL POWELL
DEPUTY DIRECTOR, BUSINESS & PUBLIC FILINGS DIVISION
OFFICE OF THE TEXAS SECRETARY OF STATE
CORPORATE REGISTRARS FORUM CONFERENCE—APRIL 7-11, 2019
MACEDONIA

2. Top Challenges in Public Sector
Human Resources Management
Budgetary Challenges
Recruitment & Retention Challenges
Performance Management Issues
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3. Budgetary Constraints & Challenges
• Agency Funding Sources
o General Revenue
o Federal Funds
o Appropriated Receipts
• Legislative Budgetary Process
o Legislative Approval Process
o Budget Cuts & FTE Caps
o Hiring Freezes
• Unfunded Agency Mandates/Missions
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4. Budgetary Constraints & Challenges
• Self-Funding Challenges
 Business Transactions Dependent on Factors Outside
Registry’s Control
o Economic Climate
o State Population
o Customer Demand for Product/Service
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5. Human Capital Management Challenges
• Expansion of Registry Responsibilities
 Increased workload without additional resources
 Increased public demand for more timely and efficient customer
service
• Solutions?
 Streamline work processes and increase efficiencies
 Cross-train staff to perform multiple tasks in other work groups
 Automate labor intensive tasks when possible
 As workloads or priorities shift, reallocate staff to priority areas
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6. Human Capital Management Challenges
• Expansion of Registry Responsibilities
 Increased workload without additional resources
 Increased public demand for timely and efficient
customer services
• Technology
 Will new technology require training or new skills
 Recruiting IT staff to meet infrastructure needs
 Opportunities for telecommuting/remote workers
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7. Human Capital Management Challenges
• Ageing Workforce=Retirements
 24% of Texas Secretary of State’s workforce eligible to
retire between FY 2018-FY2022
 Resulting loss of institutional knowledge and critical
technical skills is a potential skills “gap”
 Critical need for succession planning
o Identify or hire capable successor candidates for managerial and
key positions
o Provide training, mentoring and skills development opportunities
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8. Human Capital Management Challenges
• Turnover/Separations
 Texas agency’s full-time equivalent employee (FTE)
limitation is legislatively capped at 203
 Since fiscal year 2014, the agency has had a 9.3%
decrease in its total number of FTEs
 Agency turnover in FY 2018, including FTEs who
transferred to another state agency, was 23.7%
Rationale: Better Compensation, Career Growth
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9. Competing Markets for Same Labor Force
• Private Sector
o Higher pay
o Benefits May be Competitive
o Career Development or Work Schedule Flexibility
• Public Sector
o Higher pay for similar work
o Similar benefits, but other offered enhancements
o Career Development or Work Schedule Flexibility
• Nonprofit or NGO Sector
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10. Recruitment
• Critical Workforce Skills for Public Registry
• Managerial Positions
o Performance and project management skills
o Critical thinking and data literacy
o Interpersonal skills and communication skills
o Expertise or understanding of use of technology to
provide innovative programs or increase productivity
o Training, mentoring, and coaching skills
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11. Recruitment
• Critical Workforce Skills for Public Registry
• Nonsupervisory Positions
o Flexibility and adaptability (change management)
o Ability to work independently and as a team member
o Technology competencies or skills to use agency systems
o Communication skills, in some cases multi-lingual skills
o Customer service skills
o Ability to apply governing law to reviewed transactions
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12. Strategies to Attract Potential New Hires
• Internship programs to create a pipeline of potential
applicants with knowledge and skills needed
• Market or brand agency as employer of choice
• Less generic, more meaningful job descriptions
• Revisit talent selection criteria used
• Offer alternative or flexible work schedules
• Explore job sharing or part-time positions, if possible
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13. Employee Retention
• Provide development
opportunities
 Job rotation
 Cross-training
 Temporary or
developmental assignments
 Online or other training
programs that meet
business needs or employee
needs
• Explore alternative or
flexible work schedules
consistent with business
needs
 Compressed work week
 Telecommuting
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14. Employee Retention
• Evaluate job classification
 Ensure classification of
employee is in line with
work performed
 Ensure such evaluations
are made on a yearly
basis
•Evaluate compensation
 Make decisions based
on performance
 Stay competitive with
other state agencies
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15. Performance Management Issues
• Accountability
 Addressing poor performance
of nonsupervisory staff
 Addressing noncompliant
behavior of staff
 Addressing poor performance
of managerial staff
You’re
Fired!
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16. Performance Management Issues
• Provide ongoing, regular
and relevant feedback to
staff
 Formal and informal
 Timely
 Fact-based and specific
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17. Performance Management Issues
• Meaningful distinctions made between acceptable
and outstanding performance
• Probationary periods—use to accurately assess new
hires and act on assessment
• Appropriately rewarding top performers
• Dismiss continuously poor performers following
agency policies and procedures
• Recognize your “average” performers, as well
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18. Performance Management Issues
• Aligning individual performance expectations with
organizational goals
 Take time to communicate registry’s goals and current
strategic plan
 Emphasize collaboration and teamwork within work groups
 Encourage interaction with others outside of organizational
boundaries
 Award team performance as well as individual performance
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19. Performance Management Issues
• Employee Engagement—Driving Factors
 Constructive performance conversations
 Opportunities provided for career development and training
 Work-life balance supported by supervisors and management
 Inclusive work environment
 Level of employee involvement in decisions
 Frequency and quality of communication from management
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20. Addressing Future Needs
• Spend Time on Workforce Planning—Critical
 Determine agency’s strategic direction
 Do a meaningful workforce analysis
 Implement plan—identify steps or actions needed
 Ongoing monitoring and evaluation, revise as needed
• Succession Planning
• Leverage Technology
• Train and Develop Managerial and Non-managerial staff
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