The challenges to recruiting, hiring and retaining the best and the brightest in government have never been more intense. Workforce demographics and the retirement bubble are two common factors and another is the difficulty in competing with the private sector on pay and job mobility. As organizations struggle to overcome these challenges, positions remain unfilled and workloads increase. Join Government Technology and the Center for Digital Government as we hear from Dr. Alfonz Ruth, Chief Learning Officer for the Department of Transportation in Washington, DC and Steve Dobberowsky from Cornerstone OnDemand for an insightful webinar on new strategies being employed to improve the situation. Topics will include: -How to retain and recruit millennials -Reliance on competencies and skill sets rather than conventional rules for hiring -Succession management -The importance of identifying skill gaps and more

2. • Provides Strategic Consulting Services to Cornerstone
OnDemand Clients
• Former Director of Talent Management for Treasury
Department
• Implemented Unified Talent Management Solutions for
multiple agencies
• Located in Washington, D.C.
Introductions
2
Steve Dobberowsky
Principal Consultant
Thought Leadership & Advisory Services
sdobberowsky@csod.com

3. • Innovative human capital and learning expert leading
organizational development strategies across the Department of
Transportation to build a high-performance workplace.
• Recently featured and profiled on the cover of the Chief Learning
Officer magazine for creatively using competency models to
transform training into the agency’s first corporate d.University.
• Accomplished keynote speaker and presenter for several national
and international audiences such as the Federal Training Officers
Consortium, the National Association of African-Americans in
Human Resources and, most recently, the Southeast University of
Nanjing, China.
Introductions
3
Dr. Alfonz Ruth
Chief Learning Officer
Department of Transportation
District of Columbia

5. 2014 Survey by the National Association of State
Personnel Executives and the International Public
Management Association for Human Resources on
Succession Planning
•33% of states and 36% of local agencies reported that
communication and coordination is poor and/or ad hoc at best.
•47% of states and 53% of local governments have not automated
their Succession Planning processes
•50% of state agencies and 35% of local agencies surveyed report
unpredictable, or uncontrolled, or reactive processes.

6. Detailed 2015 survey responses from
the National Association of State Chief
Information Officers

7. Government Agencies face several challenges
today:
• Retirement
• Increased Scrutiny and Pressure
• New Talent Uninterested in Public Service
• GenXers haven’t been sufficiently groomed for
succession
The World of Work is Changing
7

8. 1. Radically Embrace Millennials
2. Share the Responsibility for Succession Planning
3. Go Beyond Formal Leadership Training
4. Capture Knowledge now and “Know the Flow”
5. Expand Succession Planning to mid-level
positions
6. Implement Unified Talent Management
Process and Systems
Six Ways to Address the Changing World
8

9. • Commonly mislabeled as: entitled, lazy or flaky
• Millennials are willing to integrate work 24/7
• They require flexibility and feedback
• They MUST make a difference!
• Provide opportunities for challenges
• Capture their desire for innovation
Radically Embrace Millennials
9

10. The Workforce is Changing
10
20202010200019701950
8%
9%
10%
15%
21%
50%
Proportion of the population
aged 60 years +
In 2020, half of our
workforce will be Millennials

14. Every level of management has a responsibility in
Succession Planning
• Transcend the replacement mentality
• More easily, and consistently, identify talent people
• Build a road map for reluctant or hidden leadership capabilities
• Build transparency
• Improve your organization and adhere more closely to your
mission and values
Share the Responsibility of Succession Planning
14

16. 16

17. Go Beyond Formal Leadership Development
17
Taken from the HCMG 2015 Human Capital Report

19. 19
OF RESPONDENTS SAID THAT SHARING
KNOWLEDGE WITH THEIR TEAM IS VERY IMPORTANT OR
ESSENTIAL TO LEARNING IN THE WORKPLACE.87%
What Learners Want – To Collaborate!
Bersin, Learning in the Workplace Survey, June 2013

20. Four Ways to Make Learning Work
20
PROVIDE USEFUL
CONTENT
• Problem/Solution
Orientated
• Right Level of
Learning
• Just-in-time
PROVIDE 24/7
ACCESS
• Real-Time
• Always ‘On’
• Push and Pull
Paradigm
FACILITATE
COLLABORATION
• Learner-Orientated
• Minimal Constraints
• Task and Goal
Specific
DRIVE IMPACT
• Autonomy
• Mastery
• Purpose

21. Diverse Content
21
Best-in-Class organizations support their learning strategies
with the following:
• 76% more likely to utilize user-generated video content
• 74% more likely to use two-way video collaboration tools
• 51% more likely to use social learning tools
Aberdeen Group’s Learning Study, December 2013

22. Strategies and processes designed
to identify, capture, structure,
value, leverage, and share an
organization's intellectual assets to
enhance its performance and
competitiveness.
It is based on two critical activities:
(1) capture and documentation of
individual explicit and tacit
knowledge, and (2) its
dissemination within the
organization.
Capture Knowledge Now
22
www.businessdefinitions.com

23. Humans at the Center
23

24. Knowledge Management at its Core
24

25. • Most focus on top-tier executives and leaders
• GenXers have been groomed for succession
into executive positions
• Millennials are often ignored
• Create occupational advocates
• Mentoring becomes a measured performance
objective
• Development starts when employees walk in
the door
Expand Succession Planning
25

26. Implement Unified Talent Management
26

28. Challenge Cornerstone Offering
Radically Embrace Millennials Recruiting and Onboarding
Shared Succession Planning Learning and Succession
Beyond Formal Leadership Learning, Collaborative User-
Generated
Capture Knowledge Now Learning, Communities and User-
Generated
Expand Succession Planning Learning, Succession and
Communities
How UTM Can Help Public Sector
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