September 2007

TABLE OF CONTENTS 1 Letting the Millenials Speak for Themselves 1 Congress to Consider Employment Related Legislation this Fall Workforce Planning, Organizational Development 3 The Future Workforce and The Future Workforce 5 Succession Planning: The Essentials 6 Addressing Generational Issues in the Workplace 11 Results of the IPMA-HR and EquaTerra Public Sector Survey on Recruitment and Selection to Letting the Millenials Speak be Discussed During September Webinar 11 Dates Announced for IPMA-HR Federal Section Mid-Level Practitioners Course for Themselves 13 2007 IPMA-HR International Training Conference Fast Approaching! By Martin W. Anderson, Ph.D. 14 IPMAAC to Offer James C. Johnson Student Paper Award for 2007-2008 here is no question that any organization wishing to attract the workforce of the future and to try and tailor 14 HR Directors’ Meeting Held in Chicago 15 Determining Return on Investment their value proposition to that workforce must have some understanding of what that workforce is expecting. in the Public Sector One interesting perspective on the expectations of the new workforce that is available now and in the near 16 Human Resources Center future comes from Loughlin and Barling’s research (Young workers’ work values, attitudes, and behaviors. 17 IPMA-HR Offers Job Analysis Service JTournal of Occupational and Organizational Psychology. November, 2001, pp. 543-558). They see two major influences on 19 Membership Matters -Member News these young workers (who will be referred to as the “millenials” for our purposes) affecting their work-related values, atti - -Certification Corner tudes, and behaviors: work experiences and family experiences. 21 City of Atlanta Preventive Healthcare Program Unique Among Municipalities The influence of work experiences is pretty clear-cut. Most young adults have had their own work experiences if only 23 The Graying Global Workforce among the part-time labor force. The coworkers they had, the tasks they were asked to perform and the supervisors 24 City of Albuquerque HR Team Holds Human Resources Competency Training CONTINUED ON PAGE 8 24 IPMA-HR Competency Model Online Training Classes Beginning September 12, 2007 25 Labor Relations 26 Templin Named IPMA-HR Kansas “HR Professional of the Year” Congress to Consider Employment 29 Recruiter Service 30 Have Questions and Need Answers Now? Look to One of IPMA-HR’s Listservs Related Legislation this Fall 31 Calendar 31 Products and Services 31 IPMA-HR Long-Range Strategic Plan Revised embers of Congress returned from their annual recess on September 4 to consider appropriations legislation and three important employment-related bills that will affect public employers. One bill, Inside this Issue the Public Employer-Employee Cooperation Act of 2007, (H.R. 980) passed the House of Representatives by a significant margin of 319-97 in July. This month’s issue focuses on workforce planning, organizational development, M The Senate is expected to consider a similar but slightly different version of the bill this fall. The bill requires govern - the future workforce and aging workers. In it, you’ll find articles on the essentials of ment employers to engage in collective bargaining with their police, fire and EMS personnel. succession planning, and about addressing generational issues in the workplace. The version passed by the House essentially federalizes collective bargaining by putting the Federal Labor Relations Authority (FLRA) in charge of creating and enforcing regulations governing collective bargaining. The FLRA is Also this month, read about the employment-related legislation that tasked with deciding whether or not states are in compliance with the bill’s provisions, but until the FLRA creates the Congress will be considering this fall, regulations, no one will know if they are in compliance or not. and about the city of Atlanta’s unique preventive healthcare program. And be H.R. 980 requires states to bargain over wages, hours and terms and conditions of employment. “Terms and condi - sure not to miss Dennis Doverspike and tions of employment” is not defined in the bill. Does it include overtime, minimum staffing levels, safety gear and Yoshie Nakai’s Selection/IPMAAC column, “The Graying Global Workforce.” equipment? Could it include employment benefits such as healthcare or life insurance? The FLRA would decide

You’ll find all this and much, much more inside this month’s issue of the IPMA-HR CONTINUED ON PAGE 9 News.

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SEPTEMBER 2007 | 2 | IPMA-HR NEWS I workforce planning I organizational development I the future workforce I The Future Workforce

By Steve Nelson

he workforce of the future—will you be a part of it? Will your never been more critical, nor has there been a better time in history to do this coworkers? Will you need different skills? How will you change? with so many tools and technological opportunities available. We have the When you leave, who will replace you? Will they be just like you? opportunity to make conscious decisions about the competencies we will hire for; How will you help manage the workforce? How will you lead it or which ones we might train for; and those that we will obtain elsewhere. sThape it? Thinking about these issues gives us a clear opportunity to shape our future workforce by using recruitment strategies aligned with the targeted competencies This progression of questions takes us quickly to the obvious realization that we will need. Strategically planning how to go about recruiting those skills also progress, politics, and probability will continue to change “the workforce,” and provides an opportunity to change where and how we recruit and assess candi - moves us to think about how we will adapt and whether we will lead, follow, or dates. This means not only opportunities to address needed skills and diversity of get out of the way. the workforce, but also the costs of obtaining and retaining these skills. Because you are reading this, you are either thinking about the future, how to Are you ready for the future workforce? Are your coworkers, managers and lead - manage the future, or possibly even how to shape the future. Personnel adminis - ers? If not, your organization may find itself back at the caboose, or even worse, tration, which became personnel management, which became human resources, missing the train completely as it continues to chug along this direction. which has most recently evolved into human capital management has increasing - ly been about managing, leading and shaping the future workforce. Strategically thinking about the evolving competencies, and alternatives to obtaining them, is the number-one method for HR to get to the table with the top leaders of your Steve Nelson is the former director of the Merit Systems Protection Board's organization as “corporate” strategies are developed. Strategic workforce planning Offie of Policy and Evaluation. —N has been a big buzzword for the last five to 10 years and organizations are now taking it seriously, due in part to additional retirements and in part to the out - look of a very different generational and cultural workforce. Organizations are looking at what the organization’s core competencies or core lines of business really are so that informed decisions can be made about the future. These deci - sions include considering how to source functions being done today, which are now determined to be outside of the core lines of business or organizational competencies. We are now driven to decide, in a conscious manner, how to per - form or obtain the “other” work or services that some of your employees are doing. I was recently visited by two scholars from the Mitsubishi Foundation who are Decrease Risk. working on a project to help the Japanese Civil Service decide how to make their government smaller and move some functions to the private sector. They wanted Increase Performance. to gain perspectives from the American federal service on alternate sourcing or competitive sourcing initiatives. This careful look at strategically planning for and managing our workforce to determine what sources will perform which functions Make better decisions based on a deeper understanding and which tasks constitute the current evolution of managing the workforce of your recruits, enlistees, officers, and employees. strategically. In some aspects it is getting increasingly easier to alternatively Assessment Systems: source certain tasks or functions—especially when they can be pulled out and ® IPAT’s job-relevant 16PF personality assessments are used done elsewhere better or cheaper or faster. At your local McDonald’s drive- world-wide in both public and private sector applications: through window your order may be taken by someone dressed in their bedroom I slippers in their own living room in Minneapolis. Your computer technical sup - Pre-offer Screening port from Dell’s 800-number is probably handled by “Paul” who is answering the I Post-offer Psychological phone in India many thousands of miles and multiple time zones away. Evaluation Technology lets us look at such solutions and, indeed, as Thomas Friedman so I Fitness for Duty ably states in his book, The World Is Flat: A Brief History of the 21st Century (© I Executive Coaching 2005, Farrar, Straus and Giroux), these solutions are increasingly easier to realize. I Post Traumatic Stress Disorder I All of this constitutes a major cultural change in which we are currently involved. Tailored Assessment Solutions This rapid evolution of what is the workforce quickly leads to other issues such Talent Management Certification: as “how do I manage such a ‘blended workforce’ of employees and contractors?” Learn how to address the talent management issues It is even more difficult in places where the differentiation of who does which unique to protective services occupations in our 1-day work is less clear and both the contractor and the employee are crossing over on certification workshop, Personality Assessment some of their duties. Solutions for High-Risk Occupations. Recently, I participated in a panel discussion of this topic with senior executives at the Department of Labor. Some of them had these issues in spades. Talking with them and learning how they had approached many of these problems and hearing the cautions they relayed concerning pitfalls to avoid were especially 800.225.4728, ext. AK7 helpful to the gathered audience and to me. Advice includes treating them equi - [email protected] tably, but not equally, since they each have separate employment “contracts.” www.IPAT.com They are employees of a contractor—not contract employees or “employees” of your organization. This careful balancing of interests and this “partnership” between public and private sectors is continuing to grow. In fact, Harvard International languages and Internet testing available. University is now offering a fully integrated joint program in business and gov - ernment from their business school and their school of government. The baby boom generation is of retirement age and increasingly we will see large numbers of them retire. Strategically planning our future workforce needs has

SEPTEMBER 2007 | 3 | IPMA-HR NEWS SEPTEMBER 2007 | 4 | IPMA-HR NEWS I workforce planning I organizational development I the future workforce I Succession Planning: The Essentials

By Patrick Ibarra

ou’ve attend the conferences where a presenter spoke about it. You’ve I The proportion of older workers is expected to increase an average of four read the articles which focused on the impacts from it. You’ve percent per year between 2000 and 2015. The proportion of younger workers scanned a number of Web sites to learn more about what your agency is shrinking. can do to address it. You’ve discussed it at staff meetings. The topic at Succession planning serves as the crossing point between the human resource tYhe center of all this is the unprecedented number of retirements currently function and the strategic direction of an organization. In this role, it is an happening within public sector organizations. Retirement parties used to be an essential resource in anticipating the future needs of the organization and helps occasional office event; nowadays, they occur almost weekly, or so it seems. I find, assess, develop and monitor the human capital required by the have dubbed this phenomenon the “(baby) boomerang” effect: the impacts organization’s strategy. resulting from the exodus by baby boomers from government agencies. As these seasoned employees depart and take with them their judgment and problem- Succession planning is accomplished by clearly defining the needs for particular solving capabilities, (two areas essential to continued effectiveness for an positions and planning how to develop people to meet those needs, either organization), the question arises about what you can do to replace them and through promotions or recruitment. Simply having lists of potential candidates their talent? In two words: succession planning. without understanding current and future job needs will relegate succession planning to another well-intentioned but poorly executed “fad.” Comprehensive Succession planning can be a sensitive issue. The process itself is sensitive in that and systematic succession planning involves a range of activities that touch every it includes some people and excludes others. Challenging the assumption that stage of the employee life cycle: “seniority translates to competence,” succession planning is not about pre- selecting employees or playing “favorites” when it comes to promoting I Recruitment and selection employees. What it is, in fact, is an effort to increase the likelihood that current I Performance management members of your workforce will be competitive when promotional opportunities occur and to ensure the pipeline of talent is abundant with qualified candidates. I Compensation and benefits The overall purpose is for your agency to (continue to) execute its mission. I Training and development As a result of the “brain drain” underway, public sector agencies are facing a I Leadership development number of specific challenges, including: I Career development I A reduction in the workforce and productivity. I Retention I The loss of knowledge, experience, and institutional memory of retirees. An effective succession planning process must include: 1) a systematic rather I A limited pool of employees qualified to replace retirees because of past than anecdotal way of identifying candidates; 2) leadership that rewards reductions in force or budgetary cutbacks on training and development managers for promoting (rather than holding onto) their best employees; 3) opportunities. career ladders; 4) progressive recruitment and selection practices; 5) human I A limited pool of potential candidates because of a national decline in the resource policies that reflect a contemporary workplace; 6) training that focuses number of workers in the 25-to-44 years range, and on competency development, is accessible to employees and is well-designed and delivered; 7) frequent opportunities for employees to accept new challenges; and I Stiff competition with other employers to retain talented employees who 8) recognition that employees have a stake in the organization and share its are not retiring. successes. Consequently, effective succession planning requires a comprehensive Human resource professionals have experienced a number of trends that have strategy of multiple tactics. generated a certain level of anxiety on exactly how best to respond. A sample list The following are what I refer to as the “Ten Elements of effective Succession of these trends include new state and federal laws being adopted and with them Planning Programs,” which integrate seamlessly into the employee lifecycle with their interpretation by the courts, rising health care costs, outsourcing, increased a strategy and series of tactics: reliance on technology and the changing workforce. 1. Receive Active Support of Top Leadership. Visible support from the top adminis - Some of the less-complex trends have been remedied with the creation and trator and all members of senior management is crucial. Beyond advocacy, top enforcement of a new agency policy or a change to a particular procedure or leadership also demonstrates its support of succession planning and manage - administrative regulation. Other more complex issues have required a shift in ment when it regularly uses these programs to develop, place, and promote thinking towards a more strategic orientation. Getting ones arms around the individuals. Support by top leadership is also evident when succession plan - impacts of the changing workforce is the first step in translating it from another ning initiatives receive sufficient funding and staff resources necessary to in a series of predictable trends to the dramatic shift that defines it. operate effectively and are maintained over time. The numbers tell the story: 2. Link to Strategic Planning. Leading organizations use succession planning and I Forty-six percent of local government employees are 45 years of age or older management as a strategic planning tool that focuses on current and future needs and develops pools of high-potential staff in order to meet the organi - I Upwards of 30 percent of state government employees are eligible for zation’s mission over the long term. The creation of a strategic plan, which is retirement right now drastically different than a budget plan, is growing in popularity by public I In 2008, more than 53 percent of federal government employees will be sector jurisdictions as a roadmap toward the future. A segment of the strategic eligible for retirement plan includes future service demands and accompanying employee competen - cies necessary to meet those demands. I Baby boomers comprise almost half of the U.S. workforce. This is slightly more than the combined number of workers from the succeeding two generations. CONTINUED ON PAGE 10

SEPTEMBER 2007 | 5 | IPMA-HR NEWS I workforce planning I organizational development I the future workforce I Addressing Generational Issues in the Workplace

By Kate Wildrick, SPHR

t’s been a tough interview. Michelle is momentarily in another place, traditional military “chain of command” type of system. This was a wondering if she could have done a better job answering the interviewer’s hardworking generation that weathered some terrible ordeals, and one that questions. In the mental fog, she hears, “Congratulations. We’d like to offer worked to give the next generation more than they had. you the job.” She snaps back to reality, wondering if she heard right, fIollowed by a feeling of relief and excitement. Baby Boomers (1947-1964) “I do have one question, though,” she says. The Silent Generation did for their children—the Baby Boomers—what “I suppose you want to know how much we’re going to pay you,” responds had not been done for them. While many of the traditions of their parents Barbara. carried over, this generation saw a change toward materialism and “things” that greatly impacted the quality of life. “No. Actually, I was wondering what my work hours are going to be.” “I remember when we got our first television,” says Brian. “‘Leave it to Barbara answers by explaining, “We work four days a week, 10 hours a day here. Beaver’ and ‘The Mouseketeers’ were my favorites. I remember the Our hours are from 7 a.m. to 5:30 p.m., Monday through Thursday.” launching of the first man into space. It was a big deal. Suddenly, Michelle’s glee turns to sadness. “Unfortunately, I’m a single mom, and “The idea of a two-car family was a sign of achieving the American dream. my babysitter won’t take my daughter until 8 a.m. and I have to pick her up by I remember the difference it made to our family when my mom finally had five,” she says. her own car. No longer did she have to get us kids up to take dad to work in Barbara is also disappointed and saddened. Unfortunately, the agency head won’t the morning so she could have the car for the day, then pick him up again at allow managers to set up flexible work schedules. And as part of the governor’s the end of the day. “green” policy, most agencies have gone to a four-day workweek to cut down on “However, once you had a good job, whether in the public or private sector, driving and reduce greenhouse gas emissions. you could figure on staying there for a career if you wanted to.” “I’m going to lose a tremendous candidate,” Barbara thinks to herself. “I don’t The Boomers were the first “me” generation; they enjoyed luxuries that their know what I’ll do. No one else was nearly as qualified.” parents never had. This generation saw the civil rights movement take hold The desire—or even need—for flexibility in one’s work schedule is but one of the and the feminist movement bring women into the workplace. Layoffs, hallmarks defining the younger members of today’s workforce. However, these offshoring and closures impacted people’s abilities to keep their jobs and types of needs are not just unique to those who have young children. In fact, local governments’ abilities to keep industries in their communities. Even many older folks find themselves in a bind when trying to care for aging parents. public sector jobs that offered outstanding benefits such as comprehensive healthcare and retirement packages were stripped down and in some cases Today’s HR professionals are subjected to these types of generational stereotypes eliminated. and perceptions. Although this is one of many stories one may encounter throughout a career in HR, learning to decipher generational issues and how The Boomers took on the “sink or swim” mentality to adapt and adjust, but they impact the workplace is essential not only to attract talent, but to retain due to the fast pace world of technology, many are not as willing to keep up it as well. their skills inventory to remain competitive. Generation X (1965-1977) Knowing the Generations This generation is often referred to as the “latch key” generation. Susan Today, many people have heard generational tags like “Baby Boomers” and notes, “My mom went back to work to earn some extra, discretionary “Generation X,” but are unsure as to their definitions; that alone which makes income for the family, but it wasn’t a necessity. I remember she complained them different. In actuality, it is an arbitrary distinction, but to aid in that she didn’t get paid as much as the men in her office.” understanding, they can be put into some useful categories. Ultimately, every This generation found practically raised itself because mom and dad both generation is a product of socioeconomic, historical and technological influences. had jobs and were out working. They watched as many of their parents lost These areas greatly impact perceptions, culture, family structure and work ethic. their jobs and became “expendable,” and realized quickly that they would When dealing with each generation, it is important to remember what has need to keep up their skills inventory to remain marketable and that no shaped and cultivated some of the unique generational characteristics one sees in organization—public or private—could guarantee them a lifelong job with the workplace. great compensation and benefit packages that their parent’s previously enjoyed. Silent Generation (1925-1946) Also, this generation started to adopt much more of a “free agent” mindset. The silent generation was born in an era of hardship. It grew up in the Where there used to be strong loyalty to the organization, the focus began Great Depression, where one in four workers was out of work. It either to shift toward focusing on one’s career, advancement, and personal life. served in World War II or stayed home only to experience the rationing of With the change in focus, Gen X’ers are far more likely to change jobs in many essentials. Owning a ballpoint pen or nylon stockings was considered order to get a promotion or further their career. This is having a particular a status symbol. impact in government organizations that had become comfortable, thinking Fred put it this way: “I grew up in a strict household. I never thought of they had a stable workforce and the ability to promote from within. talking back to my parents. On the job, I did as I was told, just like in the In fact the Boomers and Gen Y have also caught onto this, resulting in an Army. Work hours were long and the rules strict. I would never think of increase of employees changing on jobs (and even career fields) on an showing up for work late—not by even a minute. average of seven times over the course of their lives, up from a traditional This generation came from hardship—hardship that structured the public average of three, according to the Bureau of Labor Standards. and private sector of America as we know it today, and which came from a

SEPTEMBER 2007 | 6 | IPMA-HR NEWS I workforce planning I organizational development I the future workforce I

Generation Y (1978-1998) that they call me inquiring as to what we’re doing to resolve problems their adult child is having on the job, or asking why he or she hasn’t gotten a raise Generation Y has grown up in a time of more affluence and less sacrifice or been promoted. It’s amazing. These parents are getting involved in than perhaps any generation in history. Many in this generation do not employer-employee relations in a way I’ve never seen before. They’re like a remember a time when laptop computers, the Internet, cell phones, blogs, helicopter hovering over their kids, and in the end it is doing them a real MySpace and iPods® didn’t exist. disservice.” Jenny notes, “All through school I was around kids from other countries and cultures. Kids moved in and out of the school district frequently. Even The Talent Shortage though my dad has a good job with the school district, my mom works full- Today, there are more types of opportunities to get an education than ever time too. They both have to work just to be able to afford the house we live before. It’s no longer restricted to going to a traditional high school followed in. Even so, mom and dad have always made an effort to attend my soccer by attendance at a traditional college. There are trade schools, online games and the school plays I was in when I was growing up, even if they courses, agency-sponsored training, continuing education programs weren’t home when I got home from school. sponsored by the school district one works for, vocational schools, “I recently graduated from college with a degree in education, and just got community colleges, and a host of other opportunities. hired as a teacher. As I think about how I’ll prepare my students, I recognize Yet too many of today’s youth are not completing high school, and too many that expertise in software design, engineering, project management, banking who are completing high school lack basic reading, writing and arithmetic and business is increasing rapidly in many countries. Even governments are skills. George, a manager whose agency was relocating him and his family, becoming more effective in positioning themselves on the global stage. noted, “I was shocked when the man from the moving company asked me “Just look at China as it gets ready for the 2008 Olympic games. And it’s how to spell ‘Maytag’ so he could fill out the inventory form. Using a short, not just China. Many foreign countries and companies now compete stubby pencil, he carefully drew each letter on the form as I spelled it out for directly against the U.S. One only has to look at Toyota as it has overtaken him. General Motors, or how the Chinese government is rapidly transforming “While that in and of itself shocked me, I later found out that the number the country.” of illiterate people in our society, or those lacking basic knowledge, is far too “Even so, I notice that some of those I went to college with want to start off high. As a manager, that worries me. If anything, the continual rollout of having the nice cars and other ‘toys’ my folks took years to acquire. With new technologies requires those in our workforce to continually develop and credit so available, some are already in over their heads financially. That enhance their skills in order to make at least a livable wage.” wasn’t how I was brought up, but many in my age group seem to think they’re entitled to a job, good pay and instant success.” Workers are Working and Living Longer Beyond what Jenny thought to comment on, this generation is tethered by The actuary tables keep getting revised because people are living longer. In technology, has not experienced any large catastrophic event (much like the the workplace, this means many workers will retire later. The gradual creep later half of Gen X) and is a participatory generation (as fostered in the in the age required to qualify for Social Security benefits will force many to educational system). This is a generation that is technologically savvy and stay in the workforce longer. Others are staying longer in order to have an environmentally and globally conscious. With today’s technology, many have adequate retirement nest egg. friends in other countries and chat regularly, often using language translators Still others don’t want a life without work. Mike not only likes his job, but that eliminate the need for them to even speak a common language. many of his best friends are those he’s made at work. “I don’t want to be forced to retire. I still have a lot to contribute. Besides, I’m not ready to go Know the Generational Trends home and just sit. Oh, a lighter work schedule might be nice so I have more free time. Maybe I could cut my work schedule, not have to go to meetings, Work/Life Balance and get a chance to finish that project I’ve been wanting to get finished for the agency.” The struggle to achieve a balance between work and one’s personal life isn’t unique to Michelle, who struggled with a decision that pitted a job offer A contemporary of Mike’s—Bill, who was a research forester for the U.S. against her daycare dilemma in the opening story. It is a trend. Many in Department of Agriculture—was glad to retire, at least officially, but he today’s workforce want to have a balance between their personal and work came back as a volunteer to finish helping draft a major reference text and lives. ready it for publication. “Finally, I had the time to finish a project I’d been working on for several years,” said Bill. Ben accepted a job as a state building inspector, noting that “I was promised there wouldn’t be more than 25 percent overnight travel to visit job sites, Bill is typical of many retirees who want to work fewer hours, focus on a and only occasional overtime work. However, in my first eight months on discrete project that can be completed in a reasonable amount of time, and the job, I spent over 100 nights away from home, and found myself working not be caught up in organizational overhead, such as having to attend a considerable amount of overtime. My dad may have put up with that, but meetings. I’m looking for another job.” Mike and Bill are like many of today’s retirees who are remaining active well Thus, Ben, like many of his peers, is more loyal to his personal needs than into their retirement years. Bill is now 85, and devotes much of his time to to the agency for which he works. Those values may include the need for buying houses, fixing them up, and reselling them. Not everyone fixes up personal time, flexible work hours, his ability to move his career ahead, or houses. Others devote more time to volunteer work. But whatever their more. choice, seniors are more active today than ever before.

Helicopter Parents Retirement of the Baby Boomers In today’s fast-paced society, the family makeup has changed from that of Some government organizations have seen the number of retirements per prior generations. Children today grow up in a variety of family settings. year jump by 60 percent as the baby boomers become eligible for retirement. However, one thing that is becoming more prevalent—and disturbing for For some agencies, this translates to as much as six percent of their HR departments—is the emergence of “helicopter parents.” workforce retiring each year, and an expected total loss of more than half their workforce in the next five to 10 years. Charlene, a human resource specialist dealing with administrative and maintenance staff for a large school district, is amazed, noting, “I not only CONTINUED ON PAGE 9 see parents come to interviews with their adult children, but what’s worse is

SEPTEMBER 2007 | 7 | IPMA-HR NEWS Millenials continued from page 1

directing their work all made clear impressions and helped to establish patterns I “I would never want to own my own business because I saw the long hours of likes and dislikes that would influence any future decision on accepting and tough schedule that it requires.” employment situations. I “I don’t ever want to be the only one running the show. I do want to have The influence from family experiences is particularly interesting because of how growth opportunities. I don’t want to have to sell to be successful.” the experiences of others —not of their generation—affected them and their I “With our parents, they could stay home from work to be with the children work values and attitudes. These millenials, the current wave of our prospective without worrying about money and/or losing their job or standing in the workers, spent a good part of their lives growing up in the 1980s and 1990s and company. Now, when I want to stay home, I will have to worry about often saw their parents being “right-sized” and “down-sized” in their work as finances.” there were major shifts in the economy taking place in the United States. Loughlin and Barling saw lasting effects of these types of experiences influ - I “My father chose job security (staying at one company) over promotions in encing millenials. Based on the experiences of their parents that they witnessed another company or relocating. I think that I am less likely to do this.” while growing up, Loughlin and Barling posit that this is a workforce that will I “My father wanted to go to school for astronomy but chose to go for insist on a better balance between work and life, that is more skeptical and accounting instead because he thought it would make him more money. Now nimpressed by authority, more self-reliant, less willing to sacrifice for the work u he is stuck in a job where he no longer is advancing, and is unhappy…this and that lives by the credo “work to live” and not “live to work.” made me decide to pay more attention to what I want to do and less to In order to mine the thinking of but one group of millenials, masters’ degree money.” candidate graduate students in industrial/organizational psychology were given I “I don’t want to be like my father at his age where he works two jobs. I don’t a short writing assignment. First, the Loughlin and Barling article was think at this stage of my life I will work a second job.” explained to them in order to point out that these authors believed there were two key influences on their own work-values, attitudes and behaviors, stemming I “My father worked all the time and never was around to see the kids grow up. from 1) work they have already performed for employers and 2) the experiences I will never sacrifice my children’s moments and will never marry a man who of their family members. Second, they were asked to write about the work or does not feel the same way. My father also spent his whole life doing some - occupational experiences their parents had, of which they were aware as they thing that stresses him out. I will be doing something I love that adds value to grew up in their homes, and how those influenced the way they currently feel my life.” about and the attitudes they have about the world of work. Most of these grad - I “My parents worked long hours, especially my dad. So I don’t want to work uate students were between 22 and 26 years of age. long hours and I need work-life balance. I need to have time for my family These were collected and the short writings spoke volumes about how these and me. So no long hours.” millenials have some very pointed views about what they will and will not do Only time will tell if they will be able to live and work as they desire. respecting work and the limits to where they will allow work to take them. Excerpts from this writing assignment give them a chance to speak for them - Clearly, there is no question that for at least this group of millenials, they were selves on the work-related attitudes and values they developed, resulting from paying very close attention to what happened to their parents and they formed family influences: very definite values and attitudes about work-related topics as a result. The influence of what happened to their parents has affected them greatly and I “My dad is self-employed and works just about every day (including formed what they are willing to do and not do for us as employers. For many of Christmas). He works alone all day and as a result does not get along with them, there appears to be a very direct link between what happened to one or people in terms of sharing, complementing others and making others feel more parent (or what one or more parent allowed to have happen to them) and good about themselves. He has no benefits (health insurance). Because of his their own attitudes. They want work they can love; work is not where they want work experience, seeing him so unhappy as well as my mom, who’s a high to make sacrifices in their lives, and work cannot consume them. They will be a school teacher, I wanted to find a way to make a difference in people’s lives at very choosy generation of workers that we will need to meet more than halfway work. I want people to be happy at work.” in order to attract them to the many public sector jobs that we will have to offer I “Stress/burnout like my dad from working 16-hour days and still does into his as the current workforce ages out in very large numbers. 60s.” I “I will not overwork myself nor will I let it consume me. Even so it must be something I enjoy. (A career not a job!)” Martin W. Anderson, Ph.D., is the director of administration for the state of Connecticut’s Department of Administrative Services. He can be reached by I “I saw my father go through daily stress facing layoffs all the time. I will try to e-mail at [email protected] . — build my skills and education so I am not dependent on one corporation for N my career.” I “I will work hard hours to be successful and provide for my family because my father died. Nothing comes easy.” The Mercer Group, Inc. I “I’m never going to stress out over work as my Dad—and I would never give up my job for my family to become a stay-at-home mom like my mother.” I “My father hates his job because he felt ‘forced’ into it—he only has a high school degree. I work hard at school so that I will never feel forced into any job.” I “Working too many hours per week and bringing work home. I’m not going to do it.” I “I will never give up. My mom gave up before she could achieve all that she could in her career.”

SEPTEMBER 2007 | 8 | IPMA-HR NEWS I workforce planning I organizational development I the future workforce I

Generational Issues continued from page 7

Even though these people are retiring, there are those who are job unchanged, but in other areas, organizations need to adapt to a changing hoarding—that is, they are unwilling to share their knowledge with younger workforce and marketplace. Even government services must evolve, lest workers. Though it defies logic, these individuals are highly protective of government find itself irrelevant to the constituencies it serves. As HR letting others have access to their files or the knowledge they’ve acquired professionals, the job is one of not just responding to a change in needs, but to that isn’t written down or taught anywhere else. get in front of the issues and help organization leaders develop proactive plans Elsewhere, from a larger, societal perspective, the ratio of producing workers that provide solutions before the problems present themselves. in the economy to those consuming (e.g., retirees) will change significantly. This is a major contributor to the highly-publicized Social Security and Medicare crisis. Kate Wildrick, SPHR, has more than 10 years of experience as a human capital development specialist, and has held strategic positions in a variety of small and large company environments. As a Gen X’er, Wildrick began conducting Addressing the Issues generational research more than three years ago. Now an HR consultant, her As the workforce goes through significant social, cultural and demographic work on generational and workplace trends has been presented to audiences changes, organizations need to plan and strategize as to how they will handle at sold-out seminars across the country. Wildrick may be reached by e-mail at these issues. One way to approach this is to do a SWOT analysis. The “SW” [email protected] . —N portion of the analysis lists one’s strengths and weaknesses. The “OT” portion assesses opportunities and threats. The goal is to shore up weaknesses and reinforce strengths, pursue opportunities and neutralize or reduce threats. Out of this comes strategies that will help ensure the organization maintains a workforce capable of fulfilling the organization’s mission. Strategies that are found in many organizations today include initiatives such as: I Succession Planning. Succession planning is a comprehensive plan that addresses what competencies various communities of practice need to do their job, both now and in the future. Mechanisms for transferring knowledge— continued from page 1 most often undocumented knowledge—from a senior incumbent to a protégé Congress are put in place and managed. Goals of succession planning are to increase bench strength and create additional capacity by discovering processes that are either no longer essential or could be made more efficient. those issues; not the states and localities immediately affected by such decisions. I Job Sharing. Work/life balance issues can sometimes be resolved by having IPMA-HR is working with other state and local groups to inform senators of two employees share a single job. Work schedules are adjusted so that one of our opposition and the reasons for our concerns. A letter that was sent to the the two is at work at any given time. chairman and ranking member of the Senate Health Education Labor and Pensions Committee is available on the IPMA-HR Web site at I Flexible Work Schedules. While not all work environments can accommodate http://www.ipma-hr.org/content.cfm?pageid=81 . flexible work schedules, such as production line work or work done by a team, other types of work are not so limiting. In this latter case, employee work Another important piece of legislation is the Ledbetter Fair Pay Act, which schedules can be made flexible to work around conflicts in the employees’ passed the House of Representatives on July 31, 2007 by a margin of 225-199. non-work life. The Senate is expected to take up its version, S. 1843, the Fair Pay Restoration Act, later this month. I Mentorship Programs. In addition to using mentorship programs as part of succession planning, mentorships are a great way to integrate new workers The bill, sponsored by Sen. Edward Kennedy (D-MA) is designed to overturn into the organization or prepare them for more responsibility. the Supreme Court’s decision in Ledbetter v. Goodyear Tire and Rubber Co., 127 S.Ct. 2162 (2007). The bill has 18 cosponsors and is now pending in the Senate I HR Metrics. Metrics can tell the organization what is working as well as Health, Education, Labor and Pensions Committee. indicate where problems may be lurking. They provide the feedback that allows management to make adjustments in the strategies that are designed to The measure, like the House of Representatives version, would virtually elimi - maintain a healthy, vibrant and capable workforce. Without metrics, manage - nate the statutes of limitation for discrimination claims by allowing plaintiffs to ment decisions are based on perceptions and a “gut feel.” This is not to bring discrimination suits based on each paycheck that is issued. diminish the importance of a manager’s feel for what needs to be addressed, In Ledbetter, the Supreme Court ruled 5-4 that Lilly Ledbetter’s pay discrimina - but to augment that with data that can provide information that may other - tion suit under Title VII was time-barred because she did not file a claim wise be difficult to obtain. within the 180-day time period required by law. Acknowledging the short time Incorporated into these initiatives are an understanding of the generational frame, the Court remarked that such a time frame is necessary so that differences and strategies that seek to tap the strengths of both individuals and employers are not defending stale claims. Ledbetter’s discrimination case was their generational perspectives. Older workers have experience. Younger workers based on the comparatively lower salary she received compared to her male may have cutting edge knowledge that was not available at the time older colleagues during the course of her 19-year career at Goodyear. workers went to school. Older workers may possess a certain wisdom as a result Finally, it is likely that the Senate will pass the Genetic Nondiscrimination Act, of a lifetime of lessons learned, but younger workers may have fresh ideas a bill to prohibit insurers and employers from discriminating against employees because they’re looking at things through a new set of eyes. on the basis of genetic information. It passed the House of Representatives in What is important is that we manage the workforce to take full advantage of April. The bills (H.R. 493, S. 358) are of concern because they have the poten - each generation’s strengths, while avoiding or minimizing negative impacts that tial to increase litigation and there is no evidence that employers are engaged in may result from their differences. In some cases, organization policy must remain genetic discrimination. —N

SEPTEMBER 2007 | 9 | IPMA-HR NEWS I workforce planning I organizational development I the future workforce I

Succession Planning continued from page 5

3. What positions actually will need successors? The numbers begin to tell the story. advertisements by way of downloading them to iPods. In today’s world Collect and analyze data (a process that is sometimes referred to as “work - where technology is ubiquitous, organizations who recruit top talent force analytics”) for the purpose of succession planning should include: recognize that in order to reach that top talent you must go where they are. a. Age distribution of the workforce b. Retirement eligibility projections 7. Identification of internal succession candidates should be based upon objective, job- c. Retirement patterns related assessments and ratings of promotability or readiness for future positions. d. Other attrition patterns Organizations historically have relied on anecdotal assessments of candidates, and as a result, management often fails to identify all the best candidates, and The data is not the point of this step, or its most critical outcome. The real those considered for advancement or developmental placements are simply substance is the composition, or the shape, of the workforce: the skills and those who have become visible to management. In addition, when relying on competencies available, the skills and competencies that will be needed in the subjective assessments, management personnel tend to focus on potential future, and the gap-closing strategies needed. successors similar to themselves, rather than identify candidates with skills 4. Identify Talent from Multiple Organizational Levels, early in careers, or with crit - and experiences needed to succeed in the future. Objective and job-relevant ical skills. Effective succession planning and management initiatives identify assessment data can help effectively identify succession candidates, while also high-performing employees from multiple levels in the organization while providing essential information regarding the developmental needs of the still early in their careers. Identifying and grooming talent strengthens reten - candidates. A number of off-the-shelf assessments are available for use. These tion, as well. assessments should not involve possible increases in compensation for the employee as this is strictly about evaluating one’s potential. 5. Revise human resource policies that reflect the current state of business. For example, if your agency is competing for those employees seeking a lateral 8. Training. Succession planning must include a training and development position (i.e. leaving their agency for yours), vacation accrual policies that component. Beyond technical and compliance training, the essence of this allow them to remain “whole” are much more lucrative than asking employees training is that it’s based on competency development. The key for public- to start entirely over. Progressive polices that reflect the current reality are sector jurisdictions is to transition away from the typical past practice of much more appealing to prospective job-seekers than those from the past offering training to those employees who may or may not want to participate, which, if still in place, will deter top candidates from even considering your which is akin to a random approach of ensuring capacity within your agency, agency. Other policies equally as important include work-life balance related and instead utilize a more targeted approach. A targeted approach is focused issues, outdated job classifications, rigid compensation rules, portability of on merging employee desire with organizational need, which when blended pension balances, relaxing of residency requirements, and revising outdated constitutes a formidable combination. The competencies being provided via provisions of the civil service system (if applicable). the training are those the agency is seeking as necessary for members of their workforce to meet today and tomorrow’s challenges. 6. A concrete plan to recruit human capital is an aspect of workforce planning where significant improvements can be made and accomplished in a short 9. Emphasize developmental assignments in addition to formal training. Leading amount of time. Beyond promoting existing employees, comprehensive succession planning and management initiatives emphasize developmental or succession planning focuses on the pipeline of talent as well. The practice of “stretch” assignments for high-potential employees in addition to more formal traditional recruitment has shifted dramatically; the days of posting an adver - training components. These developmental assignments place staff in new tisement in a newspaper or trade journal and expecting the phone to ring roles or unfamiliar job environments in order to strengthen skills and compe - from a number of qualified candidates is over. The new focus is on branding tencies and broaden their experience. your agency, which is much more than simply commissioning a new agency 10. The most effective approaches to succession planning are not just spearheaded by logo. It involves the reputation of your agency—is your agency a place where Human Resources, but engage managers at all levels of the organization. HR defi - candidates can go and grow or is it a place that’s not focused on developing its nitely has a visible and influential role in helping steer succession planning talent? A solid and sound reputation has tremendous influence on recruiting efforts, which also happens to coincide with the trend toward a business qualified candidates. Accelerate the recruitment process and invest in a Web- partner approach by many HR departments in how they partner with their based application process, which is a minimum to even be in the game in customers. At the same time, to be successful, “horsepower” from all depart - today’s reality. A PDF form does not constitute a Web-based application, by ments is needed for an effective succession planning program. the way. Strategies for sourcing candidates should include: Succession planning is an ongoing, dynamic process that helps an organization I Establishing business partnerships with Monster, CareerBuilder to align its goals and its human capital needs. To achieve outstanding results and other Internet-based search services. using succession planning, an organization must develop an effective and highly I Employee referral programs can be very effective focused strategy that results in continued performance excellence. I Campus recruitment and strengthening relationships with colleges and universities Patrick Ibarra, a former city manager and human resource director, owns and I Career fairs, including hosting one of your own operates The Mejorando Group ( www.gettingbetterallthetime.com ) and is an expert on succession planning for the public sector. Mejorando is Spanish for I Career links on agency Web site for each department “getting better all the time” and Ibarra’s firm partners with governments to help I Testimonials from existing employees them increase employee performance and organizational effectiveness by providing consultation (including designing and implementing succession plan - I Instead of using a job description as a job announcement, which often ning programs), facilitation, and training. Additionally, Ibarra has presented lack sizzle, craft one that really reflects your agency, its culture, and the workshops and spoken about succession planning at various public sector role the employee will have in impacting your customers and their conferences in Arizona, California, Florida, Georgia, Illinois, Iowa, Kansas, quality of life Nevada, North Carolina, Ohio, Pennsylvania, Texas, Virginia and Wisconsin. For those seeking additional information regarding succession planning, contact I Recruiting young people during a time when public service, according Ibarra by phone at (925) 518-0187 or by e-mail at patrick@gettingbetterall - to recent surveys, is perceived by most as lacking appeal. Begin posting thetime.com . —N

SEPTEMBER 2007 | 10 | IPMA-HR NEWS Results of the IPMA-HR and EquaTerra Public Sector Survey on Recruitment and Selection to be Discussed During September Webinar

Thursday, September 13, 2007 in the webinar is limited only by the size of one’s conference room or office. Time: 1:00 p.m. - 2:30 p.m. (Eastern Time) Don’t miss this opportunity to participate in this valuable learning experience!

oin EquaTerra and IPMA-HR for an informative webinar on Thursday, Sept. Pricing J13, 2007, from 1 p.m. until 2:30 p.m. Eastern DST, which will highlight key The member price to participate in an IPMA-HR webinar is $125. This price is findings from the IPMA-HR Recruiting and Staffing survey, which was spon - based on advanced payment; an additional $25 will be assessed for all invoiced sored by Adecco Government Solutions and completed in the spring of 2007. payments. The price for non-members to participate in a webinar is $175; all Issues to be discussed will include: non-members must pay by Visa or MasterCard. Remember that pricing is based I The use of information technology (IT) in recruiting and staffing, on the line purchased and not by the number of participants on the call, so be sure to include your entire HR staff. I How organizations are utilizing temporary workers in day to day operations and service delivery, and How to Register I The impact of a branding strategy in recruiting, Visit http://www.ipma-hr.org/files/2007webinar.pdf to download the 2007 regis - As part of the study, EquaTerra collected data and feedback on strategies and tration form, then fill it out and fax or mail it to IPMA-HR. Once registered, methods that organizations find are working well in recruiting. Glenn Davidson, you will receive a confirmation e-mail with a toll-free number and instructions to managing director of EquaTerra Public Sector, Stan Lepeak, leader of access the audio portion of the seminar. The Web link, instructions on how to EquaTerra’s Equation research practice area focused on global information tech - participate in the visual portion of the seminar and any available session reference nology and business process outsourcing, and Elizabeth Newman, an advisor materials will be emailed to you at least three business days prior to the webinar. specializing in research and benchmark analysis will discuss those strategies espe - cially in relation to challenging populations—like recruiting for public safety positions or specialist positions. Deadline/Cancellations The registration deadline is September 12, 2007 at noon Eastern DST. Refund What is a Webinar? requests must be made in writing and received by IPMA-HR no later than Friday, September 7, 2007 to receive a full refund. There will be no refunds for A webinar—short for Web-based seminar—is a live, interactive 90-minute cancellations received after September 7, 2007; substitutions will be allowed. seminar that allows attendees to listen to the presenter, view the session presen - tation online and ask questions. To participate, all that is needed is a telephone to For more information, contact IPMA-HR at (703) 549-7100, or e-mail access the audio portion of the webinar and a computer with a separate Internet [email protected] . —N connection to access the visual portion. The number of colleagues who can join

Dates Announced for IPMA-HR Federal Section Mid-Level Practitioners Course

egister now for the upcoming IPMA-HR Federal Section Course for Where: National Academy of Public Administration RMid-Level HR Practitioners. This uniquely blended eight-day course is 900 7th Street, NW, Suite 600 divided into two four-day segments and will be held at the National Academy Washington, DC 20001 of Public Administration, which is located at 900 7th Street, NW, Suite 600 Who: This program is designed for HR professionals who are in Washington, D.C. designing, implementing and/or administering federal HC Through this eight-day program, you’ll get the confidence you need to be programs. Contractors that support federal HR programs will successful on the job, and you’ll receive guidance from leaders in federal also benefit from the wide variety of topics that are covered. human capital management so you can tailor the techniques you’ll learn to Cost: $1,895 per student for entire course your individual needs, work environment and agency mission. You’ll network with your peers and find out firsthand what is happening in other agencies. Registration: www.ipma-hr.org/federalsection You’ll be engaged in team activities and skills practices that create a strong bridge from the seminar back to the workplace. Questions? Contact Jessica Allen at (703) 549-7100 or send an e-mail to [email protected] . — When: October 30-November 2, 2007 N December 3-6, 2007

SEPTEMBER 2007 | 11 | IPMA-HR NEWS Isn’t it time you took the guesswork out of hiring?

When you rely on CPS for employment testing and assessment services, you can be certain that you’re getting the best candidates for a more productive team. The CPS Test Rental program provides entry-level and promotional employment tests for a vast array of occupational categories including:

• O ce, Clerical and Customer Service • Professional and Paraprofessional • Service and Maintenance • Skilled Trades • Public Safety

If the appropriate exam isn’t available for rent, our sta of experts will custom-design the precise exam based on your unique needs. Regardless of your choice, a stock exam from our rental program or a made-to-order testing solution, CPS gives you psychometrically sound, legally defensible resources that help you make good hiring decisions for your organization’s success.

To learn more about CPS testing and assessment, visit www.cps.ca.gov/ip now or call 1-866-867-5272.

SEPTEMBER 2007 | 12 | IPMA-HR NEWS 2007 IPMA-HR International Training Conference Fast Approaching! Register by Sept. 7 to Take Advantage of Advance Conference Rate

he 2007 IPMA-HR International Training Conference, set for Sept. 29- I Tuesday Afternoon: Joanne Smikle, Calamity-Free Collaboration: Making TOct. 3, 2007 at the Chicago Marriott Downtown in Chicago, will feature Teamwork WORK! human resource management educator and consultant Dave Ulrich as the I Wednesday Morning: Roger Valine, Past President and Chief Executive keynote speaker. This year’s conference theme is “The Future of HR: Mapping Officer of Vision Service Plan the Course.” Be sure to register by Sept. 7 to take advantage of the advance conference rate: $630 for IPMA-HR members and $730 for non-members. On- I Closing General Session: Art Jackson, “Hangin’ Round The Barrel” site registration rates are in effect after Sept. 7: $680 for members and $780 for These networking events and speakers are sure to be a hit at the upcoming IPMA-HR non-members. The IPMA-HR International Training Conference offers many International Training Conference this year in Chicago. For more information about opportunities to network and exchange information with people who are driving the conference, visit www.ipma-hr.org or call (703) 549-7100. — HR management to new heights. N

IPMA-HR “Day of Golf” In keeping with tradition, IPMA-HR will hold its signature golf tournament on Sunday, Sept. 30. The IPMA-HR “Day of Golf” is open to all players—even those players whose clubs need dusting off can enjoy this day. This year’s golf tournament will be held at the Water’s Edge Golf Club (www.watersedgegolf.com ). Participants will be transported via bus from the hotel to the golf course. To register for this event, submit the completed official golf registration form (see downloadable form) with your conference form and payment. Golfers MUST register and pay the tournament fee before September 14, 2007. Cost: $95 per player. (This fee includes transportation, greens fees, cart rental and practice range balls.) NASH AND COMPANY, INC. “Welcome to the Conference” Compensation Consultants On Sunday, Sept. 30, Oscar B. Jackson, Jr., IPMA-CP, the 2007 IPMA-HR president, will host this year’s “Welcome to the Conference” reception. This Classification Studies event marks the opening of the Products and Services Expo and the beginning of the International Training Conference. While enjoying the sounds of a solo Salary Surveys pianist and light hors d’oeuvres, you will have the opportunity to catch-up with old friends and make new ones as you explore the exposition hall. Organization Audits

IPMA-HR Agency Awards for Excellence The IPMA-HR Agency Awards for Excellence recognizes the overall quality, accomplishments, and contributions of an agency personnel program that exceeds the normal operation of a good government personnel program. This special luncheon will be held on Monday, Oct. 1, and will honor all of the 2006 Agency Awards recipients. On Monday evening IPMA-HR is offering conference delegates a free night to Michael Nash PhD, President organize private parties, host intimate dinners or take advantage of the wealth of dining, cultural and entertainment options that Chicago has to offer. Visit Mary Murphy, Director www.choosechicago.com for restaurants, attractions, and local events around [email protected] town.

( ) ( ) Annual Banquet Set for Oct. 2 800 473-1881 • 800 473-1886 fax 6453 Via de Anzar, Palos Verdes, CA 90275 The 2007 IPMA-HR Annual Banquet is scheduled for Tuesday, Oct. 2. There is 2743 S. Veteran's Parkway #360 no better way to celebrate the International Training Conference than to attend the Annual Banquet. Join your colleagues to commemorate the conference with Springfield, Illinois 62704 an evening of great food, friends, and fellowship. Enjoy the music of a local Chicago jazz band through out the night. And of course who could forget all of the great speakers lined up for the 2007 IPMA-HR International Training Conference: I Opening General Session: Dr. Dave Ulrich, University of Michigan I Tuesday Morning: Dr. Richard Boyatziz, Case Western Reserve University in Cleveland

SEPTEMBER 2007 | 13 | IPMA-HR NEWS IPMAAC to Offer James C. Johnson Student Paper Award for 2007-2008

PMAAC, the International Public Management Association for Human Dr. Lee Friedman IResources Assessment Council, is offering the James C. Johnson Student SpecTal Paper Award, which will recognize the achievements of students in the field of 13481 Falcon View Court personnel management. Graduate, undergraduate and former students are invited Bristow, VA 20136 to submit research papers to be judged on the basis of their contribution to the Phone: (571) 331-1388 field. The award winner will present the winning paper at the 2008 IPMAAC E-mail: [email protected] Annual Conference in Oakland, Calif., which will be held June 8-11. The winner will receive up to $600.00 in conference-related travel expenses, free Procedure for Submission conference registration, a one-year membership in IPMAAC, and recognition in the widely read IPMAAC and International Public Management Association for A. The following must be included in each entry in order to be accepted: Human Resources newsletters. In addition, the university department where the 1. A hard copy of a completed cover sheet mailed to Dr. Friedman’s student’s research was completed will receive a $500 grant and a plaque work address commemorating the student’s IPMAAC award achievement. 2. An electronic version ( soft copy ) of the paper e-mailed to Dr. Friedman. B. Submissions are not to exceed 20 double-spaced pages of text (not including Competition Rules references or tables.) All papers should include a description of each of the Papers must be theses, dissertations, or other student papers that describe following: original research conducted by the author while a student. Papers submitted must 1. Research problem have been written within two years of the entry deadline, may not have been 2. Methodology previously submitted to this competition, and must have been written as a a. Research problem student. Papers should address either substantive or methodological issues in b. Sampling areas such as the following: c. Instruments used I Personnel selection 3. Data analysis 4. Findings/conclusions I Employment tests I Job analysis Judging of Entries I Employee performance evaluation The papers will be reviewed anonymously by a panel of academicians and I Assessment of productivity or organizational effectiveness practitioners. Papers will be judged on the contribution to the field of personnel I Assessment of training outcomes assessment, including an evaluation of the scientific merit as well as the degree to which the research addresses issues of practical importance to the practice of I Other related topics personnel assessment.

Deadline For more information and to download the cover sheet for the James C. Johnson Student Paper Award for 2007-2008, visit www.ipmaac.org . —N All manuscripts for the 2007-2008 competition must be e-mailed no later than February 4, 2008 to:

HR Directors’ Meeting Held in Chicago

PMA-HR sponsored a meeting August 2-3 of HR directors that was I Strategic Management/Planning Ihosted by the city of Chicago. HR directors from the local, state and I Succession Planning federal levels of government participated. Richard Brainerd, IPMA-CP, I served as the facilitator of the meeting, in which IPMA-HR President Oscar Classification Restructuring Jackson, IPMA-CP, participated. The issues discussed by the participants The participants also were provided with a briefing on current government included: affairs developments. I GASB 43/45 IPMA-HR plans to sponsor similar meetings in the future. For additional I Wellness Programs information, please contact Neil Reichenberg, IPMA-HR executive director, at [email protected] . —N I Dealing with Employee Issues I Generational Differences in the Workplace

SEPTEMBER 2007 | 14 | IPMA-HR NEWS Determining Return on Investment in the Public Secto r

By David Brandon, PMP

Austin, Texas – Government organizations, unlike the private sector, often do such as fines and penalties, and loss of funding for agency programs. not have a choice as to whether to initiate a project. Government agencies “Revenue generation” describes additional sources of income that the project cannot assess their portfolios and promote or kill projects simply on the return enables the organization to collect. This includes any service provided for a fee on investment (ROI) or the value to the organization. Most public sector proj - (e.g., licenses, regulatory fees, taxes, fines, etc.) ects are prescribed either by law (e.g., parliament, legislature, congress or other lawmaking body) or by political influence (e.g., protectionism, state vs. federal “Fraud reduction” describes funds that are currently obtained fraudulently that funding, or “my boss wants a better so-and-so.”) would be thwarted as a result of the project. (These projects are always popular with politicians.) Unfortunately, collecting on these projects is only applicable ROI calculates the financial impact of the project, including its development where the agency distributes money. costs, operating and maintenance costs and financial savings. The resulting calcu - lation is then normalized to allow it to be compared with other projects’ ROI calculations. Budget Scoring This is performed for two reasons: The budget is scored by a simple ROI. It is calculated as the project costs minus cost savings, cost avoidance and revenue generation. The resulting total is divided 1. Different agencies and authorities have widely varying appropriations. A high by project cost to get the ROI percentage. This score is limited to +/- 150. investment for one agency may be considered a negligible investment for another agency. Value Analysis 2. Most efforts by the public sector are not based on a commercial return. Without a profit motive, the public sector must identify the outcome’s key values Commercial companies develop products and services with the primary intent of or “soft” benefits the project delivers to the agency, its customers or its citizens. profit. The public sector develops products and services with the primary intent Then, by scoring the values or outcomes of each project, we can quantify the of providing specific value to its citizens with no specific intent of profit. It is value the project provides. At a minimum, we should be able to determine the seldom the case that the public sector receives any financial return for a product relative value compared to other projects. or service. The value metrics are used to calculate a Return on Investment Value (ROIv) In cases where the public sector does charge for products or services (e.g. Fishing Score. This score is a normalized system of evaluating a project by which: Licenses), the charge rarely covers the actual cost of the product or service provided. 1. Agency management and government leadership can assess the value of a single project, and In addition, many efforts by the public sector are funded by multiple levels of government (e.g., federal, state and local) and those funds may be contingent 2. Agency management and government leadership can compare the relative upon providing that product or service. In those cases, a loss would occur if the values of multiple projects. product or service were eliminated, but no specific revenue (other than the Mandate lists any legislative mandates, either through statute, regulation, or rule. federal funding) is generated by providing the product or service. The mandate may be direct (e.g. legislation that specifically calls for the project) or derived (legislation that requires a program or effort, that the business case Cost/Benefit Analysis intends to fulfill through a project). The cost/benefit estimate is a summary of key financial information: income (if “Agency performance” assesses factors of the project that enable the agency to any), project costs (itemized), avoided costs (if any), opportunity costs, and bene - perform its mission more effectively. This includes ways the agency is able to fits with no monetary value. The estimate is a summary of the total cost of the deliver a mission-based service or product in a more timely fashion, enhance a project, and may include a total for individual key cost components, such as mission-based product or service, offer a mission-based product or service that equipment, outside services and agency employee costs. It should also include was not previously available, simplify an existing mission-based product or measurable benefits such as reduced or avoided costs, and any revenue generated service, or eliminate an existing mission-based product or service that is no by implementing the project. longer viable. “Productivity increase” estimates factors by which the agency is able to deliver Budget Categories current mission-based services or products with less effort and less resources, or deliver more of the mission-based services or products within the same time “Project costs” include agency and contractor labor, equipment, information period. technology, software, training and other categories of direct or indirect expendi - tures for the project. (This is usually broken down into capital costs, which “Cross-agency collaboration” collects information about how the project will require capital authority, and non-capital costs.) The spreadsheet gathers detailed provide the ability for multiple agencies to efficiently share the use of data or information about various categories of labor, such as analysts, programmers and resources, eliminating duplication of effort (human or other resources) in such a network administrators. Only summary costs for hardware, software and other manner as to better support the mission of all agencies affected. categories are included, however. Detailed schedules supporting the summary “Policies, standards and future value” assesses how the project abides by policies costs should be included in other project documentation. or standards in such a manner as to decrease risk, increase the likelihood of “Cost savings” are defined as reductions in expenditures that will be achieved by project success, enhance/improve product or service quality and maintainability. the project. Such reductions can occur through staff reductions, consolidation of “Criticality” evaluates how important the project is to the core mission and goals facilities, elimination of software licenses or other results that reduce current and of the agency. foreseeable expenditures. “Cost avoidance” is used to record potential expenditures or loss of revenue that CONTINUED ON PAGE 22 will occur if the project is not successful or is not attempted. This includes costs

SEPTEMBER 2007 | 15 | IPMA-HR NEWS Human Resource s Center

The HR Center Series contains more than 60 packets of HR information time to let us know what you think about it. Comments, suggestions, covering many topics. Each packet contains 30-70 pages of information and sample policies are always appreciated. E-mail IPMA-HR Director including overviews, professional articles and sample policies. Overviews of Government Affairs Tina Ott Chiappetta at [email protected] to give HR professionals a better understanding of the HR topic and how it let your voice be heard. may impact an agency or organization, while the sample policies from Also, please take advantage of other HR resource pages such as agencies around the nation provide a firsthand look at current proce - “Benchmarking & Best Practices,” “Discussion Lists,” and “Surveys & dures and policies already in place. Studies.” The 2007 Benchmarking Survey on Compensation also is Newly updated packets with new information include “Broadbanding,” available. Visit www.ipma-hr.org for more information. “Employee Wellness Programs,” “Alternative Work Schedules” and “Tuition Reimbursement.” Please take advantage of this resource and take the

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0907NEWS

SEPTEMBER 2007 | 16 | IPMA-HR NEWS IPMA-HR Offers Job Analysis Service IIPMA-HR can now conduct a job analysis for you on any job within your organization using Web-based job analysis surveys and linkage questionnaires. The results of your job analysis are used to create a job analysis report profiling the job being studied and outlining the important job requirements. The profile of the job contained in the job analysis report can be used for several purposes, including: I Developing job descriptions I Creating a selection or promotional process I Creating a test plan to develop a selection or promotional test or other assessment tool I Providing transportability evidence to support the use of selection or promotional exams provided by test publishers I Gathering information to classify jobs I Assisting in generating performance evaluation criteria I Assisting in developing training guidelines and/or programs Please contact IPMA-HR’s Assessment Services Department by phone at (800) 381-TEST (8378) or by e-mail at [email protected] for more details, or visit us on the Web at testing.ipma-hr.org .

Order Form A. ORDER B. SHIPPING INSTRUCTIONS We have a Standard Test Security Agreement on file at IPMA-HR and wish to order the following test(s): TESTING DATE Test/Product Title Quantity x Unit Cost = Total Cost POLICE SERVICE TESTS & PRODUCTS Q Confirming telephone order — do not duplicate. PLEASE CHECK ONE: Q P-1 SV Q P-2 SV $15.00 Q Regular shipment order must be received by IPMA-HR at least 2 weeks before Q D-1 Q D-2 Q D-3 $15.00 requested delivery date. Q P-BDQ (see scoring methods box for addt’l fees) $6.00 Q Rush shipment order must be received by IPMA-HR at least 5 working days before requested delivery date. Q A-4 (video included with order) $17.50 **A 10% surcharge will be added to rush shipments.** Q P-RCE 1.0 Q P-RCE 2.0 $7.50 Video Format: Q VHS $8.50 C. AUTHORIZATION Q PL-1.2 $15.00 This section must be completed by an official who has signed the Standard Test Q PSUP 1.2 Q PSUP 2.2 Q PSUP 3.2 $15.00 Security Agreement with IPMA-HR. Q PDET 2.1 $15.00 CUSTOMER ID# FIRE SERVICE TESTS & PRODUCTS NAME Q B-3R Q B-4R $12.50 Q B-5 Q B-5a $15.00 TITLE Q F-RCE 1.0 Q F-RCE 2.0 $7.50 Video Format: Q VHS $8.50 AGENCY Q 701 Q 702 $15.00 SHIPPING / STREET ADDRESS CORRECTIONS TESTS & PRODUCTS CITY Q C-1 Q C-2 $12.50

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ADMINISTRATION FEE: ADDRESS SCORING METHOD ($75/each test item ordered) HAND SCORING: One scoring stencil will be provided CITY for each test title. Extra scoring stencils may be Q Hand (quantity per test) rented for $4.00. Only one stencil may be provided Q Scoring Service Q Answer Key STATE / PROVINCE ZIP CODE for every 50 tests ordered. Corresponding answer sheets will be provided. SUBTOTAL: SCORING SERVICE: Please fill in an appropriate fee TO ORDER of $40.00 for each test title ordered, plus $0.50 for MEMBERSHIP DISCOUNT: CALL: (800) 381-TEST (8378) each answer sheet to be scored. Please allow up to (5% discount for IPMA-HR Agency membership) 72 hours for results to be processed. FAX: (703) 684-0948 ANSWER KEY: One answer key will be included for MAIL: 1617 Duke Street, Alexandria, VA 22314 each test title at no charge. No answer sheets will SUBTOTAL WITH DISCOUNT: INTERNET: be provided. testing.ipma-hr.org RUSH SHIPPING: If you do not receive confirmation within 24 hours of faxing your BACKGROUND DATA QUESTIONNAIRE: BDQ’s must (10% surcharge if order is placed less then be returned to IPMA-HR to be scored. Please include 10 business days from the provided test date) order or sending your order online, please contact the assessment an appropriate charge of $45.00, plus $0.50 per department at (800) 381-TEST (8378) or [email protected]. answer sheet to be scored. TOTAL: Photocopy this order form and send to IPMA-HR.

0907NEWS

SEPTEMBER 2007 | 17 | IPMA-HR NEWS Professional Development Courses for Public Sector HR Professionals

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SEPTEMBER 2007 | 18 | IPMA-HR NEWS Membership Matters Member News

Jim Farrell, IPMA-CP, state personnel director, Michigan Department of Civil Steve Nelson has retired and relocated to Florida. Nelson worked most recently Service, has become the president of the National Association of State as the director of the Office of Policy and Evaluation at the U.S. Merit Systems Personnel Executives (NASPE). Farrell serves on the Public Human Resource Protection Board (MSPB). He is a past-president and member of the IPMA- Certification Council Board of Directors. Other NASPE officers who are HR Federal Section Board of Directors. IPMA-HR members are: Brian Foster, state of Wyoming (president-elect); Thomas Wright , personnel director, North Carolina Office of State Personnel, Dana Jefferson, IPMA-CP, state of Delaware (secretary-treasurer); and Sara is the recipient of the 2007 Eugene H. Rooney, Jr. Award for Leadership in Redding Wilson, commonwealth of Virginia (immediate past-president). State Human Resource Management. The award is presented by the National Steve Lanclos, IPMA-CP, will retire at the end of September. Lanclos is the Association of State Personnel Executives (NASPE). —N assistant human resources director for the city of Baton Rouge, La. He is a past- president of the Southern Region and the Louisiana Chapter.

Certification Corner Congratulations to these newly certified individuals! Terri Berry, IPMA-CP Kathy Damron, IPMA-CP Jerry Keating, IPMA-CP Chris Poore, IPMA-CP Human Resources Manager Human Resources Director Director of Human Resources Senior Consultant Oklahoma Office of Personnel Office of the Insurance Regional Transportation South Carolina Budget and Management Commissioner Commission of Southern Nevada Control Oklahoma City, Okla. Tad, W.Va. Las Vegas, Nev. Columbia, S.C.

Dolores Blanding, IPMA-CP Leslie Dona, IPMA-CP David Lawrence, IPMA-CP Julian Ratliff, IPMA-CP Director of Human Resources Assistant. Finance Director Civil Service Consultant Employee Relations Manager San Francisco Airport City of Wood River, Ill. City of Dayton Civil Service Board South Carolina Department of Commission Dayton, Ohio Revenue San Francisco, Calif. Steve Duchane, IPMA-CP Columbia, S.C. City Manager Donald Bridgeman, IPMA-CP City of Lincoln Park, Mich. Patty Maples, IPMA-CP Elayne Siegfried, IPMA-CP, JD, Director, Office of Human Human Resources Advisor CPM Resource Management Jon Fisher, IPMA-CP Health and Human Services, Human Resources and Prince George’s County Human Resources Director Office of the Secretary Purchasing Director Government South Carolina Department of Rockville, Md. City of Parma, Ohio Largo, Md. Health and Environmental Control Columbia, S.C. Karl McCottry, IPMA-CP Vancie Smith-Brandon, IPMA-CP Colleen Browne, IPMA-CP, Consultant/Operations Manager Human Resources Development CBP, CCP Heather Garris, IPMA-CP South Carolina Budget and Manager Human Resources Director Human Resources Consultant Control City of Atlanta, Human Resources City of Leawood, Kansas and Team Leader Columbia, S.C. College Park, Ga. South Carolina Budget and Rhonda Casey, IPMA-CP Control Pauline McCutcheon, IPMA-CP Mike Sung, IPMA-CP Human Resources Manager Columbia, S.C. Training Supervisor Senior Human Resources Analyst Virginia Museum of Natural South Carolina Department of Tra City of San Jose, Calif. History Carolyn Hedgepeth, IPMA-CP Columbia, S.C. Martinsville, Va. Human Resources Manager Patty Tash, IPMA-CP Tarboro, N.C. Karen McGougan, IPMA-CP Senior Human Resources Analyst Patricia Clay, IPMA-CP Human Resources Specialist City of Rocklin, Calif. Human Resources Administrator Tina Hurdt, IPMA-CP University of Colorado at Boulder Southern West Virginia Human Resources Director Boulder, Colo. Kim Warren, IPMA-CP, MPA Community and Technical College City of Lincolnton, N.C. City of Geneva, Ill. Mount Gay, W.Va. Kim Medeiros, IPMA-CP Joanna Johnson, IPMA-CP Department Personnel Officer Therasa Webb, IPMA-CP Pixie Ann Coats, IPMA-CP Assistant Managing Director Health and Human Services Human Resources Representative Human Resources Director Calhoun County Road Agency Southern West Virginia Calhoun County Road Commission San Diego, Calif. Community & Technical College Commission Marshall, Mich. Charleston, W.Va. Marshall, Mich. Peri Moretz, IPMA-CP Cheryl Johnson, IPMA-CP Director of Human Resources Joanne Cunningham, IPMA-CP Senior Human Resources Analyst Town of Boone, N.C. Human Resources Specialist I City of Thousand Oaks, Calif. Town of Leesburg, Va.

SEPTEMBER 2007 | 19 | IPMA-HR NEWS IPMA-HR International Training Conference 2007 IPMA-HR International Training Conference

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SEPTEMBER 2007 | 20 | IPMA-HR NEWS Agency Innovations City of Atlanta Preventive Healthcare Program Unique Among Municipalities

he city of Atlanta’s Department of Human Resources (DHR) has chronic diseases such as diabetes, heart disease, coronary artery disease, muscu - designed a preventive healthcare program for its 8,000 active loskeletal diseases and digestive disorders to make the appropriate screenings employees, their families and 4,500 retirees that is one of the most available to our employees and their families. We are also working with the unique approaches to wellness attempted by a municipal government. Atlanta Regional Commission and the American Diabetes Association to make T sure our retired population benefits from preventive healthcare as well.” “Our Employee Health and Wellness Program includes a fitness center, an employee health center, health fairs, a disease management initiative, CPR In addition to the numerous city hall and departmental health fairs, DHR has training, lunch-and-learn series on a variety of health topics and a comprehensive designed a special health fair focused on women that is conducted during the blood drive effort,” said Benita C. Ransom, DHR commissioner. “What makes city’s celebration of Women’s History Month, one of the largest celebrations of this program work for employees is that it is fun, convenient and free.” its kind in the country. The 2007 Women’s History Month Health Fair featured more than 25 vendors providing information and healthcare services and screen - The fitness center, located in city hall, is open 24 hours a day, seven days a week. ings and a panel discussion on critical issues affecting women’s health. Since opening in October 2006, the employee fitness center has had more than 3,000 visits. “We want to make healthy lifestyles possible for all employees and retirees and set an example for Atlanta residents,” Ransom said. “In the long run, we, as a “We are using ongoing educational programs and outreach to encourage our city, will benefit from healthier and more productive employees as well as lower employees to get in shape and become more aware of illnesses that might affect healthcare and insurance costs.” — their health,” Ransom said. “We contract with insurance vendors who manage N

Atlanta’s Health and Wellness Programs

The Atlanta Department of Human Resources manages a comprehensive health and wellness program for the city of Atlanta’s employees and retirees that includes: I Employee Fitness Center: This free, state-of-the-art fitness center is located in city hall. This facility has Universal weight machines, aerobic equipment, a walking track, locker room facilities with showers for employees and plasma screen televisions. I Employee Health Center: Staffed by a full-time nurse practitioner and medical technician, this facility offers free preventative and minor medical services to all city employees and provides them with educational material. The health center’s medical staff focuses on health screenings—blood pressure, blood sugar, and cholesterol levels. Making these screenings easier for employees results in early detection of diseases, which are then brought to the attention of the employees and their primary care physicians. This allows for early intervention and lifestyle changes. Since the health center opened in November of 2006 there have been more than 1,500 visits. Preventive and educational visits to field operations worksites and treat - mental personnel. Services provided include health screenings for blood ment of high cost medical conditions (i.e. diabetes, hypertension and pressure, cholesterol and glucose levels, as well as vision screenings and asthma) will be key initiative for 2007. examinations. I Lunch and Learn Series: DHR, in partnership with its contracted health I Women’s History Month Celebration: DHR sponsors a health fair and insurance vendors and community providers, sponsors two monthly “lunch screenings focused on women’s health issues during the annual celebration and learn” series for employees. Monthly topics primarily focus on key of Women’s History Month each March. This event is one of the largest health issues identified by the American Medical Associates and National Women History Month celebrations in the country and the 2007 event Institutes of Health. Health insurance vendors have provided nutritious featured more than 25 health vendors and services. lunches and leading medical professionals to discuss topics like breast I Disease Management: DHR is partnering with contracted insurance cancer awareness, cardiovascular health awareness, AIDS/HIV awareness, vendors to manage chronic diseases such as diabetes, heart disease, coro - prevention of blindness, management and controlling diabetes, nutritious nary artery disease (including circulatory restrictions and strokes), muscu - food planning and cooking, fitness training, and dental disease prevention loskeletal disorders (including lower back pain) and digestive disorders and its connection to medical diseases. (the top five chronic diseases prevalent in our population). The depart - I American Red Cross Blood Drives: The Atlanta DHR sponsors four ment is working to reach not only active employees but also partnering blood drives in conjunction with the American Red Cross. The depart - with other agencies to reach out to retired employees as well. At the same ment has received awards from the American Red Cross in the past two time, DHR is educating employees to help them be more aware of these years for its effort in making the city one of the leading minority recruit - illnesses and the health disparities leading to earlier and more frequent ment blood drive donation sites in the country. In addition, one of the four prevalence of these diseases. blood drives is dedicated to Badges for Life—a competition between the I Employees Weight Management Program: This new program was police department and the fire department initiated in January 2007. Currently, more than 100 employees have I Health Fairs: DHR holds an annual comprehensive health fair and enrolled. Employees receive ongoing nutrition counseling and weight supports all city departments that offer annual health fairs for depart - monitoring in the employee health center.

SEPTEMBER 2007 | 21 | IPMA-HR NEWS Determining ROI continued from page 15

“Value to customer” estimates the specific value the project delivers to customers. for return on investment has only three well defined cases and a range of less Customers for a given project may be one or more groups of specific citizens well defined cases. The well-defined cases for ROI are as follows: (e.g. Medicare recipients, drivers, taxpayers), one or more groups of employees of Scenario 1 – Low Investment and High Positive Returns a government agency (e.g. accounting personnel who use the financial There may be few cases where the public sector creates a product or service at accounting application) or some combination of the two (e.g. state school finan - a low investment cost and achieves a high return. These cases are very rare in cial auditors and school district superintendents). the public sector since highly profitable efforts would likely be considered gouging by the public sector (e.g. if the public sector charged $100 per Value Scoring student for citizens to take the GED examination) and in any case, excess revenues would be returned to the general revenue stream. Nonetheless, this To weigh the contribution of various categories of value, the categories are case would represent a maximal positive value for ROI. scored according to the following formulas: Scenario 2 – High Investment and High Negative Returns Mandate is scored zero or 150 where: This case might be termed a “sinkhole” where, for example, for every dollar of 0 - The project has no direct or derived mandate investment in the effort, the public sector would lose two dollars. This case 150 - The project is mandated would represent maximum negative value for ROI. One example of this “Agency Performance,” “Productivity Increase,” “Cross-Agency Collaboration,” scenario is a large project to integrate eligibility for multiple federal programs: “Architecture Standards and Future Value” and “Criticality” are scored from 0 to an expensive project where the outcome is the ability to distribute more 10 where: money faster. 0 – The project provides no increase in value to the organization in this category Scenario 3 – Any Level of Investment and No Returns or may have a negative impact to organization performance of its mission This is the most typical case for public sector projects, where the public sector 5 – The project offers moderate increases in performance in this category invests to provide a product or service and achieves no revenue for that 10 – The project may provide vast and obvious increases in organization product or service. This case would represent zero return on investment. performance, potentially an order of magnitude difference in organization effec - tiveness in the area where the project has impact. Note: Other cases of ROI will fall between these three cases, but it is likely that most cases would be no return and those cases that provide returns or have negative returns Value to Customer is scored from 0 to 5 where: would not be at the extremes. 0 – The factor provides no value to the customer 5 – The factor offers substantial value to the customer Risk Analysis Impacts Because we have developed a score that is based on “soft” values, we must, of course, communicate the risks associated with the project. Again, we quantify Impacts are those results of the project which represent a fundamental change in the risks that executive management should be aware of. existing processes, infrastructure or resource requirements for the program area. Impacts may be positive, negative or neutral. Positive impacts are considered to be benefits. Risk Categories The benefits of the project are the positive results of achieving the objectives. The table that follows is extracted from a series of spreadsheets that quantify the Benefits are a direct result of completing project milestones or deliverables and following categories of risks meeting objectives. I “Agency risks” are those risks due to the agency organizational structures or Other impacts are those results that are not positive results in achieving the policies. For instance a project may not have adequate upper-level manage - objectives. These may include results that do not have specifically positive bene - ment support, or may not directly support core agency missions or goals. fits but do represent changes in business processes or infrastructure or resource I “Customer risks” are those risks due to customer characteristics such as needs. For example, the creation of a new program that provides functionality training or education level, inability to benefit from the project outcomes, and that the agency did not provide in any previous form may result in the need for other factors. additional employees to administer the program. This does not represent a nega - tive impact as these resources are incremental to the new services delivered by I “Project risks” are risks inherent in executing any project, such as lack of the program; however, they are also not benefits, as the addition of personnel resources, lack of planning, inappropriate monitoring, lack of scope control does not itself constitute a benefit. and other key factors Other impacts may also include any project results that are negative. Negative impacts may include changes in business processes or infrastructure or resource Risk Scoring needs that increase the cost or time to provide services and products without any Risks are scored on the following scale: specific increase in additional products, functionality or services to the agency. An example of a negative impact may be the decision to perform a revision of a 0 - No risk for this factor system to move to a newer architecture, resulting in the need for more adminis - 1 - Low risk: There is some risk for this factor, but the risk has minimal impact, trative efforts to support that system. If the move has no other value in terms of is well understood and easily controlled through proven, previously used remedi - cost savings or moving from unsupported or costly legacy infrastructure to more ation techniques economical infrastructure, then the negative impacts of the effort in this example may ultimately outweigh the positive benefits of moving to the new infrastruc - 2 - Medium risk: There is significant risk of impacting the schedule, budget, or ture. Though the move to the new infrastructure may have a net positive benefit, success of the project, but the risk is well understood and controlled through the additional administrative efforts resulting from that move would be a nega - proven, previously used remediation techniques tive impact. 3 - High risk: There is a high likelihood of this risk impacting schedule, budget, or success of the project and the risk cannot currently be mitigated. Return on Investment Score Since the financial model for the public sector is not profit based, the calculation CONTINUED ON PAGE 24

SEPTEMBER 2007 | 22 | IPMA-HR NEWS encourage retention led to an apparent competitive advantage that translated into higher levels of organizational performance. Selection NEET and Freeters In responding to the shrinking of the workforce, Japan has attacked the problem at the younger as The Graying Global Workforce well as the older end of the age spectrum. In addition to the problem of a low birthrate, there By Dennis Doverspike and Yoshie Nakai has been a continuing issue in terms of the employment rate of younger adults. In response, The aging of the United States In Japan, for the nation and for led to problems with the mainte - programs have been directed at workforce and the associated employers, finding solutions to the nance of corporate mainframes. younger workers as well as older human resource challenges for the shrinking workforce has already The clear challenge for Japan was workers. public sector have been discussed reached a crisis stage. one of how to remain competitive The acronym “NEET” originated in extensively in this column and in while dealing with the steep The Institute for Life-Span Great Britain and corresponds to other articles appearing in past decline in the number of workers Development and Gerontology at individuals between age 15 and issues of the IPMA-HR News. and the accompanying irreversible the University of Akron has been 34 who are “Not in Employment, Despite a clear recognition of the loss of knowledge and skills. conducting research and devel - Education, or Training.” “Freeters” possible human resource ramifica - oping practical solutions to the In Japan, the Law to Partially are individuals who are also in the tions of this demographic tsunami, problems of industrial gerontology Amend the Law Concerning same age range but have part- it is debatable to what extent for approximately the last 30 Stabilization of Employment of time jobs or multiple jobs—similar public sector organizations have years. We have long realized that Older Persons was passed in an to the “McJob” phenomena expe - adequately planned for the possi - the graying of the workforce is a attempt to arrive at a partial solu - rienced by Generation X in the bility of the retirement of large global problem. It has been our tion to the Year 2007 Problem. United States. There are approxi - portions of the workforce. What is good fortune to be able to work The law not only minimized the mately 640,000 individuals who clear is that much remains to be with concerned groups from other gap between mandatory retirement are NEET, and 2.1 million Freeters done in the United States in order countries including Japan. and the provision of a public in Japan. to adequately prepare for the pension (age 65), but also opened For this month’s assessment One of the reasons younger impact of the huge demographic up additional employment opportu - column, I have asked Yoshie Nakai adults do not stay in the work - shifts in the working population. nities for older adults. First, the to join me in discussing the prob - force has been a difficulty in The graying of the workforce is not law required employers that had a lems faced by Japan in responding finding proper matches between a problem that is limited to the mandatory retirement under 65 to to their shrinking workforce. It is their skills and organizations. This United States. Many developed modify their policy either to: 1) our hope that this discussion will: corresponds to the issue of nations face similar problems with bring the retirement age up to 65 1) lead to a greater recognition of person-organization (P-O) fit and the shrinkage of the workforce due by 2013, 2) implement a system the global nature of this problem, person-job (P-J) fit. Accompanying to the aging of the baby boomers. whereby employees could continue and 2) provide insights into the long tradition of lifelong Japan, despite its recent techno - working if they choose, or 3) possible practical solutions that employment in Japan have been logical and market strength, faces completely remove mandatory might be adapted by the public human resource practices that serious challenges related to the retirement. Second, this law sector in the United States. involve hiring fresh graduates and aging and shrinking of its work - required employers to actively then raising them to be loyal force. With one of the lowest assist older employees in finding employees without much concern birthrates among the developed Year 2007 Problem other employment by providing to the fit between individual differ - nations and a rapid recent documentation regarding their job- In Japan, the “Year 2007 ences and organizational charac - increase in the age of the working related skills and abilities. Third, Problem” broadly refers to prob - teristics. This human resource population, the problems faced by under the law employers are obli - lems related to the retirement of model does not appear to be Japan may be even more serious gated to provide reasons for baby boomers (the “Dankai” working with the new generation than those encountered by other limiting job applicants by age. In generation) in Japan. The largest of employees. More and more developed countries including the Japan, job advertisements cohort of baby boomers was born young people are seeking jobs United States. commonly include age limitations. in 1947 and reached 60 in 2007, that they see as fitting their inter - However, under the law, job appli - Currently, approximately 20 leading to the identification of the ests instead of allowing them - cants can question the necessity percent of the total population in Year 2007 Problem. selves to be molded by their of certain age ranges. Japan is 65 and above, compared The problem of the aging of the employers. To retain the work - to 12 percent in the U.S. This workforce in Japan is compounded At the organizational level, some force, it is crucial for employers to older demographic group is by retirement practices and tradi - employers have been successful begin to consider issues involving projected to make up 36 percent tions. The mandatory retirement in implementing systems to keep the fit of applicants to corporate of the total population by 2050, age has been 60. This leads to their experienced workers, but cultures, and also to open oppor - compared to 21 percent in the the exodus of many experienced many other employers are still tunities for individuals who did not U.S. Given the existence in Japan workers. The problems encoun - exploring their options regarding fit in earlier trials. As in the of a formal retirement age of 60, tered in losing this workforce were soon-to-be-retired workers. A 2002 United States, this also suggests the critical nature of the demo - first experienced in the informa - study by the Japan Organization that there should be an increase graphic shifts in Japan should be tion technology area with the for Employment of the Elderly and in emphasis on human resource obvious; fewer people are entering retirement of system engineers Persons with Disabilities (JEED) practices such as recruitment and the workforce because of the who had been developing and found that elder-friendly organiza - selection. lower birthrate and greater maintaining mainframe computers tions tended to have better numbers of people are leaving the for large organizations. When performance. Their recognition of workforce as a result of retirement these engineers retired they took the need to retain older adults and practices and the aging workforce. their expertise with them and this the programs put into place to CONTINUED ON PAGE 27

SEPTEMBER 2007 | 23 | IPMA-HR NEWS City of Albuquerque HR Team Holds Human Resources Competency Training

he Human Resources team for the city of Albuquerque, N.M. held its first Marvin Adams, Jade Kuan and Jeanette O’Quin were the certified trainers for Tsession of the “Developing Competencies for HR Success” training June this course. Adams is an equal opportunity ombudsman for School District #11 21-22 and July 12-13, 2007. Under the leadership of Patricia Miller, director of in Colorado Springs, Colo. Kuan is a private consultant providing services to human resources with the city; Darlene Herrera, classification/compensation private and public organizations and law firms relating to general human employment human resources manager; and Carrie Hoover, IPMA-HR director resources issues and employment discrimination issues. Kuan also serves as an of professional services, this training provided an excellent opportunity for the expert witness relating to litigations. O’Quin is the human resources manager group. for the Board of Water Works in Pueblo, Colo. and also serves as president of This course was developed by IPMA-HR as a competency model for human the Southern Colorado IPMA-HR Chapter. With the combined expertise of resource professionals. The model identifies 22 competencies that support four the training panel, this four-day training program provided HR professionals roles for the human resource professional, including business partner, change with the city of Albuquerque with an excellent, affordable training opportunity. agent, leadership and HR expert. This four-day training program is also valuable For more information regarding this training, please contact Southern Colorado to individuals who wish to achieve their human resources certification with IPMA-HR Chapter President Jeanette O’Quin by phone at (719) 584-0251 or by IPMA-HR. The four-day training included an overview of the program, e-mail at [email protected]. —N including the three modules listed above and the certification exam on the last day of the training. The area of “HR expert” was not covered in this training, since IPMA-HR expects that professionals will acquire HR expertise on the job.

IPMA-HR Competency Model Online Training ROI continued from page 22

Classes Beginning The risk totals are normalized and limited so that they fall within a range of 1 to September 12, 2007 10, from lowest to highest risk. Communicating the ROI PMA-HR Developing Competencies for HR SUCCESS, which is being offered ISept. 12-Nov. 14, 2007, is a comprehensive training program that teaches the The purpose of these documents is to provide management with the necessary benefits of understanding HR competencies, how to apply them and how to information about this project to enable them to effectively determine whether integrate them into business plans. As a standalone training program, this to approve it as a formal project. They also provide a concise statement of a busi - comprehensive training course is the best way to become a strategic player within ness problem faced by the customer. The business problem statements should be your organization. This course will help you and your staff shift from managing as descriptive as necessary to thoroughly describe the problems from the user’s “people issues” to “people-related business issues.” perspective. ROI, return on outcomes (ROO), and return on value (ROV) are sources to justify the project. The project is normally justified in a business case, Learn about self-assessment, building teams and coaching staff, resolving charter, or legislation. disputes and reaching consensus, creating a risk-taking environment, communi - cation and levels of listening, building trust relationships, using consensus and coalition building skills and more with IPMA-HR Developing Competencies for Method of Finance HR SUCCESS. Of course, projects are not simply paid for out of general revenue. The method IPMA-HR can help you provide this program to your agency by supplying the of finance describes the source of funds, whether that is a specific budget object, course materials at $200 per person; the training facility and instructor fees are capital item, federal funding, revenue generated, or other source. The method of the responsibility of the sponsoring agency. Or, take the class online. There are finance also describes the terms of that source of fund; for example, how many several benefits online class provides: months the funding is available (federal funds typically span multiple years, I You decide when and where to take your classes. whereas agency funds may be available only within a fiscal year or biennium). I You can complete the program in just 10 short weeks. I You can continue to work full-time while participating in the class. The online training class costs just $695 for members, and the $995 cost for non-members also includes a one-year online membership to IPMA-HR. David Brandon is a project manager at the Texas Department of Aging & IPMA-HR’s Developing Competencies for HR SUCCESS is a step towards certifi - Disability Services in Austin, Texas. He has more than 15 years of experience directing and managing multiple, simultaneous information technology projects cation. At the core of the IPMA-HR Certification Program is an appreciation of for the state of Texas. He is PMP certified and holds the PMO Certificate of the importance of HR competencies. If you or members of your staff desire to Added Qualification from PMI. — become certified as an IPMA-HR Certified Professional (IPMA-CP) or N IPMA-HR Certified Specialist (IPMA-CS), the concepts that are the founda - tion of this course are a necessary step. Visit www.ipma-hr.org to learn more about IPMA-HR’s Developing Competencies for HR SUCCESS, or contact Carrie Hoover by e-mail at [email protected] or by phone at (703) 549-7100. —N

SEPTEMBER 2007 | 24 | IPMA-HR NEWS Employer Bears Burden of Finding Reasonable Accommodation Labor Relations The United States Court of Appeals for the Eighth Circuit ruled that the By Tina Ott Chiappetta, IPMA-HR employer—not the employee—ulti - mately bears the burden of finding Director of Government Affairs a reasonable accommodation, and that adjusting a work schedule can be reasonable. Equal Employment Opportunity Commission (EEOC), this claim. At trial, a jury awarded opinion in Barbara Taylor v. ability to take leave, whereas as Ahmet Yigit Demirelli, v. Convergys Demirelli more than $14,000 in Progress Energy, Inc., that waiving a discrimination suit does Customer Management Group, Inc., lost wages and $100,000 in employees cannot waive their right not have the same impact on an Docket No. 06-2874, July 6, 2007. compensatory damages. to bring an FMLA claim as part of employee’s subjection to discrimi - The Eighth Circuit affirmed this a termination agreement or nation. Ahmet Yigit Demirelli suffers from anywhere else. judgment, dismissing Convergys’ Taylor v. Progress Further, the court finds that when brittle bone disease and is Energy, Inc., Docket No. 04-1525, two arguments. Convergys first the DOL regulations were adopted, confined to a wheelchair. He July 3, 2007. argued that it is Demirelli’s respon - the DOL itself took a position worked for Convergys Customer sibility to offer a reasonable contrary to the one it is espousing Management Group, Inc. as a call In 2006 the court vacated its accommodation. However, the today. At the time, DOL considered representative beginning in earlier opinion in Taylor to allow court pointed to case law in the and rejected proposed amend - January 2001. Call representa - the U.S. Department of Labor Eighth Circuit to show that in fact, ments that would have given the tives work in unassigned cubicles (DOL) to participate. The DOL there is a shared responsibility regulation the meaning that the and must search for a spot— takes the position that employees between the employer and DOL today says it has. The court usually by looking over the tops of should be allowed to waive their employee. It is the employee’s therefore affirms its opinion in the cubicles. Demirelli could not right to bring an FMLA claim responsibility to provide the details Taylor I and determines that do this and had to go up and retroactively, meaning that of his disability and the need for employees may not waive their down the aisles looking for a employees as part of a termina - an accommodation, if it is not rights under the FMLA at any time. place. Narrow aisles made it diffi - tion agreement or otherwise could obvious. cult for him to find a spot. agree not to bring an FMLA claim It is the employer’s responsibility after the violation occurred. The In addition, when he did find a to make a reasonable effort to DOL makes a distinction between spot, it might be missing neces - determine an appropriate accom - prospective claims, which would sary equipment, such as a modation, said the court. This be prohibited, and retroactive Court Upholds headset. Demirelli also had trouble sharing of the burden makes claims, which would be allowed. finding parking in the morning. The sense because the employee will Verdict of offices’ two handicapped parking A prospective claim would include have the knowledge of his places were often occupied, forcing an employee waiving his or her disability while the employer will Religious Demirelli to either wait for a spot, right to bring an FMLA claim on be in the best position to deter - because his handicap-equipped the first day of work, before the Discrimination mine the essential functions of van required an oversized parking potential violation occurred. The A jury ruled in favor of an the job. Because Demirelli’s spot, or to park at nearby movie Fourth circuit dismissed DOL’s employee who was required to disability was known, Convergys theater, requiring a painful, 10- distinction and further determined participate in company-sponsored had responsibility for finding an minute ride to the office. not to give deference to the DOL’s religious activities and was later accommodation. opinion concerning the waivability fired for sexual harassment. The lack of an assigned cubicle Convergys next argues that of retroactive claims. Following his termination, the and parking place meant that Demirelli’s request for additional employee sued alleging that the Demirelli was often late for work by The court said that it must defer time to report to work and return sexual harassment charge was several minutes or more. to the DOL unless its determina - from lunch is unreasonable. The mere pretext for religious discrimi - Convergys has a strict tardy policy tion is “plainly erroneous or incon - Eighth Circuit also dismissed this nation. A jury ruled in the in order to keep the call center sistent with the regulation.” The claim, while noting that the parties employee’s favor but awarded him adequately staffed. A call represen - court finds that the DOL’s opinion did not bring up any other poten - only $1.00 in nominal damages tative with more than 14 tardies is inconsistent with the regulation. tial accommodations. The court plus attorney’s fees. The United per year could be disciplined up to The regulation itself states that said that there is no precise test States Court of Appeals for the and including termination. “Employees cannot waive, nor may but that the ADA itself suggests employers induce employees to Eighth Circuit upheld the jury Demirelli reported to work late 37 that a “modified work schedule” waive, their rights under the verdict in Doyle Ollis, Jr. v. times and was late returning from could be reasonable. FMLA.” 29 C.F.R. Section HearthStone Homes, Inc., A lunch 65 times during the year. 825.220(d). The decision rests on Nebraska Corporation, Docket No. 06-2852, July 27, 2007. Demirelli made unsuccessful the definition of “rights.” attempts to arrive on time— including coming to work an hour The court says that, “there is Doyle Ollis worked for HearthStone early, only to find the handicapped Fourth Circuit nothing in the text of section 220 Homes, Inc. as a sales associate parking places still occupied and that permits a distinction between for nearly three years. The owner asking for different hours, hoping Reinstates prospective and retrospective of the company, John Smith, to find the spots open. Neither waivers.” While DOL points to the believes in reincarnation and that attempt was successful. Opinion waivability of discrimination a person must resolve traumas in claims, the court finds that in the past lives during this life. His wife, Demirelli asked for additional time Prohibiting Waiver case of the FMLA, which creates Pamela Winters-Smith, served as to report to work. Convergys of FMLA Claims an employment right, the waiv - both the director of associate self- refused and terminated Demirelli’s ability of rights would actually The U.S. Court of Appeals for the employment. He filed a charge interfere with the employee’s CONTINUED ON PAGE 26 with the EEOC, who then brought Fourth Circuit reinstated its prior

SEPTEMBER 2007 | 25 | IPMA-HR NEWS Labor Relations continued from page 25 development and manager of the and Ollis admitted that he had university union’s procedures for The court also agreed with human resources department, and crossed boundaries in asking handling agency-shop arrange - Seidemann that the union’s kept records of employees’ Mind sexually-related questions. ments violated the First requirement that he object to the Body Energy (MBE) sessions. HearthStone terminated his Amendment rights of an employee. specific percentage of expendi - The MBE sessions, run by MBE employment and Ollis sued for reli - David Seidemann, v. Barbara tures in dispute is unconstitu - Docket No. 05-6773, coaches, are supposed to cleanse gious discrimination. Bowen, et al. tional. This places an unnecessary August 1, 2007. employees of negative energy. Part At trial, Ollis testified that Audas burden on the employee, said the court. of the MBE training relies on initiated the conversation and This case is based on an agency Buddhist and Hindu teachings. evidence showed that Audas was shop arrangement where Finally, the court found that there Ollis is a member of the later fired for inappropriate employees who do not wish to is an issue of fact that must be Assemblies of God Church—a behavior. He alleged that he was belong to a union still pay an decided in the lower courts with protestant Christian religion. Ollis fired for not following the MBE agency-shop fee to cover the costs respect to the adequacy of the told his immediate supervisor, program and that the sexual of collective bargaining and repre - notice and whether or not the Rachel Langford, that the MBE harassment charge was a mere sentation. This eliminates the notice the union provides to sessions conflicted with his reli - pretext to get rid of him. The jury “free rider” problem that occurs if nonmembers provides sufficient gious beliefs and that he did not accepted his version but awarded employees can opt out of the information on the amount of the want to participate in MBE him only $1 in nominal damages. union entirely. However, in the union dues. Once the adequacy of sessions because they are “cult- HearthStone appealed and the public sector, an agency-shop the notice is determined, then a like.” Langford testified that she Eighth Circuit upheld the jury arrangement has First Amendment neutral party will determine the did not report Ollis’ comments to verdict finding that Ollis satisfied implications because the appropriateness of the expendi - the Smiths for fear of losing her the requirements of a religious employee must pay the union as a tures, said the court. job. discrimination claim by showing condition of employment. She advised Ollis to schedule the that he had religious beliefs that In order to protect the employee’s MBE meetings with the least conflicted with an employment rights unions must do three offensive counselor and to cancel requirement, that he informed a Contact IPMA-HR Director of things, 1) minimize the risk that Government Affairs Tina Ott Chiappetta them at the last minute. Ollis supervisor of such conflict and that nonunion employees’ contributions by e-mail at [email protected] or cancelled five of his last 12 meet - he suffered an adverse employ - are used for impermissible by phone at (703) 549-7100, ings. Smith believed that negative ment action. The court further reasons, 2) provide adequate infor - ext. 244. —N energy could be assessed through found that there was sufficient mation about the basis for the muscle testing. One way to do this evidence to support a retaliation contribution nonmembers must is to ask a yes or no question and claim because he opposed the reli - make, and 3) provide reasonably then push down on the extended gious practices and was fired. prompt decision making adjudi - arm of the person responding to cating fees that are in dispute. the question. A firm arm is a yes, and a weak arm means no. Smith David Seidemann, a tenured says that he used muscle testing Union Procedures professor at the Brooklyn in deciding to fire Ollis. College/City University of New York for Handling (CUNY), objected to the union’s Ollis was fired about a month after requirement that he file an annual HearthStone hired Sarah Audas to Agency-Shop objection. The Second Circuit work as a sales associate. She agreed with Seidemann finding reported directly to Ollis. About Arrangement that the annual requirement two weeks after Audas was hired, Violate First burdens employees and offers no she called another sales manager benefit to the union. The union and complained that Ollis made Amendment should be required to accept sexual comments to her. The Seidemann’s continuing objection, management team investigated The United States Court of Appeals for the Second Circuit ruled that a without requiring an annual filing.

Templin Named IPMA-HR Kansas “HR Professional of the Year”

o Templin, director of the Sedgwick County Kansas Division of Human Resources, has been honored as the 2007 JIPMA-HR Kansas Chapter “HR Professional of the Year.” Templin is a human resource professional with more than 25 years of service in local government. During her tenure, she has led her division to award-winning status and has contributed to Sedgwick County’s recognition as a leader among local governments. Templin is a founding and charter member of IPMA-Kansas. She has served as organizational taskforce member, president, executive board member and committee member. Additionally, she has held various positions of service in Jo Templin IPMA-HR Central Region, IPMA-HR, and in the Society for Training and Development. —N

SEPTEMBER 2007 | 26 | IPMA-HR NEWS Graying continued from page 23 Developing All public sector must emphasize I Assessment and human attracted and recruited. The graying Employees diversity. resource challenges. In order to of the workforce also creates a Developing a multi-stream work - attract employees from multiple shortage of workers—one that In order to be competitive in streams of demographic must be responded to by ensuring today’s global economy, countries force where workers are recruited from multiple demographic and groups, we must change our that we develop the skills of all and corporations must develop the recruitment and selection employees and workers. In the skills of all their employees. The ethnic groups will take cooperation between government, industry and methods. Organizations should workforce of the future, we cannot Japanese government has recog - carefully review their minimum afford to waste the potential contri - nized the need to develop the total educational institutions. From the experience in Japan as well as in qualifications to ensure that butions of any individuals. workforce and in response has they do not unfairly exclude created the Challenge Again the United States, we can see that this will take a combination of: younger or older workers. Support Plan, which is aimed at Selection devices should be I Dennis Doverspike, Ph.D., ABPP—a opening up educational and Federal government initiatives, designed so as to be seen as employment opportunities to all including passing or amending Baby Boomer—is a professor of fair by applicants of all ages. psychology at the University of Akron. individuals who are experiencing laws dealing with retirement and Recruitment efforts should be employment difficulties (i.e., NEET Social Security, tax breaks for He is chair of the Professional and redesigned so as to target Scientific Affairs Committee of the and freeters), unequal opportuni - multi-stream efforts, and corre - previously underrepresented IPMA Assessment Council (IPMAAC), ties (i.e., women and individuals sponding budget allocations. demographic groups as well as which is a section of IPMA-HR and the with disabilities), and changes in I Educational initiatives, including traditional applicants. leading organization of applied lifestyles or demographics (i.e., personnel assessment professionals expanded programs for adult The graying of the workforce is a retiring baby boomers). actively engaged in practice, research education and continuing global challenge. In response, we education. and training in personnel assessment must move beyond the paradigms to meet the needs of both public and Creating a Multi- I Expanded opportunities for of the past that view employment private organizations. Doverspike may Stream Workforce older and younger workers, as only starting when someone be reached by e-mail at including various types of bridge graduates from high school or Most likely what we can take from [email protected] . Yoshie Nakai is employment for older workers college. A new mindset is needed currently a doctoral student in indus - the Japanese efforts is a reinforce - and expanded part-time oppor - that recognizes that employees can trial gerontological psychology at The ment of what we already know— tunities for younger workers, come from many demographic University of Akron. Her research inter - that to meet the challenges of especially those from underem - groups and backgrounds—that ests include retirement, employee maintaining a strong economy and ployed groups. there are many different streams training and development, and cross- a highly skilled workforce, cultural issues in organizations. — from which job applicants can be N American companies and the IPMA Newsletter Ad 2-07 9x6 3/8/2007 9:25 AM Page 1

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SEPTEMBER 2007 | 28 | IPMA-HR NEWS west corner of the United States, Employment Listings Bellingham is away from “big Recruiter Service city” life, but convenient to the two major metropolitan areas of Vancouver, British Columbia and Seattle. Residents can ski the or a related field, and six years sional knowledge, skill and judg - slopes of Mt. Baker and sail Human Resources of professional human resource ment. Work performed by the Bellingham Bay in the same day, Assistant Director administration experience, senior level requires a broader walk and bicycle the miles of trails, and hear world-class The City of El Paso, Texas including two years supervisory knowledge of the principles and or managerial experience are techniques of the professional concerts, which makes this one Salary Range: Negotiable required for this position. human resources field, and the of the best places for fun on the west coast. The human Job Description: The city of El To Apply: : Confidential resumes exercise of greater independent Paso, Texas, population judgment and decision making. resources director reports to the should be sent by close of busi - mayor, and has management 680,000, located on the ness September 7, 2007, to Job Requirements: Position(s) Mexican border, features a oversight of 15.5 staff. The James L. Mercer, President, The require any combination of department is responsible for scenic landscape, a friendly Mercer Group, Inc., 551 W. training, education, and experi - population, and is highly labor relations, benefits, classifi - Cordova Road, #726, Santa Fe, ence equivalent to a bachelor’s cation and compensation, selec - regarded for its unique cultural NM 87505. Voice: 505-466- degree with major coursework in blend. The city manager appoints tion and performance 9500; fax: 505-466-1274; e- human resources management, management, organizational three deputy city managers and mail: [email protected] public or business administra - 11 key department directors, development, HR systems and tion, or a related field, plus three technology, the civil service including the human resources or more years of human director. The city has approxi - system, and payroll. The depart - Human Resources resources experience (5 years ment is progressive, collabora - mately 6,200 employees and an for Senior HR Analyst) in a annual operating budget of more tive, and customer focused, with Analyst/Senior professional capacity involving a talented and cohesive staff. than $550 million. The city recruiting and testing, classifica - currently has a complex pay and Human Resources The city has adopted many state- tion and compensation, of-the-art practices, and has classification system. The Analyst employee/labor relations or current annual operating budget been effective in the use of City of North Las Vegas, Nev. other technical human resources interest based approaches to for the human resources depart - work. Certification as a Salary Range: $52,556- negotiations and problem ment is $2.2 million. The city Professional in Human $76,206/$56,361- solving. has a structured civil service Resources (PHR) from the $82,004/annually DOQ system, which is overseen by an Human Resource Certification Job Requirements: Requirements independent board. The human Job Description: Join Southern Institute, Society for Human include a minimum of eight years resources director serves as Nevada’s Employer of Choice! We Resource Management (SHRM) of progressively responsible secretary to the civil service offer: a four-day workweek, a fully is highly desirable. Previous human resources experience in a commission. The city collectively paid city retirement plan, no Public Sector experience is also governmental or private sector bargains with police and fire state income tax, no Social highly desired. Successful candi - organization, including five years unions. Employee benefits and Security taxes, fully paid medical, dates should also possess profi - of management and supervisory workers compensation functions dental and vision, excellent vaca - ciency with the HRMS Oracle 11i responsibility, and significant are currently not located in the tion/holiday leave plan. System using i-Recruitment, Self- experience managing collective human resources department. We are seeking an exceptional Service Human Resources, bargaining and labor relations. Responsibilities include to plan, candidate to perform profes - Oracle Advanced Benefits and Candidates must possess a organize and manage the day-to- sional duties in various assign - Oracle Learning Management. bachelor’s degree from an day projects and activities of the ments in the human resource accredited college or university human resources department. To Apply: Position is open until department, including recruit - with major course work in public The city of El Paso has estab - filled, but please apply early ment and selection, classifica - administration, human lished a competitive compensa - as recruitment may close at tion and compensation, resources, business or a related tion package that will be any time. A completed city employee and labor relations, field. A master’s degree and/or negotiable depending on experi - application must be received and employee development and professional certification is ence and qualifications. In addi - and may be obtained by training. You’ll also provide preferred. tion, the city provides an visiting our Web site at responsible and confidential To Apply: Qualified individuals excellent benefit package. www.cityofnorthlasvegas.com , professional, technical and should submit an unbound Relocation expenses will be paid or by calling human resources analytical support as an HR resume (e-mail preferred), cover for the selected candidate. at (702) 633-1500. EOE/AA. generalist to assigned depart - letter, references, and current Brochure at www.mercer - ments. Hiring level will depend salary NO LATER THAN October groupinc.com . The city of El Paso on training and experience. In 3, 2007 to: Tara Lee Adams is an equal opportunity employer. addition, the senior human HR Director Adams Consulting, LLC. For further information on the resources analyst will handle City of Bellingham, Wash. Phone: (425) 485-9405; fax: city of El Paso, please visit the advanced level executive recruit - (425) 485-9775; e-mail: city of El Paso Web site at Salary: $100,301 (anticipated ments, perform complex analyt - January 2008) [email protected] . Or www.elpasotexas.gov mail your resume, cover letter, ical work, including organization Job Description: The city of Job Requirements: A bachelor’s references and current salary to: design and development, handle Bellingham, Wash. (population degree in social/behavioral sensitive employee/labor issues 73,000) is among the most sciences, human resources, and perform other assignments livable, vibrant communities in business or public administration CONTINUED ON PAGE 30 requiring well-developed profes - the country. Located in the north -

SEPTEMBER 2007 | 29 | IPMA-HR NEWS Recruiter Service continued from page 29

9305 NE 191st Street Bothell, through subordinate managers, License: A valid California Class sensitive human resources WA 98011. one of two branches comprised “C” driver’s license or the ability issues at all levels of the organi - of a group of divisions. to utilize an alternative method zation. Strong interpersonal and Incumbents must exercise a of transportation when needed communication skills and a Assistant Director, thorough knowledge of organiza - to carry out job-related essential commitment to organizational tion, program and human functions. goals and strategic plans. Human Resources resource management, legisla - DESIRABLE QUALIFICATIONS: A Comprehensive knowledge of (Unclassified) tion related to the particular bachelor’s degree from an federal and state regulations programs they manage; and the affecting human resources County of Los Angeles accredited college. Master’s relationship between the depart - degree from an accredited management. Demonstrated Salary Range: $125,286- ment’s activities and those of college in public or business knowledge of major elements $189,630 other County departments and administration, organizational and best practices in contempo - Job Description: The Assistant agencies. development, or a related field. rary programs for human Director, Human Resources, is an Job Requirements: : MINIMUM Demonstrated experience in resources management. unclassified position, reporting REQUIREMENTS: Five years of developing and administering Professional certification from directly to the Department Head experience directing or managing innovative HR strategic planning the International Public and Chief Deputy Director. at least one or more major objectives and managing the Management Association for Human Resources (IPMA-HR) or Assists the Director and Chief human resources divisions (i.e., change processes. Proven the Society of Human Resources Deputy in the administration of recruitment, selection, classifica - management, organizational and Management (SHRM). the County’s central human tion, compensation, organiza - leadership skills to administer a resources department. Is tional development or design, comprehensive and complex To Apply: For more responsible for assisting in the benefits, employee relations, HR human resources program for a information please visit formulation and implementation administration, HR information large public sector organization. http://dhr.lacounty.info/ of administrative or program systems) in a central or corpo - Ability to effectively plan, priori - Executive_Positions.asp . —N policy and procedures with rate human resources depart - tize and communicate on a responsibility for directing, ment or agency. myriad of highly complex and

Have Questions and Need Fox Lawson & Associates Answers Now? Look to One of IPMA-HR’s Listservs

PMA-HR listservs (discussion groups) can be great sources of informaiton Iand a great way to network with peers from all over the country. IPMANet is open to all IPMA-HR members and TrainingMgr is open to IPMA-HR members whose positions involve training. IPMANet is a moderated discussion group set up by IPMA-HR so that you can communicate with hundreds of HR practitioners around the country. One IPMA-HR member just asked colleagues about their employee appraisal systems and received several responses, including positive information about software companies and contact information. Other recent topics include updating an emergency/disaster policy and how to define public safety manage - rial staff for FLSA overtime purposes. The TrainingMgr discussion group is dedicated to IPMA-HR members whose job functions include organizational training. Members discuss training programs, best practices, and effective strategies. To read more about these discussion lists and to find information about general guidelines, administrative guidelines, posting, unsubscribing and other rules, visit http://www.ipma-hr.org/content.cfm?pageid=46 . —N

SEPTEMBER 2007 | 30 | IPMA-HR NEWS Calendar of Events Products and Services

2007 NASH AND COMPANY, INC. September 11-12 IPMA-HR Federal Section Annual Conference Compensation Consultants The Ronald Reagan Building and International Slavin Management Classification Studies Trade Center Consultants Washington, DC Salary Surveys Contact Jessica Allen by e-mail at [email protected] for Organization Audits more information. September 12 Developing Competencies for HR SUCCESS Online Training Michael Nash PhD, President Contact Carrie Hoover by e-mail at [email protected] , [email protected] or visit http://www.ipma-hr.org/content.cfm?pageid=278 for ( ) ( ) more information. 800 473-1881 • 800 473-1886 fax = September 13 Webinar: Recruitment and Selection Sponsored by EquaTerra Public Sector Contact Carrie Hoover by e-mail at [email protected] Condrey & Associates for more information. IPMA-HR Test Products and September 20-21 Developing Competencies for HR SUCCESS Training Services and 27-28 Session 3 Anaheim, California Contact Danielle Tellez by e-mail at [email protected] , or visit http://www.scpma- hr.org/pdf/Competencies_Training2007.pdf for more information. September 29- 2007 IPMA-HR International Training October 3 Conference “The Future of HR: Mapping the Course” The Chicago Marriott Downtown Chicago, IL Contact Carrie Hoover by e-mail at [email protected] for more information. The Waters October Webinar: Bring the International Training Consulting Group, (Date TBD) Conference to your agency. Inc. Charles Blockett, Jr. & The October Webinar features a session from the Conference. Contact Carrie Hoover by e-mail at [email protected] Associates for more information. November 8 Webinar: Compensation – IPMA-HR Benchmarking Survey Results Sponsored by Fox Lawson & Associates LLC Contact Carrie Hoover by e-mail at [email protected] for more information.

2008 April 2-4 2008 Western Region IPMA-HR Conference “Panning for Progress: Finding the HR Nuggets” Holiday Inn Capital Plaza Sacramento, California IPMA-HR Long-Range April 19-23 2008 Southern Region IPMA-HR Conference Hilton Virginia Beach Oceanfront Virginia Beach, Virginia Strategic Plan Revised May 11-14 2008 Eastern Region IPMA-HR Conference Four Points by Sheraton Hyannis Resort Cape Cod he IPMA-HR Executive Council has approved a revision to the Hyannis, Massachusetts TIPMA-HR Long-Range Strategic Plan. The Long-Range June 1-4 2008 Central Region IPMA-HR Conference Strategic Plan was revised to align the plan with the priority areas identi - Marriott Country Club Plaza fied by the Executive Council. Kansas City, Missouri June 8-11 32nd Annual IPMAAC Conference The new plan includes the following five strategic goals: Oakland Marriott I Membership Oakland, California I Research/Advocacy October 18-22 2008 IPMA-HR International I Professional Development/Certification Training Conference I Assessment Flamingo Hotel I Las Vegas, Nevada Ensuring Organizational and Financial Health There are 11 objectives that have been included under the strategic goals. The complete Long-Range Strategic Plan is available on the IPMA-HR Web site at http://www.ipma-hr.org/content.cfm?pageid=378 . —N

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