Lisa Patt-McDaniel

(From Dayton Business Journal) Solving the mismatch between available jobs in the Southwestern Ohio area and the skills of the region's workforce was a main concern for a panel of five regional leaders at the Regional Development Forum in West Chester.Keynote speaker Lisa Patt-McDaniel, director of the Ohio Department of Development, stressed the importance of the success of the state on the people in Ohio. She told the 250 people gathered at the Savannah Center that companies are happy with the region's work force and work ethic, but the firms need employees with more technical skills.Read more.

Ohio: Need to match jobs with skills of region's workforce

When I took my first leadership position at the Ohio Department of Development in 1998, the first thing that struck me as I assessed the organization was that everyone there who had mentored and taught me about economic and community development could retire within the same timeframe. As someone who was far from considering retirement, this came as a shock. In just the immediate office, more than 200 years of history, knowledge, and experience could very well walk out the door. At the time, I did not have a clue about what “workforce planning and development” was. Still, instinctively, I knew that a lack of strategy and planning around talent could lead to the downfall of an effective organization.Strategic workforce planning, the process of aligning an organization’s talent with its long-term goals and objectives, helps to maintain service levels even as demands and circumstances change.The most important reason to undertake workforce planning is to identify and nurture talent, which is crucial for maintaining a capable and motivated workforce. Strategic workforce planning enables better talent management through proactive recruitment, development, and retention strategies. In addition, public sector organizations often operate under tight budget constraints. Strategic workforce planning helps make the best use of limited resources by ensuring that workforce investments are aligned with strategic priorities.Steps for Successful Strategic Workforce PlanningStrategic workforce planning involves forecasting future workforce needs, identifying gaps between the current workforce and future requirements, and developing strategies to bridge those gaps. This planning ensures that the organization has the correct number of people, with the right skills, in the right roles, at the right time. Key Components of Strategic Workforce Planning 1. Environmental scanning: Analyzing external and internal factors that can affect the workforce, such as economic trends, technological advancements, and demographic shifts.2. Demand analysis: Forecasting the number and types of employees needed to achieve future organizational goals.3. Supply analysis: Assessing the current workforce’s skills, capabilities, and demographics to understand what is available.4. Gap analysis: Identifying the differences between the current workforce and future needs.5. Action planning: Developing strategies to address gaps, which may include recruitment, training, succession planning, workforce restructuring, and building in an evaluation loop that signals change that would require adjustment.Identify Critical Roles and Talent PipelinesIdentifying critical roles and talent pipelines within a workforce is crucial for effective strategic workforce planning.Conduct a Job Analysis and Assess Impact on Organizational Performance Analyze all roles within the organization to understand their responsibilities, required skills, and impact on organizational goals. Determine which roles have the highest impact on the organization’s performance and outcomes. Focus on positions that directly affect strategic initiatives, revenue generation, service delivery, and regulatory compliance.Evaluate Future Needs Consider how organizational changes and technological advancements might affect the importance of specific roles in the future.Engage with senior leaders, managers, and other key stakeholders to gain insights into which roles they view as critical. Internally, assess the current workforce’s skills and potential. Identify employees ready for advancement and implement development programs such as leadership training, mentorship, and cross-functional projects. These employees become the succession plan for key positions.Externally, consider which professional organizations and educational institutions your employees engage with. Explore internships, mentoring programs, career exposure, and professional organization sponsorships for emerging talent. Ensure that pipelines are diverse and inclusive, reflecting a range of backgrounds and experiences.Plan With Data-Driven ApproachesData-driven approaches enhance workforce planning by improving accuracy and enabling informed decision making. A skills and competency analysis should include:A regularly updated inventory of employee skillsGap analysis between current and future needsData from applicant tracking systems to identify high-quality recruitment channels and hiring bottlenecks. Ensure that systems do not unintentionally exclude strong candidates. For example, requiring a bachelor’s degree for a role that may not truly need one could limit your talent pool.Monitoring time-to-fill and cost-per-hire to optimize recruitment and reduce costs

Strategies for Recruiting and Retaining Talent in the Public Sector

The article discusses the impact of effective leadership and a company's commitment to workforce development on the success of a business. Spending time and effort for the development of a workforce of leaders will translate into better retention results and equip employees with the leadership tools and confidence that will help in making them valuable contributors with a broad set of applicable skills. In corporate training, when a commitment to leadership development is combined with measurement, the underpinning of a great employee development program is formed. In fact, these two go hand in hand. Organizations that use a short list of traits, competencies, values, or imperatives to serve as desired leader behaviors seem to see more comprehensive results from their leadership programs. This list, if employed properly, can serve as the focal point for leadership development and as the yardstick for measuring leader and employee performance. There are five leadership traits that are readily recognized, powerfully recalled, and easily employed, namely, vision, organization, integrity, communication, and execution.

Lisa Patt-McDaniel

About