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• Provides Strategic Consulting Services to Cornerstone OnDemand Clients

• Former Director of Talent Management for Treasury Department

• Implemented Unified Talent Management Solutions for multiple agencies

• Located in Washington, D.C.

IntroductionsSteve DobberowskyPrincipal ConsultantThought Leadership & Advisory Servicessdobberowsky@csod.com

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• Innovative human capital and learning expert leading organizational development strategies across the Department of Transportation to build a high-performance workplace.

• Recently featured and profiled on the cover of the Chief Learning Officer magazine for creatively using competency models to transform training into the agency’s first corporate d.University.

• Accomplished keynote speaker and presenter for several national and international audiences such as the Federal Training Officers Consortium, the National Association of African-Americans in Human Resources and, most recently, the Southeast University of Nanjing, China.

IntroductionsDr. Alfonz RuthChief Learning OfficerDepartment of TransportationDistrict of Columbia

“The private sector over the

last 20 years has developed

clear and better pathways to

employment,” says Laurel

McFarland of the Network of

Schools of Public Policy, Affairs

and Administration (NASPAA).

Governing, October 2013

“States know what needs to be done, we just are not sure how to get there.” Lee-Ann Easton, Administrator, Nevada Division of Human Resources, Workforce and Succession Planning, National Association of State Personnel Executives

2014 Survey by the National Association of State Personnel Executives and the International Public

Management Association for Human Resources on

Succession Planning

•33% of states and 36% of local agencies reported that communication and coordination is poor and/or ad hoc at best.

•47% of states and 53% of local governments have not automated their Succession Planning processes

•50% of state agencies and 35% of local agencies surveyed report unpredictable, or uncontrolled, or reactive processes.

Detailed 2015 survey responses from the National Association of State Chief

Information Officers

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Government Agencies face several challenges today:• Retirement• Increased Scrutiny and Pressure• New Talent Uninterested in Public Service• GenXers haven’t been sufficiently groomed for

succession

The World of Work is Changing

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1. Radically Embrace Millennials2. Share the Responsibility for Succession

Planning3. Go Beyond Formal Leadership Training4. Capture Knowledge now and “Know the

Flow”5. Expand Succession Planning to mid-level

positions6. Implement Unified Talent Management

Process and Systems

Six Ways to Address the Changing World

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• Commonly mislabeled as: entitled, lazy or flaky

• Millennials are willing to integrate work 24/7• They require flexibility and feedback• They MUST make a difference!• Provide opportunities for challenges• Capture their desire for innovation

Radically Embrace Millennials

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The Workforce is Changing

20202010200019701950

8%9%

10%

15%

21%

50%

Proportion of the population aged 60 years +

In 2020, half of our workforce will be

Millennials

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

mission and values

Share the Responsibility of Succession Planning

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17

Go Beyond Formal Leadership Development

Taken from the HCMG 2015 Human Capital Report

19

OF RESPONDENTS SAID THAT SHARING KNOWLEDGE WITH THEIR TEAM IS VERY IMPORTANT OR ESSENTIAL TO LEARNING IN THE WORKPLACE.

87%

What Learners Want – To Collaborate!

Bersin, Learning in the Workplace Survey, June 2013

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Four Ways to Make Learning Work

PROVIDE USEFUL

CONTENT• Problem/Solution

Orientated• Right Level of

Learning• Just-in-time

PROVIDE 24/7 ACCESS

• Real-Time• Always ‘On’• Push and Pull

Paradigm

FACILITATE COLLABORATION

• Learner-Orientated• Minimal Constraints• Task and Goal

Specific

DRIVE IMPACT

• Autonomy• Mastery• Purpose

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Diverse Content

Best-in-Class organizations support their learning strategies with the following:• 76% more likely to utilize user-generated video

content• 74% more likely to use two-way video collaboration

tools• 51% more likely to use social learning tools

Aberdeen Group’s Learning Study, December 2013

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Strategies and processes designed to identify, capture, structure, value, leverage, and share an organization's intellectual assets to enhance its performance and competitiveness.

It is based on two critical activities: (1) capture and documentation of individual explicit and tacit knowledge, and (2) its dissemination within the organization.

Capture Knowledge Now

www.businessdefinitions.com

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Humans at the Center

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Knowledge Management at its Core

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• Most focus on top-tier executives and leaders• GenXers have been groomed for succession

into executive positions• Millennials are often ignored• Create occupational advocates• Mentoring becomes a measured performance

objective• Development starts when employees walk in

the door

Expand Succession Planning

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Implement Unified Talent Management

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Challenge Cornerstone OfferingRadically Embrace Millennials Recruiting and Onboarding

Shared Succession Planning Learning and Succession

Beyond Formal Leadership Learning, Collaborative User-Generated

Capture Knowledge Now Learning, Communities and User-Generated

Expand Succession Planning Learning, Succession and Communities

How UTM Can Help Public Sector