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Home My WebLink AboutAgenda Packet - EVWD Board of Directors - 10/08/2015 S PECIAL BOARD MEETING Oc tober 8, 2015 at 9:00 AM 31111 Greens p o t Road Highland , CA 92346 AGENDA CALL T O ORDER PLEDGE OF ALLEGIANCE RO LL C ALL OF BOARD MEMBER S PUBLIC COMMENTS Any p ers o n wis hing to s p eak to the Board of Directo rs is as ked to c o mp lete a S p eaker Card and s ub mit it to the Dis tric t Clerk prior to the s tart of the meeting. Each s p eaker is limited to three (3) minutes , unless waived b y the Chairman o f the Board. Und er the State of C alifo rnia Brown Act, the Board of Direc tors is prohib ited from d is cus s ing o r taking ac tio n on any item not lis ted on the posted agenda. The matter will auto matic ally be referred to staff fo r an ap p ro priate respons e o r actio n and may appear o n the agenda at a future meeting. 1.Generations in the Workp lace Presentatio n 2.S uc cession Planning Efforts Rep o rts 3.General Manager/CEO 4.Legal Counsel Report 5.Board o f Directo rs Comments ADJOUR N Purs uant to Government Co d e Sec tio n 54954.2(a), any reques t fo r a d is ab ility-related modific ation or ac commod ation, including auxiliary aids o r s ervices, that is sought in order to participate in the ab o ve agend ized pub lic meeting s hould be d irected to the Dis tric t Clerk at (909) 885-4900. Presented By: Laura Kalty October 8, 2015 Now I Know My X, Y, Z: Won’t You Succession Plan With Me? 2 Agenda •Identify the Current Generations in the Workplace •Discuss Generational Differences and Shared Values •Address Legal Issues Related to Generational Diversity and Succession Planning •Succession Planning Ideas 3 Why This Workshop Now? •First Time in History Five Generations Have Been in the Workplace Together Current Generations in the Workplace 5 Identifying the Generations Traditionalists 1922-1943 6 Identifying the Generations Baby Boomers 1943-1960 7 Identifying the Generations Gen X 1960-1980 8 Identifying the Generations Gen Y (Millenials) 1980-late 1990s/2000 9 Identifying the Generations Generation Z Late 1990s/2000… 10 Identifying the Generations: EVWD Baby Boomers 25% Generation X 50% Millennials 25% Engineering /Operations 11 Identifying the Generations: EVWD Baby Boomers 18% Generation X 47% Millennials 35% Management & Supervisory Group 12 Identifying the Generations: EVWD Baby Boomers 10% Generation X 50% Millennials 40% Senior Management 13 Identifying the Generations: EVWD Eligible for Retirement 28% Not Eligible for Retirement 72% Retirement Eligibility Within the Next Five Years Generational Differences and Shared Values 15 Generational Differences Failing to take account of generational differences can lead to unnecessary conflict: •Generations Feel Threatened or Unappreciated •Generations Feel Judged •Managers Appear Unwilling to Consider Alternative Perspectives/Attitudes 16 Generational Differences •Supervisors Must Recognize That Different Generations Subscribe to Different Norms Regarding: ‒ Authority ‒ Loyalty to the Employer ‒ Work/Life Balance and Flexibility ‒ Skill-Building ‒ Workplace Relationships ‒ Role of Technology 17 Generational Differences •Authority ‒Traditionalist = Seniority/Tenure ‒Baby Boomer = Meritocracy/Success ‒Generation X = Skeptical of Authority, Willing to Question the Status Quo ‒Generation Y = Tests Authority, But Seeks Mentors 18 Generational Differences •Loyalty to the Employer: ‒Traditionalist = Very Loyal ‒Baby Boomer = Loyal, But Less So ‒Generation X = Willing to Take Opportunities With Other Employers if it Advances Career Goals ‒Generation Y = Willing to Change Jobs or Even Careers to Focus on Personal Growth and Development 19 Generational Differences •Skill Building ‒Traditionalist = Skills Can Generally Be Learned on the Job ‒Baby Boomer = Skills are Essential for Promotion and Success ‒Generation X = Skills are Valuable Insofar as They Create Employment “Portability” ‒Generation Y = Skills Allow Employee to Obtain Most Favorable Job/Career Opportunities For Their Lives 20 Generational Differences •Work-Life Balance and Flexibility ‒Traditionalist = Do Not Seek Work/Life Balance ‒Baby Boomer = Will Work Hard Despite Potentially Negative Work-Life Balance ‒Generation X = Will Seek Work-Life Balance Even if it Means Sacrificing Productivity ‒Generation Y = Will Demand Work-Life Balance and Flexibility Integrated Into Work Culture ‒Generation Z = Expect Work-Life Balance and Workplace Flexibility 21 Generational Differences •Workplace Relationships ‒Traditionalist = Largely Independent, Will Not Prioritize Workplace Relationships, Enjoys Mentoring. ‒Baby Boomer = Emphasizes Teamwork, Essential for Project Success ‒Generation X = Loyal to Individuals; not Entities ‒Generation Y = Workplace Relationships with Colleagues and Mentors Are Important ‒Generation Z = Reliance on Technology to the Detriment of Building Strong Relationships 22 Generational Differences •Role of Technology ‒Traditionalist = Technology May Make Hesitant or Self- Conscious ‒Baby Boomer = Views Technology as a Tool For Success, but Still Feel Uneasy ‒Generation X = Welcome Technological Advancements ‒Generation Y = Rely on Technology as a Means of Enhancing Job Performance ‒Generation Z = Rely on Technology to the Detriment of Relationship Building 23 The Challenge •Supervisors and Managers should cultivate the generational talent in their office by: ‒Adapting to Different Generations ‒Altering Potentially Long-Held Beliefs and Attitudes About the Workplace ‒Embracing Generational Diversity for the benefit of Cultivating Tomorrow’s Leaders ‒Emphasizing Shared Values ‒Share, Don’t Withhold Institutional Knowledge 24 Shared Values •The Generations Have More in Common Than They Think; Focus on Shared Values: ‒Challenging Projects ‒Competitive Compensation ‒Opportunities for Advancement ‒Respect Based on Hard Work ‒Doing “Good Work” ‒Work-Life Balance Succession Planning: Be Prepared! 26 Why Should You Care? •Currently 95% of Leadership Roles and Management Positions are Held by Traditionalists and Boomers. •However, 60% of All Workers are Generation X or Millennials. •1/5 of Current American Workforce Reaching Retirement Age by 2020. ‒25 Million Workers! •Millennials are Set to Outnumber Baby Boomers as the U.S.’s Largest Living Generation in 2015. 27 “Boomer Brain Drain” •Within Next 10-15 Years, 60% of Professional Jobs Will Require Skills Possessed by 20% of Workforce •Need to Ensure You are Looking to Fill the Void Right Now •How is Your Agency Going to Attract Younger Generation Employees and Retain Longer-Term Employees in the Future? 28 Succession Plan Basics •Make Talent Development a Strategic Focus ‒The Primary Expectation and Function of Senior Management •Invest in Professional Development •Create a Straightforward Policy that is Communicated Clearly and Consistently •Succession Planning Must Start from the Top Down 29 Overall Planning Model Each Agency Must Determine Its Future Personnel Needs: 1.Who is Leaving? 2.Who is Qualified to Fill Those Positions? Who are the Future Leaders? 3.Are We Providing the Existing Employees With Necessary Skill Base? 4.What Are We Doing to Recruit Externally? 5.Do These Personnel Needs Reflect the Future Needs of the Citizens Served? 30 Implementing Your Succession Plan •Outreach/Recruitment •Hiring •Training/Education •Awareness and Acceptance of Diversity •Motivating the Workforce •Communication/Recognition •Flexibility of Workplace •Benefits •Early Retirement Incentives •Employment After Retirement 31 Thank You! Laura Kalty Partner | Los Angeles 310.981.2000 | lkalty@lcwlegal.com http://www.lcwlegal.com/Laura-Kalty OCTOBER 8, 2015 PLANNING FOR THE FUTURE PLANNING FOR THE FUTURE 2 CHALLENGES 3 Retirement Technology Infrastructure Unknown GAP ANALYSIS •AMI •5-Year Staffing Plan •28% of Workforce Eligible for Retirement in the next 5 years •Recycled Water Effort WORKFORCE ANALYSIS •Include Staff at all Levels •Career Development Surveys •Department Succession Planning Worksheets •Identify Knowledge Pools/Capture Institutional Knowledge 4 PREPARING FOR CHANGE •Attracting the Best and Brightest –More Technological Approaches –Flexibility in Scheduling/Work-Life Balance –Overcome Negative Perceptions of Local Government Work as Boring and Bureaucratic –Enhance Job Flyer With All Programs District Offers 5 PREPARING FOR CHANGE •Retaining Our Most Valuable Resource –Enhance Onboarding Program –Enriched Training and Development Program –Employee Engagement Survey –Employee Recognition –Employee Events –Competitive Salary and Benefits 6 Empower Enhance Engage Enable IMPLEMENTATION 7 Implement Analyze Plan & Prepare •January 2016-Progress Report •Present Finalized Succession Plan •Re-visit and update Plan on an annual basis