Human Resources for Local Government: Compelling Challenges

Mohamad Alkadry, Ph.D.Associate Professor and DirectorMaster of Public Administration ProgramDepartment of Public AdministrationFlorida International University

Agenda

Local Vs. Federal (National/Central) in the United States

Key Challenges Aging Workforce and Succession Planning Accommodating the Female Talent Competing for Talent

Local government64%

State government23%

Federal13%

Distribution of Government Workers in the US – 2011UNIVERSE: 22 Million Workers

Local Vs. State & Federal

Federal, except U.S. Postal Service

10%U.S.

Postal

Ser-vice3%

State gov-ern

ment edu-catio

n11%

State gov-ern

ment, ex-clud-ing

edu-catio

n12%

Local government education36%

Local gov-ern

ment, ex-clud-ing

edu-catio

n28%

UNIVERSE: 22 Million Workers

Distribution of Government Workers in

the US – 2011

Federal Vs. State Powers

Human Resources

In the United States, local and regional governments can hire a workforce that matches community needs and budget constraints Hiring and firing government workers in service

sectors Filling open positions as needed Setting the job qualifications Determining salary levels and supplement salaries

on a performance basis Determine the number of positions of government

employees at the local level.

Total Private PA: Federal PA: State PA: Local0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

12.7 14.3

2.8 3.1 4.7

3031.6

22.7 18.522.3

19.619.9

22.6

19.416.2

9.49.3

11.5

9.89.7

18.917.7

26

2426.2

9.4 7.214.5

25.220.8

Post Grad

Bachelor's Degree

Assoc Degree

Some Col-lege

High School

< High School

Education of Employees

The Aging Workforce and Succession Planning

Total Private PA: Federal

PA: State PA: Local0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

27.2 29.4

11.619.2

14.6

22.422.6

19.4

20.921.9

24.624.1

30.1

25.827.4

25.8 23.9

38.934.2 36.1

50+

40-49

30-39

<30

Age Distribution

Assessment ofKey Positions

Identification ofKey Talent

Assessment ofKey Talent

Generation ofDevelopment Plans

DevelopmentMonitoring & Review

KeyElements

Source: BYU HRD

Succession Planning

1. Assessment of Key Positions:

• What are the competencies and experiences needed to

qualify for each key position?

2. Identification of Key Talent:

• Identified by their management’s assessment of their

performance and potential for advancement.

3. Assessment of Key Talent:

• For each person on the radar screen, primary development

needs are identified focusing on what they need in order to

be ready for the next level.

Succession Planning

Source: BYU HRD

4. Generation of Development Plans:

• A development plan is prepared for how we will

help the person develop over the next year.

5. Development Monitoring & Review

• An annual or semi-annual succession planning

review is held to review progress of key talent and

to refresh or revise their development plan.

Succession Planning

Source: BYU HRD

Sophisticated Human Resources process of identifying future need, identifying new talent and preparing the new talent for future need

Correlation between HR Department size and local government size

$$$ vary by local government – Fellowship Programs, professional development

Pool varies by local government

Fluid Workforce

Centralization Vs. Decentralization

Challenges

1971 1975 1980 1985 1990 1995 2000 2005 2006 2007 2008 2009

20

25 24

23 24 24

28

25 25 26 27 27

14

19

21 21 23

25

30

32 32 33

35 35

4.93964.684499999999995.1457 5.0616 4.9772 5.2995

6.0784.1189

6.1785 7.25697.7771

7.64378.6724 8.845

Figure 2.3. Percentage of 25-29 year-olds who attained University Degrees (1971–

2009)

Male (Bachelor) Female (Bachelor)Male (Masters) Female (Masters)

Recruiting Female Talent

Challenges

Women continue to occupy lower positions in local government at higher proportion

Women continue to be segregated in certain agencies but not others

Women continue to be segregated in certain occupations

Challenge: How do we make all local government jobs, at all levels, and in all departments competitive to women?

CORRECTIONS

EMPLOYMENT SECURITY

FIRE PROTECTION

HOSPITALS & SANATORIUMS

NATURAL RESOURCES

POLICE PROTECTION

PUBLIC WELFARE

SANITATION & SEWAGE

STREETS AND HIGHWAYS

UTILITIES & TRANSPORTATION

HEALTH

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

39%

63%

9%

74%

35%

29%

78%

17%

21%

25%

73%

42%

63%

11%

75%

47%

33%

78%

19%

19%

27%

73%

% Women New Hires % Women

Women Representation in State and Local Governments

Competing for Talent

Regional Inequalities in human resources based on size of municipality and ability to pay competitive wages

Smaller units of government have less opportunity to build expertise – employees often perform multiple jobs in small municipalities