Commonwealth of Kentucky case study
The Commonwealth of Kentucky Drives Hiring, Development and Retention
From tourism, to transportation, to education and more, the Commonwealth
of Kentucky – Personnel Cabinet provides a diversity of services to communities across the state.
As a public sector employer, Kentucky State Government is accustom to competing with the private sector for talent. However, with recordlow unemployment across the country on top of existing pay differences between public/private sector jobs, the vacant positions were piling up.
“We needed to find a way to attract talented people,” says Robbie Perkins, Director of IT for the Kentucky Personnel Cabinet, “And then we needed a way to develop and retain them.”
Cornerstone’s Recruiting and Learning Suites have proven successful in doing both. The Cornerstone implementation was fast—less than six months, the quickest of any enterprise system in Kentucky State Government to date—and affordable, actually saving IT budget and avoiding any additional appropriation of funds.
Streamlined Internal Processes
Before the Kentucky State Government could attract new candidates with opportunities, it needed to streamline its internal systems and processes. The Kentucky State Government, which oversees HR functions, had disparate systems for recruitment and learning, and no electronic solution for onboarding, performance management, or succession. Leadership didn’t have visibility into talent analytics—keeping them from using data for workforce planning or improvements to their existing processes.
With Cornerstone, the Kentucky Personnel Cabinet consolidated its recruitment and training systems and implemented onboarding, performance management and succession planning thus providing a holistic solution for talent management. This allowed the team to operate more strategically. Cornerstone streamlined and automated HR processes to make day-to-day operations better for the HR team and managers and improved analytics and dashboard reporting to help them operate with data.
In addition to having these new “talent” tools at their fingertips, the Kentucky Personnel Cabinet also rebranded employment with Kentucky State Government under the moniker “Connecting People to Purpose.” “Purpose is what employees are looking for today, so we wanted to sell that –
we even branded our new Cornerstone Talent Suite MyPURPOSE”, states Robbie Perkins.
Driving Talent Learning and Longevity
In addition to implementing Cornerstone Learning, the team implemented Cornerstone’s CyberU, a subscription to a library of online courses, branded as “CommonwealthU” internally. Over 1,400
courses are available online, 24/7—a resource that existing employees can leverage for career development. Today, CommonwealthU has over 31,000 employee users and more than 187,000
online courses were completed in the first year.
Building a Culture of Learning and Growth
Kentucky State Government also implemented a team of internal advocates called Talent Management Champions to capture and share employee stories and experiences. Using interviews, the team creates Talent Engagement Videos to help develop and sustain a culture that embraces, enables and exemplifies the Commonwealth of Kentucky’s mission, vision and values. Moreover, the videos connect employees to each other throughout their career growth.
To date, these initiatives have been met with excitement and positive feedback from employees and stakeholders. And as the program builds momentum, the Commonwealth of Kentucky’s new branding begins to become a reality: “Come for a job. Stay for a career. Make a difference for a lifetime.”
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A Federal Survey Revealed the Top HCM Challenges—Here’s How to Overcome Them
Educe Group is a Cornerstone services partner with broad experience working with government agencies. HCMG and Cornerstone OnDemand recently teamed up to conduct a human capital management study and analyze responses gathered from more than 100 government HR executives on the federal, state, and local levels. The goal of the resulting research, the HCMG State of Human Capital Management in Government Report, was to benchmark the last five years of progress in HCM in the government space, identify trends and provide guidance for leaders going forward. We have paired some of the key findings with software-based tips and best practices to help you formulate a strategy to develop and engage your workforce. The most-cited barriers to change? Culture, in tandem with organizational structure and internal communications. The agency environment moves slower than the private sector, and this translates to fewer opportunities to roll out new initiatives. Creativity can be a key asset for getting around this challenge. Government organizations can handle this challenge by taking a phased approach to the rollout of a new system or initiative: List and prioritize all of your current and upcoming business requirements. Identify those that have both high business value and low barriers for change to get started start. Developa realistic timeline for implementing initial requirements, ensuring that you build in time for a comprehensive change management effort and training for administrators, managers and employees. Establish checkpoints throughout the process to validate plans with stakeholders at various levels of the organization to build accountability, engagement and adoption. Gradually roll out additional features in manageable increments, so that you can transform your business at a realistic pace while still engaging employees with new features. Bonus tip: Consider aligning your internal release schedule with that of your system vendor’s. This will provide consistency and create an expectation of enhancements with a predictable cadence. "You have to know who on the staff is actually interested in leadership. There is many a story of how a person was identified as ’high potential’ and given extra training, mentoring, etc., only [for employers to realize] that they had no interest in a higher-level position because they didn’t want the stress or wanted to spend more time with their family than a higher-level position would allow." Leverage your talent management software to bring your employees into the conversation and gain insight into their short and long-term aspirations, as well as their current engagement and satisfaction levels. Encourage your employees to complete an online profile describing their short-term and long-term career aspirations. This will serve as a conversation starter with managers about their career path options, and how to get there from their current position. Set hierarchical goals. Have managers sit down with their team members and map out long-term objectives that roll down to short-term goals. Again, this starts a conversation that may alert the manager early on of flight risks or potential career pivots. Make use of software-based engagement tools such as on-the-spot feedback and check-ins to facilitate continuous, transparent conversations between managers and employees. Display quick and easy happiness surveys on your system home page so that employees can report on how they're feeling about their job/work/boss/business at any given time and action can be taken in cases where feedback is trending negative. "Succession planning, especially in the federal sector, is a great challenge because of the concerns of pre-selections. You don’t want to build a succession plan with any particular person in mind because that gives the appearance that there is no room for competition for those roles." Development planning for potential successors must be intentional, tracked, multi-modal and aggressive in order to improve and encourage retention of high potential employees. Start by developing standard definitions of high-performing and high-potential employees, then calibrate those management ratings with senior management and HR. Mitigate bias and deepen the organization's leadership pipeline by identifying successors through talent searches based on specific criteria such as education, performance results, calibrated succession metrics and 360 competency ratings. Use tools like cohort leadership programs to build relationships, develop an idea-exchange program, facilitate moderated online leadership discussions with senior leaders and share interactive learning experiences. Involve leaders across talent acquisition, learning and development, rewards and human resources teams to create a holistic plan for high-performing, high-potential employees. This could be a part of broader efforts such as ensuring that job descriptions are aligned appropriately with skills and proficiency descriptors and instituting knowledge/skill increase through features such as observational checklists and regular peer feedback. The results shared in the HCMG State of Human Capital Management in Government Report show that there is awareness at the HR executive level of the need to remove cultural barriers in order to accelerate change, develop stronger programs to develop high potential employees and institute more effective succession planning. Developing more tactical plans to achieve these objectives will require breaking down each objective into manageable pieces to encourage adoption, engagement and acceptance along the way. Check out the infographic to view additional key findings! Photo: Creative Commons
직원이 최상의 성과를 낼 수 있도록 유도
조직에서 가장 중요한 KPI를 직원들이 목표로 삼도록 만드는 것은 어렵습니다. 하지만 적합한 성과 관리 소프트웨어가 있다면 조직의 성공 기준을 명확히 세워 직원들에게 공동의 미션으로 제시하여 협조를 이끌어낼 수 있습니다. Cornerstone Performance 는 조직의 목표를 달성하고 직원들의 스킬 개발을 돕는 유용한 도구를 제공합니다.
Transforming the Government into an Employer of Choice for Millennials
On paper, a career in government service appears to beautifully align to the professional values and interests of millennials. A Capstrat study of millennials in the workforce revealed that balance, benefits, purpose and support trump all else for twenty-something workers — even salary. Millennials want to make a difference in society, and employment within the federal government offers countless opportunities to do so. But what is on paper is a stark contrast to what is reality. A recent Wall Street Journal article stated that federal government employees under the age of 30 hit an eight-year low of 7 percent in 2013, versus about 25 percent for the private-sector workforce. By comparison, in 1975, more than 20 percent of the federal workforce was under the age of 30. In spite of all the negative publicity surrounding government work, about 45 percent of college seniors remain very or extremely interested in working for the government, according to the National Association of Colleges and Employers. So why aren’t there more millennials employed by the federal government? The answer is simple – because federal agencies aren’t doing enough to recruit, hire, and retain them. Critical Skills, Leadership Shortages The federal government workforce is undergoing a dramatic transition. In addition to the leadership voids that are arising due to baby boomer retirements, there is also a rapidly growing need for skills and competencies required to manage the increasingly digital demands of today’s missions. While the current workforce is largely lacking this needed expertise, it could easily be obtained by strategic hiring of millennial professionals. The government cannot afford to waste any more time in addressing these issues. Millennial recruitment and workforce succession planning must elevate to the most urgent priority. According to Kimberly Holden, deputy associate director of recruitment and hiring at OPM, "the government will be lost" without technologically savvy staff able to carry agencies into a digital future. In order to build and prepare a workforce that can take on the work agency missions demand, the federal government needs to act now to recruit, onboard and retain millennial civil servants. Here is how to get started. Fix the recruiting process In spite of the urgent need for new employees and new skills, the government continues to rely on confusing, complicated and overly bureaucratic HR methods – ones that turn off even the most interested millennial candidate. Technologically savvy millennials are used to an on-demand world – and federal agencies must adapt to and meet these expectations. From improving the use of technology and social media to attract interested applicants to providing candidates more visibility and transparency into the hiring process, recruiters need to be creative in how they capture and maintain the attention of millennials to quickly convert them into agency employees. Establish career paths It’s a competitive market out there, and an improving economy is giving workers and job candidates, as opposed to employers, the upper hand. Particularly for millennials who have skills that are highly in demand across both the public and private sectors (information technology, engineering, finance), federal agencies must provide clearly defined growth and career paths to keep employees engaged, motivated, and focused on future opportunities. While we may no longer be in an era of lifetime career civil servants, agencies can still encourage millennials to have long, active and fulfilling careers at a variety of government agencies. Provide ongoing mentoring, coaching and assessment In order to keep a government job challenging and fulfilling (particularly as higher-paying private sector opportunities continue to beckon), millennials must receive ongoing coaching and mentoring from more experienced and/or longer tenured colleagues. From navigating the organizational structure to understanding growth and advancement opportunities to finding new ways to collaborate on mission requirements, a support network is critical for millennial engagement and retention. Without an influx of younger workers with much-needed skills, critical government programs may be derailed, innovation will be stymied, and the competitiveness of the U.S. compared to other nations will continue its decline. The federal government will greatly benefit from the competencies that millennials bring – digital expertise, technical savvy, and a more collaborative and inclusive approach to problem solving – as soon as they prioritize millennial recruitment and hiring.