HomeMy WebLinkAbout96.Operations Committee Mtg 6-1-16 - Item 6 Presentation.pdf Workforce •
Presented by:
Richard Spencer
Human Resources/Risk
Manager
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Orange County Sanitation District
General Counsel Office
Pretreatmem
Human Financial Mgmt Envimnmenlal opeations Planning
BoeN Services Reaoumes Compliance
Indusalal Source Project
Contacts Control Maintenance Management
Legislative Rnepert�rtU Purchasing& once
Pudic ARaira Sahly Matenals
Management Civil&
Laboatory 8 Cdkdicns Mechanical
Ocean Monironrg Engineering
Information Eleddcal&
Te Moogy
Instrumentation
Engineering
OCSD Demographics
"Millennials" "Silent
(1982 - 2000),_- --- _Generation"
8% (1933 - 1945)
lk 2%
51 %
"Baby
"Gen Xers" Boomers"* Retirement
Eligible
(1965 - 1981), (1946 - 1964),
42% 49%
OCSD Attrition Per Year
50
48 49
48
46
44 43
42
40
8
38
36
2011 2012 2013 2014 2015
A total of 3,429 Years of Experience Lost
OCSD Workforce Analysis
Retirement Eligibility — Entire Organization
EmployeesMedium Total
Probability Eligible for Retirement.
199 Employees
2014 47 23 129 (34% of OCSD's 586 Employees)
280 Employees
2017 78 56 146 (48% of OCSD's 586 Employees)
High (Age >=60 and Service >= 22) or Age >= 65
Medium Age>= 60 or Service>=30
Low Age>= 50 and Service>= 10
OCSD Workforce Analysis
Retirement Eligibility by Employee Group — 2014 & 2017
100%
90%
68%
70%
60% 53% 58 54% 54% 51%
50% 43%
4mc ■2014
■2017
30%
20%
10%
0%
Q
Qa�D
OCSD 's " Retirement Wave "
➢ Over 55% of Management and Supervisory
Employees were eligible to retire in 2014.
➢Almost 80% of Management and Supervisory
Employees are eligible to retire in 2017.
How we plan for our
future workforce needs
Strategic Workforce Planning
Workforce Planning Workforce Development
Workforce Planning is Essential
Talent Readiness Assessment
Workforce Vulnerability Assessment
Internship Program
Workforce Vulnerability Analysis
Positions Identified Across All Departments
w 39
35
30 25
25
20is
15
8
10
5
0
Critical Critical/Hard to Critical/Hard to Hard to Fill Retention
Fill FII/ Retention
Workforce Vulnerability Assessment
Risk Matrix Criteria
Risk Matrix Example
Tool Definitions
This tool should be used and completed by every Director for the Manager level, by
every Manager for the Supervisor level, and by the Supervisor for the remaining job
levels.
1. Organizational Impact: How a position influences the overall day-to-day operations
of the organization. Scale is 5, 3, and 1. Application dependent upon impact. Not
position default, nor level specific.
2. Organizational Awareness: How much of the organization's day-to-day operations
does this position need to understand to be effective? Scale is 5, 3, and 1.
Application dependent upon impact. Not position default, nor level specific.
3. Number of Incumbents: Number of incumbents in the subordinate classification
within the division.
4. External Labor Market: The preparer's perspective on availability of qualified
external candidates based on past experiences. (< 3, then 1, >=3 then 2)
5. Internal Labor Market: Organization wide, the number of incumbents in the
subordinate classification. The number may be less than the org wide number
based on your awareness of other factors, such as retirement, lack of interest, etc.
6. Retirement Factor: The average of all incumbents —the sum of the retirement
factors divided by the count per position. This information will come from an annual
report. IT will support developing this report.
1 (Low) Age >= 50 and Service >= 30
3 (Medium) Age >= 60 or Service >= 22
5 (High) Age >= 60 and Service >= 22 or Age >= 65
7. Risk Factor: The range is from 1%to 100%.
Organizational Organizational Internal External Retirement
Impact Awareness Labor Labor Factor �LRqffilj,WON-
Market Market Override
Human Resources Manager 5 5 1 2 5 1 1 10% 50%
Human Resources Supervisor 3 5 2 2 1 1 3%
Principal HR Analyst 3 5 4 2 1 2 1%
Sr Human Resources Analyst 3 3 4 2 1 4 0%
Human Resources Analyst 1 3 1 2 1 4 0%
Human Resources Assistant 1 1 1 2 1 1 0%
Internal External Retire
Organizational Organizational ment
Impact Awareness Labor Labor Factor
Market Market Override
Operations Manager 5 3 2 1 3 1 18%
Chief Plant Operator 5 3 12 2 1 2 0%
Operations Supervisor 3 1 8 1 3 12 0%
Lead Plant Operator 3 1 27 1 3 8 0%
Senior Plant Operator 1 1 31 1 1 27 0%
Plant Operator 1 1 1 2 1 31 0%
Formula: (B *C* G)/(D * E * H) \ 1.25 as a percent
Internal Labor Market vs number of incumbents
Why our Workforce
Development efforts are so
Important
Retain Qualified Workers
Challenges in the Labor Market
Changes in our Industry
Workforce Development Efforts
Individual Development Plans
Technical , Job-Specific Training
Leadership Development (BLAST)
Tuition & Certification Programs
OMsion 870 Training Plan
TOPIC CFAX7 PRI STAPP FYIW17 FY17119 FY16/17 FY17110 FY18119 FY19R0 MECH
CWEA Confemere NonM1em Celoan ie CEUs ALL P 4 4 4
CWEACanfamaw SOUIMm Ca"P.Mie CCua ALL A 4 4 4 ELEC
ConoiNne Training Weafaillia.4 tlay(Elecbial) ELEC A 10 10 E COMB MIME
'NFPA 70E(2 days) Com rent 01Sub 31ali0n Cerofinabon ELEC A 10 10 10 RELIABILITY
'Beancal SafeW b I Musnal Feciides(4 days M)(CornPanent of Sub Sonnan CeTOcetlm ELEC A 10 10 10 LEAOERSXIP
B Ixdat On Mainlerwrea Tedmicire 11 of dap X ant Of Sub Blatim Cnlifigtdn ELEC A 10 10 1a
Trandon-r Maintenance and TeMi (4 days% Com rent 01 Sub 3.,on Cenificabon ELEC B 10 10 10
Clcult BreeMr MMMmance-Medium Valle e4 days X )(CaWanent of Pula..anCetiIn.- ELEC 10 10 10
Badc UI cty l4 dava new hnas) ELEC c 2 2 2
Mobr Melntanance and Taeli (4 days#C ELEC 9 10 10 5
Pnnedve Foday MainWmwe baaic 4 days%2 ELEC B 10 10 5
BeM Melnlenence a%2 ELEC 10 10 5
Graondirm and Boadln0(3 dM%A ELEO 10 10 5
Landsqpe E omtion Etlucadonal CPnkrenw&TratleSw FAC A 1 1 1 1 1 1 1
Generdw Gwemw Controls Tainin CENGEN 4tla %2 1&E Slafl YE 10 10 3
E 0
INBT A 0
NST 10 1
Inehu rNde Ind11111151V INST A 5 I 5
Inlercvnnecl LURSHP 3 3 3
ASO Mad,mh,p LURSHP A 3 3 3
TPM Cemncdi0n Leadanbi LDRSHP A 4 4 4
TPW5S jSups Froduaaw InG LURSHP A T T T
SMRP Conference LaderaM LURSHP A 3 3 3
IMC 2017 LURSHP A 3 3 3
MUWG LURSHP A 3 3 3 3
S&mnq Pump Training Oda Mech And Elect. Mll 10 10 30 3 3
Cooper Engine Maintenance and Repa ,(4 day%21(Mech,and l 6E) Mll 30 30
Can"I c.Tralning W.M,11111&4 tley(Mechanlwl) MECH A 10 10 or3 E
Banc A muliw Clan.l day MECH 0 10 10 1a 5 5
In eradonand Con,essor MxM1 MECH C 16 16 0 1 4
MCMenimll Seal Class lcPn, MECH A 10 10 6
Banc Funro lneWlladon and Mainlerenw aaaa.l del MECH A 10 10 La 5 5
BancH raullcs,l da MECH 0 10 10 La 5 5
Banc Electncal fa dome nonadeNicien ltl Meer MECH 10 10 Id i
Belanre Und Ida Rebulltl MECH 10 10 4
Piping LeYoul,i dny(Pipe Mono) MECH A 10 10 10 3 2
Puce S sia Santiago RELIAB A 1 1 1 1
Balannn ofBodti Machine Adam RELIPB 1 1 1
Intermediele AMS Machine Mane er RMT-onsde L. T T 3
Lee'f Anbarne antl ft..Bwne(Bran&Trung) REL" A 2 2 2
Reliable Plant Cmkrenwoonn RELIAB B 1 1 1
Level 2 arnorne and structure Bona Adam RELIAB 1 1 1
Ma&i,Lubrication l L. 1 t t
Reliable Plant Cm Mow(&Ian.Truna&Atlem) REL" B 3 3 3 2
MacM1ine Lubrication ll Brian RELIPB A 1 1 1
Ba9c Machine ,bmtlm5 Laren RELIPB 1 1 1
Model Anel ads Usln MES VE$ Sandi RELIFB 1 1 1
ETAP Uaer Cooananw-Irvin.CA Hemall REL" A 1 1 1
New Program Leadendp 51520,515301
New Program OeliabilBy 51520,515301
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Employee Development
Tuition & Certification Reimbursement Programs
Orange County Census Bachelor's
Degree or Higher
2006 - 2014
STATE OF CALIFORNIA ORANGE COUNTY OCSD 2010
Workforce Planning &
Development Summary
Workforce Planning
Reinforces authorized staffing levels
Addresses future staffing needs
Deals with changing work requirements
Workforce Development
Strengthens the existing labor force
Prepares employees for future opportunities
Focuses efforts on developing technical skills to ensure
staff is well-trained
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