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Home My WebLink About96.PPP Workforce Planning Item 7.pdf Workforce • Presented by: Richard Spencer Human Resources/Risk Manager I: i I \tl�•.iV Il,� f _ 4$k Our most i F -�- _ _ important resource ,J p 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 mmna ero4ram a.o1inin/.A(aa.,alsad 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 �1 J Nk 4-1 Questions ? 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