The Impact of the Aging Workforce on Public Sector Organizations ...

www.equaterra.comGet to what matters.HR also fi nds IT systems and applications to be key tools inresponding to an increase in demand for HR services. Figure 5depicts tools that HR would leverage to respond to demand.Important Tools in Responding to Changes in Demandfor HR Services<strong>The</strong>se organizations appear to be overconfi dent that ITand automation will solve problems caused by changes indemand for services and potential constraints within <strong>the</strong>workforce. <strong>The</strong> same organizations that plan to leverageadvanced IT are likely dealing with failing legacy systems orstill lack complete incorporation <strong>of</strong> existing systems.N=2600% 10% 20% 30% 40% 50% 60% 70%Increased use <strong>of</strong> employeeself-serviceAdvanced IT tools/systems/appsIncreased use <strong>of</strong> applicantself-serviceAutomationE-LearningIncreased use <strong>of</strong> retiree self-serviceAlternate service delivery modelNo tools identified at this timeImplementation <strong>of</strong> call/servicecenterO<strong>the</strong>rFigure 5“Information technology is rarely <strong>the</strong> panacea organizationsthink it will be. In fact, depending on how IT is used orincorporated, it may even create new problems that fur<strong>the</strong>rimpede service delivery and related activities,” adds Davidson.“Organizations, especially within HR, need to be wary <strong>of</strong>forgoing better planning and data collection efforts in favor<strong>of</strong> IT. Even <strong>the</strong> most advanced IT system cannot make up fora lack <strong>of</strong> valuable information about both <strong>the</strong> constituentsdemanding service and <strong>the</strong> workforce attempting to respond.Fur<strong>the</strong>r, HR needs to recognize things like on-line applicationsor applicant tracking systems are tools ra<strong>the</strong>r than solutions.<strong>The</strong>se tools do not replace or lessen <strong>the</strong> need for an effectiverecruiting plan or retention strategies.”Respondents anticipate <strong>the</strong> public sector work environmentwill become more fl exible in response to changes in <strong>the</strong>workforce caused by potential increases in retirement. Morethan half <strong>of</strong> respondents (56 percent) anticipate an increaseduse <strong>of</strong> part-time or temporary employees in <strong>the</strong> publicsector. Forty-four percent feel that fl ex-time will becomemore common in not only attracting better applicants but inretaining current employees. Twenty-eight percent believethat increases in tele-commuting are likely, while 27 percentexpect to see increases in job-sharing. Public sector’s abilityto provide a more fl exible work environment could be a keyselling point in efforts to become an employer <strong>of</strong> choice andto attract more qualifi ed job candidates.Ano<strong>the</strong>r example <strong>of</strong> creating a more fl exible workenvironment is <strong>the</strong> common practice <strong>of</strong> hiring back retiredworkers. Many public sector organizations are able toretain workers with specifi c skills and important institutionalknowledge through <strong>the</strong>se types <strong>of</strong> arrangements. Whilerespondent feedback indicates <strong>the</strong>se arrangements <strong>of</strong>tenwork well for both <strong>the</strong> employee and <strong>the</strong> organization, it isimportant to point out <strong>the</strong> inherent risk. Organizations shouldbe careful not to rely on workers returning to <strong>the</strong> workforceafter retirement and allow this practice to prevent effortsaround capturing institutional knowledge. Organizationshave no guarantee that retiring workers will return. Fur<strong>the</strong>r,if an employee leaves with essential knowledge <strong>of</strong> a processor system, this may be used as leverage in negotiating<strong>the</strong> agreement. <strong>The</strong> rehiring <strong>of</strong> retiring workers can be asuccessful strategy but should not be <strong>the</strong> only resource whenresponding to a changing workforce.Responding to <strong>the</strong> Challenge: Strategies in Recruiting,Training and Retention<strong>The</strong> response to potential increases in retirements dependson HR’s ability to not only identify and attract new talent,but to prepare new hires and current employees to takeon new roles, succeed in <strong>the</strong>se roles and stay with <strong>the</strong>organization. With this in mind, <strong>the</strong> study included specifi cquestions around what organization’s HR and related areasare doing in terms <strong>of</strong> recruiting, training and retention <strong>of</strong>workers and what methods are truly achieving <strong>the</strong> desiredresults. Important to note, <strong>the</strong> majority <strong>of</strong> organizationsparticipating in this study are under no explicit mandate toimplement any type <strong>of</strong> workforce, recruiting, succession orretention plans. <strong>The</strong> lack <strong>of</strong> an explicit mandate may pointto a more implicit mandate for <strong>the</strong>se areas. HR may alsoinclude <strong>the</strong>se components in an overall strategic plan ra<strong>the</strong>rthan developing specifi c and separate strategies. <strong>The</strong> fi ndingsindicate today’s public sector HR recognizes some strategiesand methods as being highly effective. At <strong>the</strong> same time,it is evident that HR understands that it would like to, andprobably needs to, do more to be able to respond to futurechallenges and changes within <strong>the</strong> workforce.www.ipma-hr.orgPage 10