Another article from the same series suggests there is a number of strategies authorities can embrace to deliver contemporary succession 2014 2015 2016 2017 2018 planning: 4.6 4.7 4.4 4.4 4.3 Public sector All staff radically embrace millennials–by 2025 they will be the predominate Indoor 15.5 16.6 16.2 14.6 13.8 workforce cohort workers expand succession planning–beyond the few business-critical Local 8.5 7.6 6.6 9.6 6.9 governments leadership roles by nurturing employee development from the Outdoor workers moment they arrive in the organisation go beyond formal leadership development–the days of formal 2.9 2.9 2.4 2.1 5.0 Academic staff Public training are gone and a more demand’ approach to skills ‘on universities 9.6 9.8 11.0 10.8 15.0 development—which includes collaboration and learning from each General other—is needed 6.2 6.3 5.0 4.5 4.2 Other authorities All capture knowledge now–create and implement strategies to share knowledge, understanding what knowledge is in an organisation and Distribution (equity index) of people from culturally and how it flows linguistically diverse backgrounds implement unified talent management especially if the organisation – is siloed, talent management is not done, or done across disparate Distribution Groups systems (Dobberowsky, 2016). 2014 2015 2016 2017 2018 Strong succession planning and intergenerational learning approaches Public sector All staff 52.4 52.4 52.6 52.6 52.1 in authorities will contribute to a workforce that appropriately Local Indoor 40.5 45.3 40.4 42.9 44.5 advantage of the diverse skills, knowledge and experience of all governments workers employees. 53.4 62.6 59.3 57.8 61.8 Outdoor workers Representation of people from culturally and linguistically diverse Public Academic staff 37.4 36.9 40.2 42.7 46.5 backgrounds universities 37.3 30.8 31.8 31.4 37.4 General staff Groups Representation (%) Other authorities All staff 42.9 41.7 43.5 42.6 43.7
Another article from the same series suggests there is a number of strategies authorities can embrace to deliver contemporary succession planning: radically embrace millennials–by 2025 they will be the predominate workforce cohort expand succession planning–beyond the few business-critical leadership roles by nurturing employee development from the moment they arrive in the organisation go beyond formal leadership development–the days of formal training are gone and a more ‘on demand’ approach to skills development—which includes collaboration and learning from each other—is needed capture knowledge now–create and implement strategies to share knowledge, understanding what knowledge is in an organisation and how it flows implement unified talent management – especially if the organisation is siloed, talent management is not done, or done across disparate systems (Dobberowsky, 2016). Strong succession planning and intergenerational learning approaches in authorities will contribute to a workforce that appropriately advantage of the diverse skills, knowledge and experience of all employees. Representation of people from culturally and linguistically diverse backgrounds Groups Representation (%) 2014 2015 2016 2017 2018 Public sector All staff 4.6 4.7 4.4 4.4 4.3 Local governments Indoor workers 15.5 16.6 16.2 14.6 13.8 Outdoor workers 8.5 7.6 6.6 9.6 6.9 Public universities Academic staff 2.9 2.9 2.4 2.1 5.0 General 9.6 9.8 11.0 10.8 15.0 Other authorities All 6.2 6.3 5.0 4.5 4.2 Distribution (equity index) of people from culturally and linguistically diverse backgrounds Groups Distribution 2014 2015 2016 2017 2018 Public sector All staff 52.4 52.4 52.6 52.6 52.1 Local governments Indoor workers 40.5 45.3 40.4 42.9 44.5 Outdoor workers 53.4 62.6 59.3 57.8 61.8 Public universities Academic staff 37.4 36.9 40.2 42.7 46.5 General staff 37.3 30.8 31.8 31.4 37.4 Other authorities All staff 42.9 41.7 43.5 42.6 43.7