The Participant will:know who should be involved in completing Step 5understand which deliverables are produced in Step 5.know how to do a level one analysis to rate jobs and target jobs for further WFP.understand the rationale behind identifying outcome priorities
The Participant will:know who should be involved in completing Step 5understand which deliverables are produced in Step 5.know how to do a level one analysis to rate jobs and target jobs for further WFP.understand the rationale behind identifying outcome priorities
Here you can see what you have probably become quite familiar with by now…Georgia’s WFP Model. And as you may already know, our training modules are offered in sequence and are based on this model. Today you’re in Module 3…so let’s take a look back at what was covered in the first two modules. [mouse click]In the first module, “Aligning Business & Staffing Needs,” the first three steps are covered. Step one is “Conduct Strategic and Technology Planning.” Strategic and Technology Planning is considered first as it is these plans that WFP aims to support. Once the processes and technology for achieving goals and objectives have been chosen, the WFP process can be applied so that the people component matches the needs of the overall plan.In step two, “Assess WFP Readiness,” the concern here is the willingness and capability to conduct WFP. The SWiFT tool includes a WFP Readiness assessor to assist agencies in considering commitment and availability of important resources such as time expertise, and technology. Once an assessment of these things is made there is an indication of the proper resources and methods for the WFP process.And the focal point of the first module was step 3 - Assessing the Business and Staffing Outlook. This step consists of an environmental scan to identify internal and external factors impacting or that may or will impact the agency. Based on the nature of the impacts, new objectives, responsibilities or roles can be identified, and ultimately, a prediction of future workforce staffing levels can be made. After completing step 3, agencies will have data to anticipate both characteristics and numbers of the future workforce.In the second module, “Assessing Diversity, Retirements & Turnover,” the focus is on the diversity of the workforce. Primarily, this step consists of the preparation of a series of tables containing diversity data for both the current and turnover workforce. Turnover calculations and retirement projections are also produced in this step. This data is used to compare to various groups in order to identify gaps and potential problems. Then strategies can be developed to address them.That brings us to Module 3, “Targeting Jobs Based on Strategic Outcome Priorities.” As I mentioned earlier, this course addresses step 5 of the model…”Identifying Outcome Priorities.” Now, this phrase identifying outcome priorities, I’m sure immediately triggers questions in your head…so you’re probably wondering…what does that really mean…what’s step 5 all about?
What is step 5 all about? Simply stated…as the title of this course suggests…its about targeting jobs. Targeting jobs for further steps in the workforce planning process.Step 5 is the point in the process at which you will move from looking at ALL jobs in your organization to looking at a select group of jobs.After the process outlined in step five is completed you could be working with as few as one job and as many as …well as many as you can or need to.Clearly what were doing here is narrowing the focus…but what are we targeting these jobs for?So…if we’re targeting jobs or “narrowing the focus\", we are still left with a glaring question …why is the title of step 5, “Identifying Outcome Priorities?”
Let's return to the model to answer this question. In steps 6 through 8 is the competency analysis. For the targeted jobs, you will identify needed competencies...current competencies, and perform an analysis to determine competency gaps.Also for jobs targeted, HR Strategies will be developed and implemented.
\"In the end, what comes out of WFP, based on the model, is the implementation of HR Strategies
\"In workforce planning, the analysis, the planning, and the HR strategy implementation all occur at the JOB level or various groupings thereof.\"\"And the whole point, within the context of an organization that is engaged in strategic planning, is to support the agency's strategic mission and to help the agency realize its vision.\"\"So by performing the outcome analysis process outline in Step 5...the agency's current targets may be confirmed OR the focus may be redirected.\"
\"As I mentioned just a moment ago, the output of the WFP process is the implementation of targeted HR Strategies...processes, activities, etc.Similarly, the strategic plan comes down to the execution of an action/operational plan...which is also processes and activities...the work or \"what you do\".And it is through these processes and activities that progress toward the strategic vision occurs or will occur. Remember, this is what its all about for organizations engaged in strategic planning.And to gauge any such progress? Outcomes are monitored.So what we are talking about when we say outcomes or strategic outcomes are the results of an agency's processes and activities including the results of the technology component's impact.what happenedwhat is happeningwhat we want to happen.They serve as a measure of success for how an organization is performing....strategically that is.And now you're making HR decisions on this basis.
Traditionally, Human Resources is interested in selecting the right people with the right skills.By identifying whats important now, step five provides a linking process that will help to assure that your traditional interests are directed in the right place at the right time.That is to say that HR Strategies are both targeted and timely in their impact to maximize their impact on agency wide success.
\"Who should participate in step 5. The short answer is the workforce planning team. The make-up of the WFP Team was covered in module one in discussing step one where you identify members of your workforce planning team. Some of the characteristics Tanzier discussed were:- strong institutional knowledge- knowledge of agency’s history- an understanding of the mission, vision, goals, and strategic objectives of the agencyNow, I'd like to discuss some specific characteristics important to the the make-up of the team for completing step five.
\"Knowledge of the agency's Strategic direction is important - because at the root of the outcome analysis process is the intent to link jobs to overall agency strategy. This knowledge includes a familiarity with agency-wide goals and being privy to what's on the horizon for the agency in the short term and long term.Human Resources \"As we discussed earlier, the culmination of WFP efforts is to implement HR strategies. So, as you might expect, high-level knowledge as to what's going on in that arena is important. And as we will see shortly, human resources is a specific category through which outcomes will be examined.As a major component of overall strategic planning, we know that information technology has significant impact on the way we get work done...so the WFP team needs someone with special knowledge from the IT arena as well.\"Financial Resources \"And last, but certainly not least, it might be a good idea to have someone in there who can speak to budget and cost issues...because this is the \"electrical wiring\" of an organization...budget considerations are intertwined with most all events in an agency. This area has high strategic relevance.\"Naturally, since we are targeting jobs, you might expect knowledge of job roles and responsibilities to be important to this process. The team collectively should have default knowledge job roles and responsibilities agency wide. In cases where this is not true, it may be necessary to involve certain managers and supervisors that are closer to the job and can bring that knowledge to the table.\"
For fiscal year 2003, agencies are required to complete all steps in the Model up to and including Step 9. For a complete list of deliverables, see Appendix A: in the Guidelines.Electronic ReportingAll deliverables in the plan for FY2003 are required to be submitted in MS Excel and accompanied by a written summary in MS Word. An electronic workforce planning and reporting tool, constructed in MS Excel 97, is once again provided by the Georgia Merit System. Formerly known as Rapid Workforce, it is now referred to as the Strategic Workforce Tool, abbreviated SWiFT, and pronounced “swift”. All deliverables must be submitted to the Georgia Merit System in the format provided by SWiFT. A written summary of each step and deliverable is also required. A template, in the form of an MS Word document, with suggested content for the summary report is found in Appendix B: Workforce Plan Written Summary Template. The template is also included as an attachment in SWiFT.
\"Let's look at this phase of the process...\"\"Know Outcomes: What we mean by this is to know what types of outcomes to look for when determining the strategic importance of a job. The guidelines details an approach that divides outcomes into five categories. So what I'm saying here is that, if you aren't already, become familiar with these ways of thinking about outcomes prior to moving further into this process. It could expedite the rating/targeting process and it may also increase the reliability and validity of the this outcome analysis process.Review & Preview other WFP Steps - We will be looking closer at this in just a moment. This recommendation involves:knowing and understanding the findings of the previous steps...since that information is necessary for making good decisions at this juncture.ANDlooking ahead to subsequent steps in the WFP process so you will know the implications of these decision.(i.e. targeted jobs ---------> competency profiling, levels of analysis, HRStrategy integration...implementation, evaluation, etc.\" [advance]
So let's look at the first outcome category...Strategic Outcomes. This is referring to the formal components of the strategic plan...goals, objectives, critical success factors, etc. One question you might ask is, 'Is this job critical to completing a strategic objective?' For example, here at GMS I happen to know that one of our strategic objectives is to design and deliver this training. And my job, Human Resources Consultant is intimately involved in this. The job of HRC is indeed critical to completing that Strategic objective. Is this job related to customer outcomes...or another way to say this might be, is this job directly responsible for a customers' experiences with or service from the agency. A good example of this is the job of Services Specialist at the Dept of Labor. The customers of the DOL include both employers and job seekers. And the services specialist is indeed critically important to the delivery of service to both types of customers.And other Strategic Plan components? For instance, the mission, success inhibitors, technology initiatives, etc.What is key here is familiarity with or access to this information. It will be difficult to make a job to outcome assessment without some knowledge of what's in the overall plan.
\"Cost Outcomes: Is this job associated with large expenses? As stated in the guidelines, these could be expense related to payroll, worker errors, the use of expensive equipment, etc. For example, I'll use the DOL Services Specialist example again. That one job has well over 500 incumbents likely making up a significant portion of the agencies total employment. This is a 'high incumbent' job and may be associated with large payroll costs.Or take for example the DOT employee that operates expensive heavy equipment. One wrong move and there goes possibly hundreds of thousands of dollars.Outcome Changes - Basically...is this job new or changing? As stated more specifically in the guidelines, is this job newly created, is it affected by new technology, new processes, or a change in output requirements?Changing could mean growing. In step 3, the Business and Staffing Outlook, you indicate whether a job is increasing, declining or not changing in employee numbers. Whether it is increasing or decreasing may be an important consideration here.Another example, again I'll use my experience with DOL. The Services Specialist was affected by a new federal law called the Workforce Investment Act. It led to some changes in the services delivered as well as the way they were delivered. A new, web-based computer system was implemented which also had significant impacts on the job.\"\"Human Resources Strategy Outcomes - you may have seen this labeled in the guidelines as \"Workforce Strategy Outcomes.\" In early versions of the guidelines as well as swift, it is labeled as \"HR Outcomes\" or HR Strategy Outcomes\" And because I'm using several screen shots of SWIFT in this presentation, it is presented here as \"HR Strategy Outcomes.Now...Human Resources Strategy Outcomes - Are there problems with the results of HR processes applied to this job? For example, high turnover - a retention problem, a lack of applicants - a recruiting problem, perhaps training for a particular job does not appear to be effective. And lastly, Diversity Outcomes - Is this job associated with known diversity issues or challenges? The identification of diversity imbalances is part of step four of the WFP process. The diversity of the current and turnover workforce is analyzed and compared to internal groups, the general population, relevant labor markets and customer bases. If gaps exist, there may be a need for further analysis in those jobs.
A review of WFP Steps would involve looking back at findings and conclusions of steps one through four. Step one is Strategic and IT planning. This is important because the outcome analysis process involves linking jobs to strategic outcomes. We discussed this earlier when we looked at the Strategic Outcome Category. So the need for familiarity with the Strategic Plan and its components is there.\"Workforce Plan Findings, Conclusions, and deliverables...a preview and review of the WFP process means, as I mentioned earlier, looking at all of the other steps in the plan. Previous steps are important in the plan because the findings and conclusions of those steps are important input for decisions to be made now in step 5. Subsequent steps are important to know because they represent the amount and nature of work to be done for the subset of targeted jobs.- Focus on summary narratives...if they have been completed they would be the easiest way to review.- Use the Summary Template...if the narratives are not completed, the template can be used in looking over the data to guide you in what to look for.- Workforce Planning Guidelines & Appendix ? ...for subsequent steps, the guidelines along with appendix provide the best indication of what those steps entail.
The next phase I want to discuss is 'Rating Jobs'.On the slide, I simply want to point out the loop here indicating that this phase may have more than one cycle. I'll discuss that further in just a moment.
As we discussed earlier, the whole team's participation is important for a good outcome analysis and making good decisions in step 5.
\"If you recall, step 5 has three deliverables. The one for this part of the process is the first matrix, 'Target Jobs According to Outcome Priorities\" On the matrix, relate...
This is the Rating Scale...pretty simple, How strongly is each job related to outcomes is each category?Is it highly related? Moderately related? Or does it have a low level of importance to those outcomes?
This is a screen shot of this matrix from SWIFT...You get started by copying and pasting the list of job titles out of step 4. Next, as you can see, ratings of high, medium, low are entered into the matrix. Let's look at an example of a job and a rating.The job is benefits specialist one . The category we'll look at is Outcome Changes,. The team will make this determination. The rating entered here is high. (we will discuss the rationale for this rating a little later). Finally, based on all of the outcome factors, the team decides on an overall rating.
Here you can see what the matrix looks like with ratings for several jobs already entered. When all of the ratings are complete the next step is to sort the ratings by simply clicking on this sort button. This will bring the jobs rated High to the top of the sheet.At this point this matrix is NOT complete. After we discuss, selecting target jobs, we will revisit this matrix.
First the team will need to convene, possibly more than once depending on the number of jobs your agency has.
Next, the teams decides on ratings for the jobs. We envisioned two ways the decisions may be recorded... You can use a worksheet copied out of SWIFT like the one used in our class exercise. Or, if you have access to a laptop, you might want to set it up in the meeting and enter the ratings directly into the tool. You can group jobs at this point if you have a way that makes sense to you; just tell us what the grouping is and your rationale.
To rate overall importance of a job, a judgement will have to be made by the team.
Due to the many variations and combinations of outcomes you may be faced with, there is no formula for doing this...none other than simply weighing all of the other outcome factors to arrive at a judgement of the job’s overall importance.
Finally...sort by...As we have seen, this is nothing more than a mouse click that brings the highly rated jobs to the top of the list.
The next phase of this process is Targeting jobs.
\"Input from all of the team's members will still be important at this point.
Both matrices that are deliverables for step 5 are related to targeting jobs. On the first matrix, which we've already seen, ...After entering all of the ratings and sorting them, the jobs you are going to target are indicated.
As you see here on this screen shot, the jobs have been sorted by overall rating.To indicate which jobs are going to be targeted simply double-click in the WFP Target? column.An \"X\" is entered into the cell, AND the job is automatically copied to the 2nd matrix along with all of its ratings.
The second matrix is where the rationale for targeted jobs is entered. This is a brief description of the targeted jobs' relationships to the Outcome Categories.On this matrix, only the targeted jobs are included.
This is a screen shot of the \"Rationale for Targeted Jobs\" matrix.Let's look again at Benefits Specialist 1. We see that it ended up in the list of targeted jobs with an overall rating of high. It was rated high for Outcome Changes and the reason for that is briefly described here. This is similar to the example I used earlier of technology and process changes for the DOL Services Specialist job which generated a need for some new or different skills.\"
\"Narrowing the focus/Consider High Importance Jobs vs. Resources. Once jobs are rated and sorted by importance, special attention can be paid to the jobs of higher importance\"\"Earlier we discussed previewing subsequent WFP steps, this is the \"vs. Resources\" part of the first bullet. You need to look at what resources will be needed to successfully complete the WFP process through strategy implementation. The next steps will need to be considered to determine the time, expertise, staffing, and of course budget to get this work done.\"\"Final Strategic considerations...Job Groups vs. single jobs. Just as we rated the management jobs as a job group is our exercise, jobs can be targeted in the same fashion...as a group. The guidelines states that a job grouping might be a job family of jobs within an organizational unit.\"Again, an example from my experience with Department of Labor, I was thinking of the employees in the Career Centers (not including Supervisors and Managers) as a group where as there may be some advantages to considering Career Center Manager as a single job.\"\"Evaluating risks and potential gain - risks include negative outcomes like high, costly turnover that may worsen if not addressed or re-addressed..as the case may be. And because we've linked jobs the important strategic outcomes gains can contribute beyond the job or job group to impacting agency mission success.\"And Strategic Urgency - what is important NOW...this refers to \"the right place at the right time\" notion. What is important strategically NOW? What can wait till next cycle?\"
\"The last deliverable for step 5 is the summary narrative.\"
\"Actually, this is true for the entire process described in step 5. Its just important that the information is based on input from all of the WFP Team.\"
\"The summary narrative include more than just conclusions. It should also contain descriptions of processes and rationale. As we discussed earlier a template is provided.The template contains questions to answer along w/points to consider to guide you in provided this information.\"
\"This is another screen shot from swift. The button I referred to earlier that is on most all pages in swift links to here. Double-clicking this button will open the attached template document\"
\"Completing the Summary Narratives...Unlocking the mysteries of the matrix. This is referring to the nature of the matrix. It can be cumbersome and confusing...it is sometimes difficult to make since of all the data in that format. Swift has several improvements over last years tool, but there is still no substitute for a good ole’ summary narrative. It can neatly and concisely make sense of a tremendous amount of data.”\"Because it provides a way to be more clearly descriptive the summary narrative is more so 'the plan' than a print out of all of the matrices would be.\" \"Summary narratives can make accessing needed data or findings from previous steps. Because each step builds on the ones before it, completing summary narratives as you go can make subsequent steps less complicated.\" Lastly, the summary document could prove to be rather useful in future planning should the need arise to look back at previous workforce planning activities after some time has passed and/or new personnel assumes WFP responsibilities.
As far as preparation, we discussed becoming familiar with the outcome categories. We also discussed, reviewing and previewing the other steps in the model.Then we looked at rating jobs to determine overall importance to outcomes. And we completed an exercise that simulated this process.We discussed important considerations for choosing targeting jobs. With this we looked at both matrices that are deliverables for step 5.Finally, we talked about the importance of the summary narratives.
Targeting Jobs Based On Outcome Priorities
February - March 2002 Targeting Jobs Based on Outcome Priorities Georgia’s Workforce Planning Training: Module 3 of 5 Steve Sutton Human Resources Consultant Georgia Merit System
Georgia’s Workforce Planning Training Welcome to Targeting Jobs Based on Outcome Priorities Linking Mission To Success Through People
Course Objectives <ul><li>After completing this course, participants will: </li></ul><ul><ul><li>Know who should be involved in Identifying Outcome Priorities. </li></ul></ul><ul><ul><li>Understand which deliverables are produced for Step 5 of the Workforce Planning Model. </li></ul></ul>
Course Objectives <ul><li>After completing this course, participants will: </li></ul><ul><ul><li>Know how to do a level one analysis to rate jobs and target jobs for further workforce planning. </li></ul></ul><ul><ul><li>Understand the rationale for identifying outcome priorities. </li></ul></ul>
Agenda <ul><li>Overview of the Workforce Planning Model </li></ul><ul><li>Step 5: Key Points and Deliverables. </li></ul><ul><li>Discuss a Process for Identifying Outcome Priorities </li></ul>
Agenda <ul><li>Group Exercise: Rate and Target Jobs for further Workforce Planning. </li></ul><ul><li>Discuss the Summary Template as it relates to Step 5. </li></ul><ul><li>Question and Answer Session </li></ul>
Workforce Planning Model Implement Strategies Identify Outcome Priorities Conduct Strategic and Technology Planning Assess Diversity and Turnover Outlook Assess Business and Staffing Outlook Assess WFP Readiness Assess Diversity and Turnover Outlook Identify Outcome Priorities Identify Needed Competencies Identify Current Competencies Analyze Competency Gaps Integrate Workforce Strategies Evaluate Planning and Strategies Conduct Strategic and Technology Planning Assess WFP Readiness Assess Business and Staffing Outlook
What is Step 5 all about? Targeting jobs for further workforce planning.
Workforce Planning Model Identify Needed Competencies Identify Current Competencies Analyze Competency Gaps Integrate Workforce Strategies Evaluate Planning and Strategies Implement Strategies Identify Outcome Priorities Conduct Strategic and Technology Planning Assess Diversity and Turnover Outlook Assess Business and Staffing Outlook Assess WFP Readiness Identify Needed Competencies Identify Current Competencies Analyze Competency Gaps Integrate Workforce Strategies Evaluate Planning and Strategies
Why is Step 5 called Identifying Outcome Priorities? Because jobs are targeted based on their importance to strategic outcomes .
Human Resource Strategy HR Strategy HR Strategy impacts mission, vision, goals, etc. Impacts jobs linked to important strategic outcomes
Why are outcomes so important? <ul><li>They are results </li></ul><ul><ul><li>What happened </li></ul></ul><ul><ul><li>What is happening </li></ul></ul><ul><ul><li>What we want to happen </li></ul></ul><ul><li>They serve as a measure </li></ul>RESULTS MEASURES
By targeting jobs based on outcome priorities ... Human Resource Strategies can result in the right people in the right place at the right time .
Who should participate in completing Step 5? The Workforce Planning Team.
Who should participate? <ul><li>Having sufficient knowledge is vital </li></ul><ul><ul><li>Strategic Direction </li></ul></ul><ul><ul><li>Human Resources </li></ul></ul><ul><ul><li>Information Technology </li></ul></ul><ul><ul><li>Financial Resources </li></ul></ul><ul><ul><li>Job Roles and Responsibilities </li></ul></ul>
Electronic Reporting Required MS Excel Submission & MS Word Summary
Step 5: Identifying Outcome Priorities <ul><li>1. Matrix: “Target Jobs According to Outcome Priorities” </li></ul><ul><li>2. Matrix: “Rationale for Jobs Targeted” </li></ul><ul><li>3. Summary Narratives </li></ul>Deliverables
Review & Preview WFP Steps Rate Overall Importance Rate Jobs Rate Overall Importance Rate Jobs Sort Jobs by Overall Rating Convene WFP Team Convene WFP Team Know Outcomes Consider High Importance Jobs vs. WFP Resources Final Strategic Considerations Target Jobs for further WFP Sort Jobs by Overall Rating Consider High Importance Jobs vs. Resources Final Strategic Considerations Target Jobs for further WFP Know Outcomes
Rate Overall Importance Rate Jobs Sort Jobs by Overall Rating Convene WFP Team Consider High Importance Jobs vs. Resources Final Strategic Considerations Target Jobs for further WFP Review & Preview WFP Steps Know Outcomes Review & Preview WFP Steps Know Outcomes
The Outcome Categories <ul><li>Strategic Outcomes </li></ul><ul><ul><li>Is this job critical to completing a Strategic Objective? </li></ul></ul><ul><ul><li>Is this job closely tied to customer outcomes? </li></ul></ul><ul><ul><li>Is this job important to other components of the Strategic Plan? </li></ul></ul>
The Outcome Categories <ul><li>Cost Outcomes </li></ul><ul><ul><ul><li>Is this job associated with large expenses? </li></ul></ul></ul><ul><li>Outcome changes </li></ul><ul><ul><ul><li>Is this job new or changing? </li></ul></ul></ul><ul><li>Human Resources Strategy Outcomes </li></ul><ul><ul><ul><li>Are there problems with the results of HR processes applied to this job? </li></ul></ul></ul><ul><li>Diversity Outcomes </li></ul><ul><ul><ul><li>Is this job associated with known diversity issues or challenges? </li></ul></ul></ul>
Review & Preview Workforce Planning Steps <ul><ul><li>Step One: Conduct Strategic & Technology Planning </li></ul></ul><ul><ul><ul><li>Strategic Plan Components </li></ul></ul></ul><ul><ul><ul><ul><li>Mission, Vision, Goals, Objectives, Critical Success Factors, Success Inhibitors, Technology Initiatives </li></ul></ul></ul></ul><ul><ul><li>Steps Two through Ten: Workforce Planning </li></ul></ul><ul><ul><ul><li>What are the Findings, Conclusions, & Deliverables </li></ul></ul></ul><ul><ul><ul><li>Focus on the Summary Narratives </li></ul></ul></ul><ul><ul><ul><li>Use the Summary Template </li></ul></ul></ul><ul><ul><ul><li>See Workforce Planning Guidelines & Appendix A </li></ul></ul></ul>
Review & Preview WFP Steps Know Outcomes Consider High Importance Jobs vs. Resources Final Strategic Considerations Target Jobs for further WFP Rate Overall Importance Rate Jobs Convene WFP Team Sort Jobs by Overall Rating Rate Overall Importance Rate Jobs Convene WFP Team Sort Jobs by Overall Rating
Who should participate in rating jobs? The Workforce Planning Team.
Step 5: Identifying Outcome Priorities <ul><li>1. Target Jobs According to Outcome Priorities </li></ul><ul><ul><ul><li>On this matrix, relate all jobs to five Outcome Categories and give Overall Rating ( H, M, or L ). </li></ul></ul></ul>Rating Jobs
The Rating Scale <ul><li>How strongly is each job related to outcomes in each category? </li></ul>High = “H” Medium = “M” Low = “L”
Target Jobs According to Outcome Priorities Benefits Specialist 1 Outcome Changes Are these newly created jobs or jobs heavily affected by new technology, processes, output requirements, or growth? H OVERALL H
Target Jobs According to Outcome Priorities Sort This Sheet
How can the Workforce Planning Team go about completing this process? Rating jobs
Rating Jobs <ul><li>1. Convene the WFP Team </li></ul>
Rating Jobs <ul><li>1. Convene the WFP Team </li></ul><ul><li>2. Decide on Importance of Job to Outcomes </li></ul>
Rating Jobs <ul><li>1. Convene the WFP Team </li></ul><ul><li>2. Decide on Importance of Job to Outcomes </li></ul><ul><li>3. Rate Overall Importance </li></ul>
Rating Overall Importance Weigh all of the outcome factors... … to arrive at a judgement. ?
Rating Jobs <ul><li>1. Convene the WFP Team </li></ul><ul><li>2. Decide on Importance of Job to Outcomes </li></ul><ul><li>3. Rate Overall Importance </li></ul><ul><li>4. Sort Jobs by Overall Rating </li></ul>
Final Strategic Considerations Consider High Importance Jobs vs. Resources Target Jobs for further WFP Convene WFP Team Review & Preview WFP Steps Know Outcomes Rate Overall Importance Rate Jobs Sort Jobs by Overall Rating Consider High Importance Jobs vs. Resources Final Strategic Considerations Target Jobs for further WFP
Who should be involved in selecting the target jobs? Again, the Workforce Planning Team.
Step 5: Identifying Outcome Priorities <ul><li>1. Target Jobs According to Outcome Priorities </li></ul><ul><ul><ul><li>On this matrix, relate all jobs to five Outcome Categories and give Overall Rating ( H, M, or L ). </li></ul></ul></ul>Targeting Jobs <ul><li>Indicate target jobs </li></ul>
Target Jobs According to Outcome Priorities WFP Target? Double-click here to place an "X" by those jobs you choose to target in your workforce plan.
Step 5: Identifying Outcome Priorities <ul><li>2. Rationale for Jobs Targeted </li></ul><ul><ul><ul><li>A matrix with the list of targeted jobs with descriptions of their relationships to Outcome Categories. </li></ul></ul></ul>Targeting Jobs
Rationale for Jobs Targeted New technology and customer account processes will be implemented next year. Outcome Changes Benefits Specialist 1 H H Targeted Job Overall Rating
What kinds of things should the Workforce Planning Team consider? When targeting jobs
Targeting Jobs <ul><li>Narrowing the Focus </li></ul><ul><ul><li>Consider High Importance Jobs vs. Resources </li></ul></ul><ul><li>Final Strategic Considerations </li></ul><ul><ul><li>Job groups vs. Single jobs </li></ul></ul><ul><ul><li>Evaluating risks and opportunities </li></ul></ul><ul><ul><li>Strategic Urgency - What is most important now </li></ul></ul><ul><ul><li>Setting the stage for success and evaluation </li></ul></ul>
Summary Narratives <ul><li>Completing the Summary Narratives </li></ul><ul><ul><li>Unlocking the mysteries of the matrix </li></ul></ul><ul><ul><li>This is “The Plan” </li></ul></ul><ul><ul><li>Importance for Next Steps </li></ul></ul><ul><ul><li>Importance in Future Planning </li></ul></ul>
Let’s recap <ul><li>Preparation </li></ul><ul><li>Rating Jobs </li></ul><ul><li>Targeting Jobs </li></ul><ul><li>Summarizing </li></ul>
Step 5 Deliverables <ul><li>Matrix: Target Jobs According to Outcome Priorities </li></ul><ul><ul><ul><li>Relate all jobs to five Outcome Categories and give overall rating (H, M, or L); Indicate target jobs/job groups. </li></ul></ul></ul><ul><li>Matrix: Rationale for Jobs Targeted </li></ul><ul><ul><ul><li>List of targeted jobs/job groups with descriptions of relationships to Outcome Categories </li></ul></ul></ul><ul><li>Summary Narratives </li></ul><ul><ul><ul><li>Narrative descriptions of findings, conclusions, processes and rationale . </li></ul></ul></ul>
Training Announcements For course information and registration go to: www.gms.state.ga.us and click on Workforce Planning Modular Training February 2002 - March 2002 Workforce Planning Conference July 30, 2002 - August 2, 2002 Overview of Model and SWiFT Training November 2001 - March 2002