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Strategic Workforce Planning Session 3  Overview of the Workforce Planning Process
A short overview of the “What: of Workforce Planning..
Introduction to Workforce Planning ,[object Object],[object Object],[object Object],[object Object],[object Object]
Introduction to Workforce Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Definition of Workforce Planning ,[object Object]
Why Is Workforce Planning Important? ,[object Object],[object Object],[object Object],[object Object]
Workforce Planning Outcomes ,[object Object],[object Object],[object Object],[object Object]
Now an overview of the “How”…
Workforce Planning Outcomes
Strategy STRATEGY ASSESSMENT Review strategy and operational plans for workforce implications   Establish leadership commitment and resources, build teams, develop communication plan   Develop work plans and timelines
Data Collection ENVIRONMENTAL SCANS AND ASSESSMENTS   Conduct an Environmental Scan   Conduct a SWOT Analysis   Conduct a Supply/Demand Analysis
Data Analysis GAP ANALYSIS   Use a Competency Assessment to compare current talent to future talent needs   Identify staffing gaps and surpluses
Implementation GAP-CLOSING STRATEGIES   Competency Model   Recruitment   Selection Retention Performance Management Professional Development Succession
Lets unpack these elements..
Strategy
Strategic HR Planning anf Talent Mgt 3
Cost Efficiency Long-term Shareholder Value Revenue Growth Price Availability Brand Service Quality Operations  Management  Processes Human Capital Customer Management  Processes Innovation  Processes Regulatory  and Social  Processes Organization Capital Information Capital Financial Customer Internal Process Learning & Growth
It Is Essentially A Qualitative Analysis - Descriptive
In Assessing Your Strategy: ,[object Object],[object Object],[object Object],[object Object]
Strategy
The Capacity and Commitment Triangle
Focus
Ownership
Capacity One and only one person can be  accountable . Multiple people can be responsible and certainly others can be informed and consulted.  Source: Glen B Alleman, (2007)  Responsibility Assignment Matrix , Herding Cats http://herdingcats.typepad.com/my_weblog/2007/02/responsibility_.html  retrieved 2/8/08
The Communication Journey
In Creating Commitment etc: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategy
Work Plans
Data Collection
Environmental Scan ,[object Object],[object Object],[object Object]
Environmental Scan Toolkit Focus Area Type of Information Sources Web  Education Demographic Political Economic/Social/Cultural Geographic Technological
Internal Scan Toolkit
Internal Scan Toolkit
Organizational Climate 1) Do you know what is expected of you at work? 2) Do you have the materials and equipment to do your work right? 3) At work, do you have the opportunity to do what you do best every day? 4) In the last seven days, have you received recognition or praise for doing good work? 5) Does your supervisor, or someone at work, seem to care about you as a person? 6) Is there someone at work who encourages your development? 7) At work, do your opinions seem to count? 8) Does the mission/purpose of your company make you feel your job is important? 9) Are your associates (fellow employees) committed to doing quality work? 10) Do you have a best friend at work? 11) In the last six months, has someone at work talked to you about your progress? 12) In the last year, have you had opportunities to learn and grow?
Cost of Turnover
Data Collection
Why SWOT
Data Collection
Supply and Demand Analysis ,[object Object]
Supply and Demand Analysis ,[object Object]
Supply and Demand Analysis ,[object Object]
Supply and Demand Analysis ,[object Object]
Demand Analysis Focus ,[object Object],[object Object],[object Object],[object Object]
Demand Analysis Focus
Demand Analysis Focus
Supply Analysis Focus
Supply Analysis Focus
Supply Analysis Focus
Data Analysis
Current and Future Talent Needs
Gap Analysis Competency Sheet
Data Analysis GAP ANALYSIS   Use a Competency Assessment to compare current talent to future talent needs   Identify staffing gaps and surpluses
Staffing Gaps and Surpluses
Implementation GAP-CLOSING STRATEGIES   Competency Model   Recruitment   Selection Retention Performance Management Professional Development Succession
Implementation GAP-CLOSING STRATEGIES   Competency Model   Recruitment   Selection Retention Performance Management Professional Development Succession
Gap Closing Strategies ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic HR Planning anf Talent Mgt 3

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