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Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
Workforce Planning - A Process
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Workforce Planning - A Process

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  • Transcript

    • 1. Workforce Planning A Process Karen Arnold Kevin Williams
    • 2. Effective Workforce Plans
      • All share a 4-part theme:
      • Supply Analysis
      • Demand Analysis
      • Gap Analysis
      • Solution Development
    • 3. State of California Department of Personnel Administration Workforce Planning Model
    • 4. Step 1: Review Strategic Plan
      • Workforce planning identifies human resource needs and strategies for meeting those needs in order to ensure you achieve your strategic plan goals.
      • Step 1 provides the context and scope for your workforce planning efforts
    • 5. Context of the Workforce Plan
      • What impacts your efforts?
        • Direction of the agency – Strategic Plan
          • Customer expectations
          • Emerging developments in technology
          • New legislation
          • Changes in funding
          • Changes in external environment
    • 6. Scope of the Workforce Plan
      • Nature of Scope:
        • Individual key positions
        • Titles or title series
        • Occupations
      • Scale of Scope:
        • Single position
        • Program area or division
        • Agency as a whole
    • 7. Step 2: Identify Work Functions
      • Clearly identify the functions you will need to achieve the goals of the strategic plan (within the chosen scope)
        • Focus on the functions , not the people doing them
        • Start with a clear understanding of existing functions of the organization
    • 8. Step 3: Identify Staffing Requirements
      • Identify staff that will be needed to perform the functions within the scope. It includes:
        • The knowledge, skills, abilities (KSAs), and personal characteristics or competencies staff must have to be successful in performing each of the functions
        • The number of staff needed with each KSA or competency set
    • 9. Step 4: Project Workforce Supply
      • Profile your current work force (as defined by your scope), and determine what the supply will be after expected attrition:
        • Past actual attrition may or may not be an accurate predictor of future attrition; it is one variable to consider
        • Estimated attrition rates should be based on a number of variables, including demographic factors and historical patterns of attrition
    • 10. Step 4: Project Workforce Supply (Cont’d)
      • In order to project your workforce supply, calculate past attrition by:
        • Adding up the number of employees who left the agency and
        • dividing by the total number of employees
    • 11. Step 5: Analyze Workforce Gaps
      • Compare the expected staffing requirements (Step 3) with the projected supply (Step 4) and identify the gaps between the two:
      • The gaps will be mainly in these areas:
        • Inadequate supply of qualified people in jobs that will likely remain the same
        • Inadequate supply of people with the competencies to perform functions needed in the future
        • Excess staff performing obsolete or declining functions , or functions likely to be outsourced
    • 12. Step 6: Develop Priorities, Solutions and Implement
      • Develop potential solutions to meet staffing needs on your priority list and then implement the best solutions
      • Step 6 consists of three sub-steps:
        • Prioritize the areas with the most pressing needs
        • Identify solutions to close the gaps in these areas
        • Implement your solutions
    • 13. Step 7: Evaluate the Plan
      • To ensure that the workforce plan is effective on an on-going basis:
        • Assess what's working and what's not
        • Make needed adjustments to the plan and solutions
        • Address new workforce and organization issues that might occur
        • Establish how you will continue to monitor the plan
    • 14. TWO TOOLS TO START THE PROCESS
    • 15. Why Change Readiness?
      • Workforce Planning is a continuous, long term process because:
        • There are not enough people to fill the positions being vacated by the Baby Boomers
        • The estimate is that it will be about 15 years before there are enough people to fill available positions
      • As this is a long term and significant program you need to understand the readiness of your organization for the change
    • 16. Change Readiness
      • It is important to know where your organization is right now in order to develop an effective Workforce Program
      • There is not a right or wrong answer – there’s just what is so at the moment
      • Complete the Change Readiness Assessment and be prepared to discuss your thoughts with your neighbor
    • 17.  

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