Workforce Planning September 2010

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Presentation made by Amanda Spalding to the UTS Organisational Development and Change Management Program September 2010 on Integrated Planning and Reporting and Workforce Management Planning.

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Workforce Planning September 2010

  1. 1. Approaches to Workforce Planning UTS Corporate Management and Organisational Change September 2010 Amanda Spalding CEO Darrell Hair Associates Management Consultants © Darrell Hair Associates – September 2010
  2. 2. Workforce Planning – Why?• Integrated Planning and Reporting Framework - Legislative Requirements A Workforce Management Strategy must be developed to address the human resource requirements of a Council’s Delivery Program. The Workforce Management Strategy must be for a minimum timeframe of four years. © Darrell Hair Associates – September 2010
  3. 3. Workforce Planning – Why?Strategic aim of workforce planning isto build an appropriate skilled,flexible, and affordable workforce thataddresses the human resourcerequirements of the Council’s DeliveryProgram and achieves thecommunity’s priorities identified inthe Community Strategic Plan © Darrell Hair Associates – September 2010
  4. 4. Workforce Planning Process• Workforce analysis• Forecast future needs• Gap analysis• Develop strategies and action plan• Implement strategies• Monitor and review © Darrell Hair Associates – September 2010
  5. 5. Workforce Planning• In its simplest form workforce planning is a gap analysis comparing current with future workforce requirements and developing actions to bridge any possible gaps that may emerge• Developing new jobs, occupations and career structures to meet changing service needs e.g. Parramatta Place Managers and Outcome Managers © Darrell Hair Associates – September 2010
  6. 6. Workforce Planning• Workforce planning is part of (not aligned to or separate from) the strategic and business planning and reporting process.• Right people with the right skills in the right jobs at the right time © Darrell Hair Associates – September 2010
  7. 7. © Darrell Hair Associates – September 2010
  8. 8. effective workforce plans• goal directed & aligned• forward looking• dynamic• evidence-based• inclusive peterberryconsultancy 8
  9. 9. elements of workforce plans• analysing organisation direction internal labour environmental factors external labour• forecasting demand & supply assumptions / scenarios• planning human resources finance / budgets staff development logistics & technology• implementing strategy policy processes & systems work practices• evaluating all aspects of workforce planning system peterberryconsultancy 9
  10. 10. benefits• balances long term thinking and short term needs• Aligns HR activity to corporate plan• develops employee engagement• provides focus for management decision-making• reduces risk of bad people / resource decisions• helps anticipate / avoid future problems peterberryconsultancy 10
  11. 11. Community Strategic Plan 10 Years+ 10 Year Resourcing Strategy 4 Year Resourcing Plan Delivery Program including Workforce Plan 4 Years Branch Service and Development Plans/Investors in People Operational Plan 1 Year One Year Financial Plan/Budget Annual Report Audited Financial Report © Darrell Hair Associates – September 2010
  12. 12. PLAN Developing strategies to improve the performance of the organisation REVIEW DO Evaluating the Taking action to impact on the improve theperformance of the performance of the organisation organisation © Darrell Hair Associates – September 2010
  13. 13. Typical Organisation Direction Where are we going? © Darrell Hair Associates – September 2010
  14. 14. Investors in People Direction This is the way we’re going?We’re allwith you © Darrell Hair Associates – September 2010
  15. 15. Branch Service Planning• Bottom up – top down integration• Service plans developed by Branches• Where are we now?• Service Plans - objectives, levels and standards; resources currently used to deliver services including assets, staff and finance• (Asset management strategy starts with services – not assets) © Darrell Hair Associates – September 2010
  16. 16. Branch Service Development Planning• Where do we want to be in four years’ time?• 4 Year Service Development Plans – environmental scan – SWOT - where is the service going, what will it contribute and what resources will it need?• Include staff development, performance measures, environmental and risk management © Darrell Hair Associates – September 2010
  17. 17. Community Strategic Plan and 4 Year Delivery Program• Where do we want to be in ten years’ time? Community Strategic Plan outcomes and service levels developed through community engagement• How are we going to get there? Integrate Service Development Plans and Community Strategic Plan to develop Council’s 4 Year Delivery Program with performance targets• Workforce Plan addresses the human resource requirements of the Delivery Program and achieves the community’s priorities identified in the Community Strategic Plan © Darrell Hair Associates – September 2010
  18. 18. Workforce Planning as part of Service Planning• Each service produces an annual Workforce Plan, covering the following 3-5 years, which• Identifies the current and future skills and numbers of employees needed to deliver new and improved services• Analyses your present workforce’s characteristics in relation to these needs• Compares your present workforce and the desired future workforce to highlight shortages, surpluses and competency gaps• Examines your diversity profile at all levels against that of the local population. © Darrell Hair Associates – September 2010
  19. 19. Workforce Planning Process• Conversations: 1st 2nd 3rd 4th meeting meeting - meeting - meeting - - LISTEN CLARITY FUTURING SOLUTIONS Build the Environmental Data Refine view burning scan analysis platform• Data analysis: © Darrell Hair Associates – September 2010
  20. 20. 8 Steps1. Environmental scan2. First conversations with Business Unit Managers3. Undertake data analysis4. Second conversations with BUMs – clarification5. Develop and refine workforce plan6. Third conversations – requirements for the future7. Building the ‘burning platform’8. Fourth conversation – putting it all into action © Darrell Hair Associates – September 2010
  21. 21. The Investors in People framework © Darrell Hair Associates – September 2010 9
  22. 22. PLAN Develop strategies to improve performance• Business Strategy - The organisation has a vision/purpose, strategy and plan.• Learning and Development Strategy - Learning priorities are clear and linked to the plan• People Management Strategy - There is equality of opportunity for development and support.• Leadership and Management Strategy - Managers are clear about the capabilities they need to lead, manage and develop people © Darrell Hair Associates – September 2010
  23. 23. DO Take action to improve performance• Management Effectiveness - Managers are effective and can describe how the lead, manage and develop their people.• Recognition and Reward - People believe their contribution is valued• Involvement and Empowerment - Ownership and responsibility are encouraged• Learning and Development - People’s learning and development needs are met © Darrell Hair Associates – September 2010
  24. 24. REVIEW Evaluate and improve performance• Performance Measurement - Impact can be demonstrated• Continuous Improvement - Evaluation results in improvement to people strategies and management © Darrell Hair Associates – September 2010
  25. 25. © Darrell Hair Associates – September 2010
  26. 26. © Darrell Hair Associates – September 2010
  27. 27. © Darrell Hair Associates – September 2010
  28. 28. © Darrell Hair Associates – September 2010
  29. 29. Randwick – Key Themes• Aligning values and workplace• Strengthening workforce capacity• Inspiring performance• Building skills and knowledge• Encouraging well being• Strong emphasis on ensuring diversity © Darrell Hair Associates – September 2010
  30. 30. Randwick - Values• Integrity• Customer focus• Accountability• Respect• Excellence © Darrell Hair Associates – September 2010
  31. 31. Blue Mountains - Focus• Maintain a focus on sustainable organisational priorities, striving to keep total employment costs in line with increases in income – ‘Living Within Our Means’• Ensure employment demographics meet organisation’s future needs © Darrell Hair Associates – September 2010
  32. 32. Blue Mountains – Focus (cntd.)• Reduce skills gaps• Encourage a culture that supports a cooperative and productive workplace• Encourage a culture that supports integration and cross functional collaboration supported by integrated service provision and systems © Darrell Hair Associates – September 2010
  33. 33. Darrell Hair AssociatesManagement Consultants Amanda Spalding CEO (02) 9453 0324amandaspalding@bigpond.com www.darrellhairassociates.com © Darrell Hair Associates – September 2010

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