2. PHASE 1:
ANALYSIS OF THE 'CURRENT
SITUATION'
• Even though we like to think we know our employees'
pretty well at Unihood, there's no harm I getting to know
someone a little better, hey!
• An analysis of the 'current situation' simply means taking a
detailed look into the profile of each employee to gain more
insight into their role, their expertise and qualifications, as
well as the level of training they have received. At Unihood
we love doing this, as it shows all the great transferable
skills our employees have, but it also helps us to highlight
future potential in the workforce, which may be more useful
in an alternative department or area.
3. PHASE 2:
FORECASTING FUTURE STAFFING
DEMAND/SUPPLY
• It is really important that we collate information about internal
and external factors in order to find potential areas where there
could be skill shortages in the future. We would love for you stick
under our wing forever, but we know that is just impossible!
• At Unihood, the primary action we take is looking at factors in the
internal labour market (that’s everyone at Unihood!), such as
retirement, staff turnover and promotion in the workplace. This
should pinpoint anything reoccurring and help to put strategies in
place to prevent any issues arising in the near future.
• In addition to the internal market, the external labour market has
to be accounted for. For example, unemployment trends in
certain industries and number of working age people in certain
regions. Our company is always interested in these figures
because we need to plan where we can access great new recruits
in the future!
4. PHASE 3:
DEVELOP PLANS ALIGNING CURRENT
SITUATION WITH FUTURE NEEDS
• This third phase of the process blends together the
Analysing and Forecasting to produce a definite plan.
Usually it involves harmonising existing staff numbers
and their competencies alongside what will be
required in the future. Luckily at Unihood we are a very
flexible workforce! So upskilling and redeploying is like
second nature to us. However, we cannot utilise this all
the time, so we need to ensure that there is a plan
underway for targeting the most appropriate new
recruits.
5. PHASE 4:
IMPLEMENTING PLANS
• This is where our dreams become reality, we hope!
• At this stage all the planning concerning recruitment,
training or reorganisation will finally formulate into
something tangible. In regards to recruitment, this is
the phase that the activities are implemented, for
example when job advertisements are finally created
and applications are initiated.
6. PHASE 5:
CONTROL, REVIEW AND
ADJUST
• We are BIG believers in reflective practice, therefore in
this final phase the planning should be reviewed in
terms of success- in areas with little success it is likely
that the plan will have to be amended for future
reference.
