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1. Strategic
Workforce
Planning
Framework
Your Company Name

2. 2
10:00 - 11:00 AM
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11:00 - 12:00 PM
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01:00 - 02:00 PM
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02:00 - 03:00 PM
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03:00 - 4:00 PM
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Agenda

3. SLIDE NO.Organization Development- Strategic Workforce Planning 3
Change
Management
Strategic
Workforce
Planning (SWP)
Cultural
Initiatives
Organizational
Design and
Structure
Performance
Management
High Potential
Employees
(HIPO)
Leadership &
Career
Development
Organizational
Development

4. 4Types of
Workforce
Planning
Operational Workforce
Planning – Focuses on skills and
capabilities needed within the next 6
to 18 months.
Strategic Workforce
Planning – Looks 3 – 5 year in
the future and anticipates new skills,
roles and situations that anticipates
new skills, roles and variables that
cannot be predicted but can be
prepared for.

5. SLIDE NO.Strategic Workforce Planning Model 5
01
02
03
06
05
04
Strategic Planning
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Current Workforce Analysis
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Future Requirements Analysis
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Execute and Monitor
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Workforce Action Planning
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audience's attention.
Gap Analysis
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audience's attention.

6. 6
Define
Organization's
Strategic Plan
Step 01

7. SLIDE NO.
Strategic Plan (Mission and Vision)
7
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Mission
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Value
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Vision

8. SLIDE NO.Strategic Plan (Goals & Objectives) 8
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9. SLIDE NO.Strategic Plan (Performance Requirements) 9
Function/Action
Performance Requirements
MUST WISH IDEAL
01 Text Here Text Here Text Here
02 Text Here Text Here Text Here
03 Text Here Text Here Text Here
04 Text Here Text Here Text Here

10. SLIDE NO.Strategic Plan (Core Skills & Competencies Needed for Success) 10
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Business
Skills
Core
Competency
Kills
Technical
Skills
Conceptual
Skills

11. 11
HAVE A COFFEE BREAK
We back in 10 minutes
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12. SLIDE NO.Strategic Plan (Expected Changes) 12
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33%
21%
30%
32%
32%
12%
23%
12%
29%
16%
-66%
-57%
-59%
-40%
-53%
-80% -60% -40% -20% 0% 20% 40% 60% 80% 100%
Decrease Stable Increase
Market Entry
Barriers Or
Restrictions
Local Content
Rules
Import/Export
Duties
Environment
Restrictions
Governmental
Interventions
In General

13. 13
Scan the Internal
& External
Environment
Step 02

14. SLIDE NO.External Analysis (Industry Trends) 14
$6 Bn
$18 Bn
$45 Bn
2005 2012 2020 F
Revenue
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$2.4 Bn
$3.2 Bn
$4.2 Bn
$5.1 Bn
$5.2 Bn
$6.7 Bn
$8.5 Bn
$10.1 Bn
0% 20% 40% 60% 80% 100%
FY06
FY07
FY08
FY09
FY10
FY11
FY12
FY13
Export
*FY06-13

15. SLIDE NO.External Analysis (Trends in Public Sector Employment) 15
-30%
-25%
-20%
-15%
-10%
-5%
0%
5%
10%
2010 Q3 2011 Q3 2012 Q3 2013 Q3 2014 Q3 2015 Q3 2016 Q3
Education
NHS
Police
Civil Service
HM Forces
Local Government
Other Health
and Social Work
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16. 16
External Analysis (Labour Market Forecasts)
Labour Market
Characteristic
Population,
Ages 15+
Labour Force Employment Unemployment
Unemployment
Rate(%)
Participation
Rate(%)
2016 (Actual)
783,000 491,600 447,600 44,000 9.0 62.8
2017 (Forecast)
784,800 491,900 450,100 41,800 8.5 62.7
Change (2016-
2017)
1,800 300 2,500 -2,200 -0.5 -0.1

17. SLIDE NO.External Analysis (Demographic Makeup of Customers & Employees) 17
Ethnicity
1%
Other
2%
Black
3%
Hispanic
4% Two Or
More Races
30%
Asian
61%
White
Gender
30%
Woman
70%
Man
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18. SLIDE NO.Internal Analysis (Workforce Trends) 18
Workforce Trends ,1990-2020
The percent over age 55 more than doubles
The percent over age 16-24 declines
17.90% 15.80% 13.60% 12.50%
70.20% 70.10%
66.90%
62.90%
11.90% 13.10%
19.50% 24.60%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1990 2000 2010 2020
55 and older 25 to 54 16 to 24
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19. SLIDE NO.Internal Analysis (Organizational Structure) 19
Kim Lee
General Manager
Jane Star
General Manager
Abram Smith
General Manager
Loren Smile
Senior Manager
Tomas Cross
Senior Manager
Anita Light
Senior Manager
Jack Stouts
Senior Manager
Janna Doe
Senior Manager
Eric Star
Senior Manager
John Smith
President

20. SLIDE NO.Internal Analysis (Organizational Culture) 20
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Respect
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Fun
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Context
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Responsibility
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Promotions
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High Performance
Internal
Analysis

21. SLIDE NO.Internal Analysis (Employee Morale) 21
70%
The percentage
employees that are
disengaged
21% Decrease
Productivity
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22% Decrease
Profitability
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65% Decrease
Turnover
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22. SLIDE NO.Internal Analysis (Current Levels of Performance) 22
Employee
Performance
Total Sales January Total Sales February Total Sales March
Employee 1 $8,570.00 $8,760.00 $8,570.00
Employee 2 $7,590.00 $7,670.00 $7,250.00
Employee 3 $9,500.00 $8,740.00 $8,238.00
Employee 4 $10,120.00 $9,960.00 $10,170.00
Employee 5 $8,370.00 $8,430.00 $8,420.00
$6,000.000
$6,500.000
$7,000.000
$7,500.000
$8,000.000
$8,500.000
$9,000.000
$9,500.000
$10,000.000
$10,500.000
Sales
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23. SLIDE NO.Current Staff Composition 23
Staff Composition
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Category 5 25%
Category 4 35%
Category 14%
Category 26%
Category 330%

24. SLIDE NO.Current Staff Profile- Years of Experience Needs 24
Years of Experience of Hospital
Staff
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30
73
40
90
22
25
30
10
48
2
30
0
0
20
40
60
80
100
120
Category 1 Category 2 Category 3 Categiory 4
PercentageofStaff
Staff Types
>10 Years
5-10 Years
<5 Years
Least
Experience

25. 25
Assess Future
Workforce
Needs
Step 03

26. SLIDE NO.Planning for Future Workforce Needs 26
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0% Growth 10% Growth 15% Growth
Total New Hires Needed
800 700 735 920 870 1,010
4,235
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
2011 2012 2013 2014 2015 2016 2012-2017
NumberofHeadcount
Year

27. 27
Gap
Analysis
Step 04

28. 28
WWW.COMPANYNAME.COM
Gap Analysis
Gap Dimension Current State Future State Gap
Role Segmentation
Headcount Requirements
Technical / Business Skills
Behavioral Characteristics /
Other Competencies
Experience And Education
Gap Analysis Template

29. SLIDE NO.Gap Between Current & Required Staff 29
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2422
1707
1987
401
287
923
1123
1489
75 117
0
500
1000
1500
2000
2500
3000
Category 1 Category 2 Category 3 Category 4 Category 5
NumberofStaff
Current Required

30. 30
Staff Type Current Required Gap Ratio
01 93 45 47 2.0
02 287 117 170 2.5
03 1707 1128 579 1.5
Dentistry 73 10 63 7.3
Lab 107 49 56 2.2
Radiology 221 16 205 13.8
Workforce Gap Analysis Results

31. 31
Workforce
Action
Planning
Step 05

32. SLIDE NO.Gap Closing Strategies 32
Competency
Model
Selection
Professional
Development
Succession
Retention
Professional
Development
Performance
Management
01
02
03
04
05
06
07

33. 33
Action Plan
Gap Dimension Current State Future State Gap
Role Segmentation Supporting Core
Need to be more strategic; increase
impact to operating excellence and
revenue
Headcount Requirements 15 23 8
Technical / Business Skills Two plus years consumer lending exp. Data analytics technologically savvy
Change recruiting criteria create
technical training
Behavioral Characteristics /
Other Competencies
Sales focus, strong interpersonal,
leadership, oral and written
communication skills
Inspirational leader systems thinking
intellectual curiosity risk-taker
Change recruiting criteria create
training modules on these topics;
Provide mentors
Identify developmental
Assignments
Experience And Education
Three or more years related
experience in financial institution
branch
Bachelor degree and/ or equivalent
experience in financial institution;
customer service mgmt experience
Change recruiting criteria promote
education reimbursement program

34. 34
Execute &
Monitor
Step 06

35. SLIDE NO.Icons Slide Strategic Workforce Planning Framework 35

36. Additional
Slides
36

37. 37
Vision & Mission
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Vision
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Mission

38. 38
Our Team
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Name Here
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Name Here
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Name Here
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Name Here

39. About
UsThis is a representative image, and
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39

40. SLIDE NO.Our Goal 40
01
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02
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03
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41. SLIDE NO.Comparison 41
Male
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85%
Female
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75%

42. SLIDE NO.Financial 42
$ 200
Million
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$ 300
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$ 500
Million
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Million
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$ 400

43. Quotes
…Benjamin Franklin
An investment in
knowledge pays the
best interest.
Opportunity is missed
by most people
because it dresses in
overalls and looks like
work.
You have to maintain a
culture of transformation
and stay true to your
values.
…Thomas Edison …Jeff Weiner
43

44. This is a representative
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2012
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2011
Start Timeline
44

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2015
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2014
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2013 45

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2016 46
End Timeline
2017

47. SLIDE NO.Location 47

48. SLIDE NO.Location (Continued…) 48
Australia
50% 50%
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Canada
50% 50%
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49. 49
High Speed on
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80%
Dashboard
0
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50
60
70
80
90
100

50. 50
Anita Smith
CEO
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John Graves
Financial manager
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Sofia William
Product Manager
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Marry Graves
Marketing Manager
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Important Notes

51. SLIDE NO.Puzzle 51
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01
02
03
04

52. SLIDE NO.Target 52
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03

53. SLIDE NO.Circular 53
01
02
0304
05
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54. SLIDE NO.Mind Map 54
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04
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01
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03
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02

55. 55
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03
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01
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02
Venn

56. SLIDE NO.Matrix 56
Low
High
High
SecondAttribute
First Attribute
High-Low
Quadrant
High-High
Quadrant
Low-High
Quadrant
Low-Low
Quadrant
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57. SLIDE NO.Lego 57
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05
08
04 03
07
01
06
02

58. SLIDE NO.Funnel 58
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01
05
04
03
02

59. Our
Charts
59

60. SLIDE NO.Column Chart 60
98%
0
10
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50
60
70
80
90
100
Jan Feb Mar Apr May Jun
Salesinpercentage(%)
Year 2018
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Product 01
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Product 02

61. SLIDE NO.Line Chart 61
0
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60
70
80
FY' 11 FY' 12 FY' 13 FY' 14 FY' 15 FY' 16 FY' 17 FY' 18
Salesinpercentage(%)
Financial Years
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Product 01
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Product 02

62. SLIDE NO.Donut Pie Chart 62
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Product 01
Product 03
Product 02
Product 04
Product 05
20%
08%
15%
26%
18%
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63. SLIDE NO.Bar Chart 63
0
10
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60
70
80
90
100
FY' 12 FY' 13 FY' 14 FY' 15 FY' 16 FY' 17 FY' 18
Salesinpercentage(%)
Financial years
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64. SLIDE NO.Area Chart 64
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100%
0
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80
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100
FY '12 FY '13 FY '14 FY '15 FY '16 FY '17 FY '18
SalesInPercentage(%)
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Product 01
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Product 02

65. SLIDE NO.Radar Chart 65
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Product 02
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0
5
10
15
20
25
30
35
Jan
Feb
Mar
Apr
May
Jun

66. SLIDE NO.Combo Chart 66
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0
1
2
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4
5
6
7
8
9
10
0
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100
FY' 11 FY' 12 FY' 13 FY' 14 FY' 15 FY' 16 FY' 17 FY' 18
GrowthRate(%)
MarketSize(RMB100Million)
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Product 01
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Product 02
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Product 03

67. SLIDE NO.Stacked Line 67
RevenueInPercentage
0
2
4
6
8
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FY' 15 FY' 16 FY' 17 FY' 18
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Product 02

68. Address:
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@.com
Contact Us
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69. Thank
You For
Watching
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