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Workforce Planning A Process Karen Arnold Kevin Williams

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Effective Workforce Plans <ul><li>All share a 4-part theme: </li></ul><ul><li>Supply Analysis </li></ul><ul><li>Demand Analysis </li></ul><ul><li>Gap Analysis </li></ul><ul><li>Solution Development </li></ul>

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State of California Department of Personnel Administration Workforce Planning Model

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Step 1: Review Strategic Plan <ul><li>Workforce planning identifies human resource needs and strategies for meeting those needs in order to ensure you achieve your strategic plan goals. </li></ul><ul><li>Step 1 provides the context and scope for your workforce planning efforts </li></ul>

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Context of the Workforce Plan <ul><li>What impacts your efforts? </li></ul><ul><ul><li>Direction of the agency – Strategic Plan </li></ul></ul><ul><ul><ul><li>Customer expectations </li></ul></ul></ul><ul><ul><ul><li>Emerging developments in technology </li></ul></ul></ul><ul><ul><ul><li>New legislation </li></ul></ul></ul><ul><ul><ul><li>Changes in funding </li></ul></ul></ul><ul><ul><ul><li>Changes in external environment </li></ul></ul></ul>

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Scope of the Workforce Plan <ul><li>Nature of Scope: </li></ul><ul><ul><li>Individual key positions </li></ul></ul><ul><ul><li>Titles or title series </li></ul></ul><ul><ul><li>Occupations </li></ul></ul><ul><li>Scale of Scope: </li></ul><ul><ul><li>Single position </li></ul></ul><ul><ul><li>Program area or division </li></ul></ul><ul><ul><li>Agency as a whole </li></ul></ul>

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Step 2: Identify Work Functions <ul><li>Clearly identify the functions you will need to achieve the goals of the strategic plan (within the chosen scope) </li></ul><ul><ul><li>Focus on the functions , not the people doing them </li></ul></ul><ul><ul><li>Start with a clear understanding of existing functions of the organization </li></ul></ul>

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Step 3: Identify Staffing Requirements <ul><li>Identify staff that will be needed to perform the functions within the scope. It includes: </li></ul><ul><ul><li>The knowledge, skills, abilities (KSAs), and personal characteristics or competencies staff must have to be successful in performing each of the functions </li></ul></ul><ul><ul><li>The number of staff needed with each KSA or competency set </li></ul></ul>

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Step 4: Project Workforce Supply <ul><li>Profile your current work force (as defined by your scope), and determine what the supply will be after expected attrition: </li></ul><ul><ul><li>Past actual attrition may or may not be an accurate predictor of future attrition; it is one variable to consider </li></ul></ul><ul><ul><li>Estimated attrition rates should be based on a number of variables, including demographic factors and historical patterns of attrition </li></ul></ul>

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Step 4: Project Workforce Supply (Cont’d) <ul><li>In order to project your workforce supply, calculate past attrition by: </li></ul><ul><ul><li>Adding up the number of employees who left the agency and </li></ul></ul><ul><ul><li>dividing by the total number of employees </li></ul></ul>

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Step 5: Analyze Workforce Gaps <ul><li>Compare the expected staffing requirements (Step 3) with the projected supply (Step 4) and identify the gaps between the two: </li></ul><ul><li>The gaps will be mainly in these areas: </li></ul><ul><ul><li>Inadequate supply of qualified people in jobs that will likely remain the same </li></ul></ul><ul><ul><li>Inadequate supply of people with the competencies to perform functions needed in the future </li></ul></ul><ul><ul><li>Excess staff performing obsolete or declining functions , or functions likely to be outsourced </li></ul></ul>

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Step 6: Develop Priorities, Solutions and Implement <ul><li>Develop potential solutions to meet staffing needs on your priority list and then implement the best solutions </li></ul><ul><li>Step 6 consists of three sub-steps: </li></ul><ul><ul><li>Prioritize the areas with the most pressing needs </li></ul></ul><ul><ul><li>Identify solutions to close the gaps in these areas </li></ul></ul><ul><ul><li>Implement your solutions </li></ul></ul>

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Step 7: Evaluate the Plan <ul><li>To ensure that the workforce plan is effective on an on-going basis: </li></ul><ul><ul><li>Assess what's working and what's not </li></ul></ul><ul><ul><li>Make needed adjustments to the plan and solutions </li></ul></ul><ul><ul><li>Address new workforce and organization issues that might occur </li></ul></ul><ul><ul><li>Establish how you will continue to monitor the plan </li></ul></ul>

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TWO TOOLS TO START THE PROCESS

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Why Change Readiness? <ul><li>Workforce Planning is a continuous, long term process because: </li></ul><ul><ul><li>There are not enough people to fill the positions being vacated by the Baby Boomers </li></ul></ul><ul><ul><li>The estimate is that it will be about 15 years before there are enough people to fill available positions </li></ul></ul><ul><li>As this is a long term and significant program you need to understand the readiness of your organization for the change </li></ul>

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Change Readiness <ul><li>It is important to know where your organization is right now in order to develop an effective Workforce Program </li></ul><ul><li>There is not a right or wrong answer – there’s just what is so at the moment </li></ul><ul><li>Complete the Change Readiness Assessment and be prepared to discuss your thoughts with your neighbor </li></ul>