Workforce Planning Overview Workshop Presentation

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Workforce Planning Overview Workshop Presentation

  1. 1. Welcome to Workforce Planning Overview and Getting Started
  2. 2. Agenda 1. Workforce and Succession Planning 2. Guides and Steps 3. Strategic Planning – Management Buy-In 4. Our Multi-Generational Workforce 5. Next Steps
  3. 3. Workshop Objectives Learn why strategic planning is important Recognize the difference between workforce planning and succession planning Walk away with the resources to start workforce planning Understand the Multi-Generational Workforce Get tips for obtaining management buy-in Identify the steps in the workforce planning process
  4. 4. What is Workforce Planning? Workforce Planning is having the right people with the right skills, experiences, and competencies, in the right jobs, at the right time. Workforce planning addresses the people requirement of a strategic plan.
  5. 5. IPMA Defines Workforce Planning <ul><li>Workforce Planning is the strategic alignment of an </li></ul><ul><li>organization’s human capital with its business direction . </li></ul><ul><li>It is process where you: </li></ul><ul><ul><li>analyze the current workforce, </li></ul></ul><ul><ul><li>identify future workforce needs, </li></ul></ul><ul><ul><li>establish the gap between the present and the future, </li></ul></ul><ul><ul><li>and implement solutions so the organization can </li></ul></ul><ul><ul><li>accomplish its mission, goals, and objectives. </li></ul></ul>
  6. 6. Workforce Planning IS NOT an Exact Science Projections are not predictions… and even your best projections will not be precise! Plans should be flexible, reviewed often, revised, and evaluated for effectiveness. Not a one time project and then you’re done, it’s a process.
  7. 7. What is Succession Planning? Succession Planning is an important subset of workforce planning. Its goal is the same, but its focus is specifically on having the right leadership in place at every level of the organization.
  8. 8. What About the Merit System? The State Constitution provides for a State Personnel Board appointed by the Governor to administer the civil service system. SPB is responsible for ensuring that civil service, permanent appointments, and promotions are based on merit and competitive exams.
  9. 9. Why Are Workforce and Succession Planning Important? They enable an organization to proactively plan for and address changes in the workforce. They provide an awareness of workforce composition now and in the future. They encourage an organization to more effectively and specifically develop existing and newly hired staff.
  10. 10. Why now? <ul><li>Workforce and Succession Planning are hot topics lately…. Why is that? </li></ul><ul><li>Changing workforce </li></ul><ul><ul><li>Baby Boomers retiring </li></ul></ul><ul><ul><li>Millennials entering workforce </li></ul></ul><ul><li>Budget issues </li></ul><ul><li>HR changes </li></ul><ul><ul><li>transactional to strategic </li></ul></ul>
  11. 11. Changes in Workforce
  12. 12. Labor Market
  13. 13. Projected Top Openings
  14. 14. Silicon Valley Video 300,000 job openings are expected due to retirements in Silicon Valley alone. 50% of management and professional employees are eligible to retire in the next few years. Let’s watch video
  15. 15. California as the State Employer If we were in the Fortune 500, by size, we would be ranked 15 th .
  16. 16. State Employees By Age <ul><li>In the next </li></ul><ul><li>5 years: </li></ul><ul><li>62% of </li></ul><ul><li>CEAs/Exempts </li></ul><ul><li>50% of </li></ul><ul><li>Mgr/Sups </li></ul><ul><li>35% of Rank </li></ul><ul><li>& File </li></ul><ul><li>will be eligible </li></ul><ul><li>to retire </li></ul>
  17. 17. Workforce & Succession Planning Models <ul><li>DPA Model – in your registration packet </li></ul><ul><li>FTB Model – program level, online </li></ul><ul><li>Succession Planning Models </li></ul><ul><ul><li>Michigan (handout) </li></ul></ul><ul><li>Information Technology </li></ul><ul><ul><li>State of CA CIO Website – </li></ul></ul><ul><ul><li> IT Succession Planning toolkit </li></ul></ul><ul><ul><li>http://www.cio.ca.gov/Government/Publications/pub.html </li></ul></ul><ul><ul><li>NASCIO Survey Report (handout) </li></ul></ul>
  18. 18. Models From Other States <ul><li>Use BEST practices from other states </li></ul><ul><li>doing it right. </li></ul><ul><li>Government Performance </li></ul><ul><li>Project </li></ul><ul><li>www.pewcenteronthestates.org </li></ul><ul><li>Georgia </li></ul><ul><li>Iowa </li></ul><ul><li>Virginia </li></ul>
  19. 19. IPMA MODEL
  20. 20. THREE APPROACHES TO WORKFORCE PLANNING Workforce Approach: Examines the current workforce and occupations and projects the number and characteristics of jobs and number of employees needed to fill them at a specific point in the future. Workload Approach: Focuses on the amount and type of work the organization anticipates handling at a specific point in the future, and uses this information to project the number of resources (people and skills) needed to perform that work. Competency Approach: Identifies sets of competencies aligned with the organization’s mission, vision and strategic goals. This approach assumes the organization has already considered workforce and workload and can focus not only on the number of people, but the competencies employees must master for organizational success. Adapted from Workforce Planning Resource Guide; IPMA
  21. 21. DPA Model
  22. 22. WFP Status Check
  23. 23. WFP Steps Steps What This Step Accomplishes 1. Create or Update Strategic Plan Provides the mission and measureable goals, objectives and timeframes for accomplishing them. 2. Choose the scope for the workforce planning effort Determines the focus of the workforce planning effort. This is where you’ll tailor your efforts for your department. Leadership should determine the scope. 3. Data Collection Workforce, Workload and Competencies Identify the work functions that needs to be performed to meet the strategic goals 4. Identify Key Positions Identify the staff, both in number of staff and competencies, required to accomplish the work functions (staffing demand)
  24. 24. WFP Steps 5. Project Future Staffing Supply Project the workforce needed, including numbers and competencies, to accomplish the goals (projected staffing supply) – Look at Strategic Plan 6. Conduct a Gap Analysis Compare the staffing requirements with the projected workforce supply . This will show us where we may not have an adequate workforce to perform future work functions 7. Develop Priorities and Create Solutions Establish priorities for the gaps identified and create solutions to meet those needs. 8. Implement the Solutions This may include a written implementation plan 9. Evaluate the Plan Assess what’s working and what’s not. Make adjustments as needed. Address new workforce and organization issues.
  25. 25. Strategic Planning What if there’s no strategic plan? Can we still do workforce planning? Are there goals? Use that. Still nothing? Don’t do a gap analysis, just figure out what it will take to maintain what you have now based on who’s leaving.
  26. 26. Three groups to consider… <ul><li>Future </li></ul><ul><li>Employees </li></ul><ul><li>Issues </li></ul><ul><li>Recruiting </li></ul><ul><li>Selecting </li></ul><ul><li>Becoming Productive </li></ul><ul><li>Those who will be with you </li></ul><ul><li>Issues </li></ul><ul><li>Retaining </li></ul><ul><li>Developing </li></ul><ul><li>Succession preparation </li></ul><ul><li>Adding Value </li></ul><ul><li>Those who will be leaving </li></ul><ul><li>Issues </li></ul><ul><li>Transfer of knowledge/ skills </li></ul><ul><li>Replacing </li></ul><ul><li>Leaving a legacy </li></ul>
  27. 27. Data and Analysis Workshops at this conference: Data Collection Workforce Analysis SCO – reports you can request through MIRS SPB – age demographic info, workforce analysis EEO issues
  28. 29. Competencies <ul><li>A competency is an observable </li></ul><ul><ul><ul><li>Skill </li></ul></ul></ul><ul><ul><ul><li>Demonstration of knowledge </li></ul></ul></ul><ul><ul><ul><li>Ability </li></ul></ul></ul><ul><ul><ul><li>Personal characteristic </li></ul></ul></ul><ul><li>… that results in </li></ul><ul><li>behaviors that are </li></ul><ul><li>measureable and </li></ul><ul><li>contributes to more </li></ul><ul><li>effective performance. </li></ul>
  29. 30. Competency Dictionary <ul><li>Available on DPA’s website </li></ul><ul><li>Created by HR Mod </li></ul><ul><li>Communication </li></ul><ul><li>Listens to others and communicates in an effective manner. </li></ul><ul><ul><li>Knows that listening is essential to understanding </li></ul></ul><ul><ul><li>Ensures that others involved in a project or effort are kept informed about developments and plans </li></ul></ul><ul><ul><li>Ensures that important information from management is shared with employees and others as appropriate </li></ul></ul><ul><ul><li>Shares ideas and information with others who might find them useful </li></ul></ul><ul><ul><li>Keeps manager informed about progress and problems </li></ul></ul><ul><ul><li>Ensures that regular consistent communication takes place within area of responsibility </li></ul></ul><ul><ul><li>Gives and receives constructive feedback </li></ul></ul>
  30. 31. Implementing solutions Examples of solutions i.e. start formal mentoring program Staffing Shortage Solutions – HANDOUT Retention Training and Development Career Development Organizational Development
  31. 32. Selecting Strategies For: <ul><li>Skills </li></ul><ul><li>Gaps </li></ul><ul><li>Succession Planning </li></ul><ul><li>Targeted recruitment and selection </li></ul><ul><li>Customized Training </li></ul><ul><li>Career Development </li></ul><ul><li>Skills Surpluses </li></ul><ul><li>Retraining </li></ul><ul><li>Reassignment </li></ul><ul><li>Voluntary downshifting </li></ul><ul><li>Voluntary Separation </li></ul><ul><li>Reduction in Force </li></ul><ul><li>Retention and Productivity </li></ul><ul><li>Employee Surveys </li></ul><ul><li>Organizational development initiatives </li></ul><ul><li>Pay Options </li></ul><ul><li>Challenging assignments </li></ul><ul><li>Recognition programs </li></ul><ul><li>Alternative work arrangements </li></ul><ul><li>EAP Referrals </li></ul>
  32. 33. Evaluating the Plan Use Performance Measures i.e. - We’ve reduced turnover by 10% by implementing a manager training program. - We saved $50K by revising outdated processes.
  33. 34. Next Steps How to get started on your workforce planning project: Do you have management buy in? Current strategic plan?
  34. 35. How to get management buy in REALITY CHECK Do a draft “retirement eligibility” report for exec staff
  35. 37. How to get management buy in Include senior management in the WFP process Create an action plan and get management to approve it
  36. 38. Initiating WFP Can Be Challenging <ul><li>Department-wide efforts need Executive support </li></ul><ul><li>May need to start where you have program </li></ul><ul><li>management interest </li></ul><ul><li>May need to focus on one or two functions </li></ul><ul><li>Don’t just project problems, develop and </li></ul><ul><li>implement solutions that show results </li></ul><ul><li>Internal expertise may be lacking </li></ul><ul><li>Set reasonable timeframes </li></ul><ul><li>Start NOW! </li></ul>
  37. 39. Implementing Culture Change Implementing culture change – it’s not a project, it’s a continuous process Stress the importance of communication
  38. 40. Strategic Plan Current strategic plan? Yes? Great! Review it. No? Talk to your Director. Offer to lead a team to create and/or update the plan. SWOT Analysis - HANDOUT
  39. 41. Meet with Your Director Verify the Strategic Plan Lay out the Action Plan Get their view on the Scope Workforce Planning is an EXECUTIVE function, leaders must take ownership of this
  40. 42. Set up Two Teams <ul><li>Stakeholder Group </li></ul><ul><ul><li>Steering Committee for project. Provides management buy in and accountability, they define scope of project, approve priorities and recommendations from Design team. </li></ul></ul><ul><li>Design Team </li></ul><ul><ul><li>Does the data collection and workforce analysis. Reports to Stakeholder group recommendations for priorities and solutions. Create implementation plan. </li></ul></ul>
  41. 43. Communicate Communicate Communicate
  42. 44. Where to Get Help List of resources - HANDOUT DGS MSA – on Resources List DPA Statewide Workforce Planning Program New website/Toolkit up in December Ad Hoc group – meets Dec. 9 at 10 a.m. at SPB auditorium
  43. 45. Questions??
  44. 46. THANK YOU FOR CHOOSING THIS WORKSHOP! I HOPE YOU ENJOYED OUR TIME TOGETHER!

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