The document outlines a workforce planning framework utilizing the tricordant model, highlighting the importance of aligning organizational identity, strategy, systems, and culture. It discusses the stages of workforce strategy development, different workforce models, and the implications of supply and demand in the higher education sector. Key considerations include resource management, talent development, and the impact of changing workforce needs within academic institutions.

1. 07/04/2014 Workforce Planning 1
Workforce Planning

2. 07/04/2014 Workforce Planning
Tricordant uses the Tricord™ organisational model to reflect the
importance of aligning the organisation’s core purpose (identity)
to:
2
Planning the workforce requires
alignment across organisational
identity, strategy, systems and culture
Strategy
Systems Culture
Concept
Vision
Strategy
Goals
Objectives
Values
Spirit
Energy
Culture
Teamwork
Language
Motivation
Ethos
Evaluation
Processes
Systems
Governance
Infrastructure
Projects
People Structure
Skills
Measurement
Reward
Foundation
Reason
Core Purpose
Ethic
Uniqueness
History
Brand
Leadership
Identity
• Strategy – including the
workforce implications and
underpinning values
• Systems – covering the
operational processes and
required skills and roles to
deliver them
• Culture – the ways in which
people will need to work
together and be measured

3. 07/04/2014 Workforce Planning
Tricordant View of
Workforce Planning
Resource
Management
High utilisation
of staff
- Resource allocation
systems
- Flexible resource
management
- Performance
management
Talent
Management
Internal pipeline
of capable staff
- Succession Planning
- Career Frameworks
- Leadership
Development
Workforce
Planning
Sourcing of
workforce for
the long term
- Workforce Strategy
and Plans
- Strategic capability
frameworks
- Workforce modelling
Focus
Type of
Support
Short
Term
Medium
Term
Long
Term
Time
Scale
1 year 3 year

4. 07/04/2014 Workforce Planning
Workforce strategy development moves through six stages:
4
Tricordant Approach -
Workforce Planning
WorkforceStrategyDevelopment
Supply vs.
Demand
Modelling
Workforce
Strategy
Development

5. 07/04/2014 Workforce Planning 5
Workforce Models vary by
Time & Data Type Text
Qualitative
Short Term Long Term
Research-led Teaching Strategy
0%
10%
20%
30%
40%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Research Intensive Strategy
0%
5%
10%
15%
20%
25%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Research Intensive Research Led Teaching
Professional Formation Strategy
0%
10%
20%
30%
40%
50%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Professional Formation
Knowledge Services Strategy
0%
5%
10%
15%
20%
25%
30%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Knowledge Services
Specialist / Niche
Discipline based and
internationally
recognised research
with research income
making up 40%-50%
of income
Discipline based
teaching underpinned
by strong research
capabilities, with
teaching making up
60%+ of income
Strategy based on
translation of
research knowledge
into business / social
application.
Supplemented by
other income.
Focus on needs of
employers and
individual’s
professional careers
through CPD &
lifelong learning
(75%+ teaching)
Typically small institutions focussed on particular areas of practice e.g. creative arts, agriculture. No archetypal profile.
English Universities - Workforce Plan for all Staff (300,000+ staff)
ASSURANCE
8%
INSTALL
5%
PROJ ENG
20%
SIGNAL DESIGN
15%SYSTEMS APPS
ENG
7%
SYSTEMS ENG
35%
TEST
5%
RESEARCH
5%
ASSURANCE
4%
INSTALL
17%
PROJ ENG
10%
SIGNAL DESIGN
42%
SYSTEMS APPS
ENG
9%
SYSTEMS ENG
6%
TEST
12%
Future
Mainline now Mass Transit now
Legacy
Potential mix of the future
ASSURANCE
8%
INSTALL
5%
PROJ ENG
18%
SIGNAL DESIGN
28%
SYSTEMS APPS
ENG
3%
SYSTEMS ENG
32%
TEST
6%
Work
dominated by:
Key roles:
Bespoke legacy systems
Signalling Designer
Systems Applications Engineers
Building commodity
solutions
Signalling Designer
Systems Applications Engs.
Product Development
Bespoke complex
control systems
Integrator
Project Engineering
Systems Engineering
Disruptive technology
solutions
Integrator
Researcher
Systems Engineering
Engineering Firm - Strategic Workforce Plan and Assessment
Design / Project Engineering Actuals vs Ideal Integrator
0
1
2
3
4
Product Knowledge
Systems Knowledge
Industry Knowledge
Customer Focus***
Effective Communication***
Engineering Safety
Safety-Quality-Environment
Installation Management
Installation Delivery
Component Testing
System Testing
Requirements Analysis & System Specification
Schema Design
Systems Thinking
Problem Option Analysis
Subcontract Management
Decision Making
Engineering Process
People Management***
Planning***
Monitoring & Change Control***
Risk Management***
Commercial Awareness***
Sense Making
Innovation / Creativity
Calculated Risk Taking
Direction Setting
Act with Integrity
Display Adaptability
Demonstrate Interest in Others
Exhibit self-awareness and develop oneself
Drive for Results
Integrator Ideal Profile
Senior Project Eng Manager
Systems Engineering Manager
Design Performance Manager
Government Dept – Succession Planning and Talent Pools
Quantitative
Current
Successors
Talent Pool
= Strong desire for career progression in next 12 months (indicated by number in brackets)
= Don’t have strong desire for career progression in next 12 months
Government Dept – Analysis of Policy Professional Requirements

6. 07/04/2014 Workforce Planning
The funding body wanted a 10-15 year high level
workforce plan for both academic and support staff
across the English higher education system.
6
English Universities
Long Term Workforce Plan

7. 07/04/2014 Workforce Planning 7
Future HE Workforce
Framework:
Supply & Demand Implications of Trends
StructuresManagement
PeopleJobs
The imperatives
for mobility,
flexibility and
personalisation of
employment
terms
Impacts of trends
in the supply of
the future
workforce
The importance of
effective and
strategic
leadership of
workforce
development in
HEIs
The changed
nature of work
and careers in
HE and the
skills required
SUPPLYDEMAND

8. 07/04/2014 Workforce Planning 8
Stages in supply &
demand analysis
Factors driving change in HE
(e.g. level of public funding)
Demand for teaching, research,
enterprise and other activity
Nos, types and mix of HEIs
(based on strategic responses)
Future HE Workforce Demand
JOBS: required capacity, mix of skills
(academic / prof. services),
patterns of employment
MANAGEMENT requirement
Current HE
Workforce
Supply
(PEOPLE)
Structural options
for workforce change
(STRUCTURE
factors e.g. flexibility
of career routes)
Future HE Workforce Supply
DEMAND SUPPLY
Known trends in
HE workforce
(PEOPLE trends
- ageing, feminisation,
war for talent)

9. 07/04/2014 Workforce Planning 9
Identification of Strategic Types of
Universities & their Workforce Needs
Research-led Teaching Strategy
0%
10%
20%
30%
40%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Research Intensive Strategy
0%
5%
10%
15%
20%
25%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Professional Formation Strategy
0%
10%
20%
30%
40%
50%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Professional Formation
Knowledge Services Strategy
0%
5%
10%
15%
20%
25%
30%
PUBLIC RESEARCH
PRIVATE RESEARCH
PUBLIC TEACHING
PRIVATE TEACHING
ACADEMIC ENTERPRISE
OTHER SERVICES
Knowledge Services
Specialist / Niche
Discipline based
and internationally
recognised
research with
research income
making up 40%-
50% of income
Discipline based
teaching
underpinned by
strong research
capabilities, with
teaching making up
60%+ of income
Strategy based on
translation of
research
knowledge into
business / social
application.
Supplemented by
other income.
Focus on needs of
employers and
individual’s
professional
careers through
CPD & lifelong
learning
(75%+ teaching)
Typically small institutions focussed on particular areas of practice e.g. creative arts, agriculture. No archetypal
profile.
Research Intensive Research Led Teaching

10. 07/04/2014 Workforce Planning 10
Workforce Impacts
for Particular Strategic Types
of University - Identified
Workforce Planning.ppt
Publicly-funded
research
(QR grants,
research council
awards)
Privately-
funded
research
(industry/
government/
overseas)
Publicly-funded
teaching (HEFCE
T funding and
regulated fees)
Privately-funded
teaching
(contracts and
unregulated fees)
Academic enterprise
(consultancy,
knowledge transfers,
conferences,
publishing)
Others
(catering,
accommodation,
lettings, etc)
Importance (% of
total current
income)
15% 15% 30% 15% 15% 10%
Positioning* National National National International National National
Importance (% of
total future
income)
10% 20% 15% 20% 25% 10%
Positioning* National International National International International National
Strategic
Direction **
   
Future (2020)
 
Current
(2008)
PORTFOLIO ELEMENTS
Ensure most
academic staff are
research-active
Recruit senior
researchers with
strong industry links
Cut back on low
reputation and
under-recruiting
subjects
Provide excellent CPD
and post-grad teaching
experiences
Recruit staff who are
credible in practice
and innovation
Knowledge Services
Archetype Institution
Maintain existing
commercial
activities

11. 07/04/2014 Workforce Planning
1. Do the three timescales and foci of workforce
planning make sense?
2. Are the six stages of workforce strategy development
both helpful and logical?
3. How do case studies help demonstrate and show our
understanding of workforce planning?
4. What is missing from our workforce planning offer?
(e.g. WP decision support / analysis tool)
11
Questions for you