The document provides an overview of workforce planning and succession planning. It discusses the importance of strategic planning and management buy-in for workforce planning. It also covers analyzing current and future workforce needs, identifying skills gaps, and developing solutions such as training, recruitment, and retention strategies. The document outlines the workforce planning process and provides examples of state workforce planning models and resources for assistance.

1. Welcome to Workforce Planning Overview and Getting Started

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. 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. 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.

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. 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. 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. 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.

11. Changes in Workforce

12. Labor Market

13. Projected Top Openings

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. California as the State Employer If we were in the Fortune 500, by size, we would be ranked 15 th .

19. IPMA MODEL

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. DPA Model

22. WFP Status Check

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. 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. 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.

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

31. Implementing solutions Examples of solutions i.e. start formal mentoring program Staffing Shortage Solutions – HANDOUT Retention Training and Development Career Development Organizational Development

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.

34. Next Steps How to get started on your workforce planning project: Do you have management buy in? Current strategic plan?

35. How to get management buy in REALITY CHECK Do a draft “retirement eligibility” report for exec staff

37. How to get management buy in Include senior management in the WFP process Create an action plan and get management to approve it

39. Implementing Culture Change Implementing culture change – it’s not a project, it’s a continuous process Stress the importance of communication

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

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

43. Communicate Communicate Communicate

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

45. Questions??

46. THANK YOU FOR CHOOSING THIS WORKSHOP! I HOPE YOU ENJOYED OUR TIME TOGETHER!