Presentation made by Amanda Spalding to the UTS Organisational Development and Change Management Program September 2010 on Integrated Planning and Reporting and Workforce Management Planning.

1. Approaches to Workforce Planning
UTS Corporate Management and
Organisational Change
September 2010
Amanda Spalding
CEO
Darrell Hair Associates
Management Consultants
© Darrell Hair Associates – September
2010

2. Workforce Planning – Why?
• Integrated Planning and Reporting
Framework - Legislative Requirements
A Workforce Management Strategy must be
developed to address the human resource
requirements of a Council’s Delivery Program.
The Workforce Management Strategy must be
for a minimum timeframe of four years.
© Darrell Hair Associates – September
2010

3. Workforce Planning – Why?
Strategic aim of workforce planning is
to build an appropriate skilled,
flexible, and affordable workforce that
addresses the human resource
requirements of the Council’s Delivery
Program and achieves the
community’s priorities identified in
the Community Strategic Plan
© Darrell Hair Associates – September
2010

4. Workforce Planning Process
• Workforce analysis
• Forecast future needs
• Gap analysis
• Develop strategies and action plan
• Implement strategies
• Monitor and review
© Darrell Hair Associates – September
2010

5. Workforce Planning
• In its simplest form workforce planning is a
gap analysis comparing current with future
workforce requirements and developing
actions to bridge any possible gaps that may
emerge
• Developing new jobs, occupations and career
structures to meet changing service needs e.g.
Parramatta Place Managers and Outcome
Managers
© Darrell Hair Associates – September
2010

6. Workforce Planning
• Workforce planning is part of (not aligned to
or separate from) the strategic and business
planning and reporting process.
• Right people with the right skills in the right
jobs at the right time
© Darrell Hair Associates – September
2010

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2010

8. effective workforce plans
• goal directed & aligned
• forward looking
• dynamic
• evidence-based
• inclusive
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9. elements of workforce plans
• analysing organisation direction internal labour
environmental factors external labour
• forecasting demand & supply
assumptions / scenarios
• planning human resources finance / budgets
staff development logistics & technology
• implementing strategy policy
processes & systems work practices
• evaluating all aspects of workforce planning system
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10. benefits
• balances long term thinking and short term needs
• Aligns HR activity to corporate plan
• develops employee engagement
• provides focus for management decision-making
• reduces risk of bad people / resource decisions
• helps anticipate / avoid future problems
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11. Community Strategic Plan
10 Years+
10 Year Resourcing Strategy
4 Year Resourcing Plan
Delivery Program including Workforce Plan
4 Years
Branch Service
and Development
Plans/Investors in
People
Operational Plan
1 Year One Year Financial
Plan/Budget
Annual Report Audited Financial Report
© Darrell Hair Associates – September
2010

12. PLAN
Developing strategies
to improve the
performance of the
organisation
REVIEW DO
Evaluating the Taking action to
impact on the improve the
performance of the performance of the
organisation organisation
© Darrell Hair Associates – September
2010

13. Typical Organisation Direction
Where
are we
going?
© Darrell Hair Associates – September
2010

14. Investors in People Direction
This is the
way we’re
going?
We’re all
with you
© Darrell Hair Associates – September
2010

15. Branch Service Planning
• Bottom up – top down integration
• Service plans developed by Branches
• Where are we now?
• Service Plans - objectives, levels and standards;
resources currently used to deliver services
including assets, staff and finance
• (Asset management strategy starts with services –
not assets)
© Darrell Hair Associates – September
2010

16. Branch Service Development
Planning
• Where do we want to be in four years’ time?
• 4 Year Service Development Plans –
environmental scan – SWOT - where is the
service going, what will it contribute and what
resources will it need?
• Include staff development, performance
measures, environmental and risk
management
© Darrell Hair Associates – September
2010

17. Community Strategic Plan and 4
Year Delivery Program
• Where do we want to be in ten years’ time? Community
Strategic Plan outcomes and service levels developed
through community engagement
• How are we going to get there? Integrate Service
Development Plans and Community Strategic Plan to
develop Council’s 4 Year Delivery Program with
performance targets
• Workforce Plan addresses the human resource
requirements of the Delivery Program and achieves the
community’s priorities identified in the Community
Strategic Plan
© Darrell Hair Associates – September
2010

18. Workforce Planning as part of
Service Planning
• Each service produces an annual Workforce Plan, covering the
following 3-5 years, which
• Identifies the current and future skills and numbers of employees
needed to deliver new and improved services
• Analyses your present workforce’s characteristics in relation to these
needs
• Compares your present workforce and the desired future workforce
to highlight shortages, surpluses and competency gaps
• Examines your diversity profile at all levels against that of the local
population.
© Darrell Hair Associates – September
2010

19. Workforce Planning Process
• Conversations:
1st 2nd 3rd 4th meeting
meeting - meeting - meeting - -
LISTEN CLARITY FUTURING SOLUTIONS
Build the
Environmental Data
Refine view burning
scan analysis
platform
• Data analysis:
© Darrell Hair Associates – September
2010

20. 8 Steps
1. Environmental scan
2. First conversations with Business Unit Managers
3. Undertake data analysis
4. Second conversations with BUMs – clarification
5. Develop and refine workforce plan
6. Third conversations – requirements for the
future
7. Building the ‘burning platform’
8. Fourth conversation – putting it all into action
© Darrell Hair Associates – September
2010

21. The Investors in People framework
© Darrell Hair Associates – September
2010 9

22. PLAN
Develop strategies to improve performance
• Business Strategy - The organisation has a
vision/purpose, strategy and plan.
• Learning and Development Strategy - Learning
priorities are clear and linked to the plan
• People Management Strategy - There is equality of
opportunity for development and support.
• Leadership and Management Strategy - Managers
are clear about the capabilities they need to lead,
manage and develop people
© Darrell Hair Associates – September
2010

23. DO
Take action to improve performance
• Management Effectiveness - Managers are
effective and can describe how the lead,
manage and develop their people.
• Recognition and Reward - People believe their
contribution is valued
• Involvement and Empowerment - Ownership
and responsibility are encouraged
• Learning and Development - People’s learning
and development needs are met
© Darrell Hair Associates – September
2010

24. REVIEW
Evaluate and improve performance
• Performance Measurement - Impact can be
demonstrated
• Continuous Improvement - Evaluation results
in improvement to people strategies and
management
© Darrell Hair Associates – September
2010

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2010

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2010

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2010

29. Randwick – Key Themes
• Aligning values and workplace
• Strengthening workforce capacity
• Inspiring performance
• Building skills and knowledge
• Encouraging well being
• Strong emphasis on ensuring diversity
© Darrell Hair Associates – September
2010

30. Randwick - Values
• Integrity
• Customer focus
• Accountability
• Respect
• Excellence
© Darrell Hair Associates – September
2010

31. Blue Mountains - Focus
• Maintain a focus on sustainable organisational
priorities, striving to keep total employment
costs in line with increases in income – ‘Living
Within Our Means’
• Ensure employment demographics meet
organisation’s future needs
© Darrell Hair Associates – September
2010

32. Blue Mountains – Focus (cntd.)
• Reduce skills gaps
• Encourage a culture that supports a
cooperative and productive workplace
• Encourage a culture that supports integration
and cross functional collaboration supported
by integrated service provision and systems
© Darrell Hair Associates – September
2010

33. Darrell Hair Associates
Management Consultants
Amanda Spalding
CEO
(02) 9453 0324
amandaspalding@bigpond.com
www.darrellhairassociates.com
© Darrell Hair Associates – September
2010