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BASICS OF WORKFORCE PLANNING

BASICS OF WORKFORCE PLANNING. Presenters: Max Reichert 225-342-8541 max.reichert@la.gov Dwuena Wyre 225-342-8084 dwuena.wyre@la.gov. WORKFORCE PLANNING OVERVIEW. Max Reichert Department of State Civil Service Contact Information: (225) 342-8541 max.reichert@la.gov.

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BASICS OF WORKFORCE PLANNING

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  1. BASICS OFWORKFORCE PLANNING Presenters: Max Reichert 225-342-8541 max.reichert@la.gov Dwuena Wyre 225-342-8084 dwuena.wyre@la.gov

  2. WORKFORCE PLANNING OVERVIEW Max Reichert Department of State Civil Service Contact Information: (225) 342-8541 max.reichert@la.gov

  3. WORKFORCE PLANNING DEFINED Workforce planning is • getting the right people • with the right skills • in the right jobs • at the right time Pg. 2

  4. WHY IT IS URGENT Why is workforce planning urgent now? • 14% are eligible to retire in one year. • 21% are eligible to retire within three years. • 29% are eligible to retire within five years. Pg. 2

  5. GENERAL GUIDELINES FOR WORKFORCE PLANNING • Avoid overreaching. • Don’t collect data until you know how you will use it. • Keep it simple Pg. 3

  6. OVERVIEW OF STEPS IN WORKFORCE PLANNING • Define your purpose for workforce planning. • Get top management and leadership support. • Integrate and align with strategic plan and budget. Pg. 4

  7. OVERVIEW OF STEPS IN WORKFORCE PLANNING • Determine scope of workforce planning • Form a task force • Predict future workforce needs • Analyze workforce supply Pg. 4

  8. OVERVIEW OF STEPS IN WORKFORCE PLANNING • Determine gap between supply and needs • Create action plan to address gap • Create evaluation process to assess progress Pg. 4

  9. GETTING STARTED Dwuena Wyre Department of State Civil Service Contact Information: (225) 342-8084 dwuena.wyre@la.gov

  10. GETTING STARTED • Determine the purpose Ask, “Why do we need to do this?” • 3 Good Reasons (out of many)… • To create a pool of potential replacements • To preserve critical knowledge • To retain and recruit valuable employees • Determine the goal of your workforce plan Pg. 5

  11. LEADERSHIP SUPPORT • Communicate to all the purpose, importance, & intentions • Designate an executive level employee to oversee efforts • Provide funding for staff development Chief Executive Endorsement: Pg. 6

  12. ALIGNING THE PLANS • Strategic Types of Plans We Have: • Budget • Workforce Provides information to support executive decisions. Includes the strategic vision. Pg. 6

  13. PREDICTING FUTURE WORKFORCE NEEDS • What positions should be included within the scope of the workforce planning efforts? 2. What positions will need to be filled and when? Two Important Questions: Pg. 7

  14. IN OR OUT? • Determine which jobs or positions to include. • Jobs to consider: • difficult to recruit • require scarce or technical expertise • executive or managerial level • occupied by retirement eligible employee • mission specific • high turnover Pg. 7

  15. YOU’RE LEAVING? • Determine when positions need to be filled. Current workforce data • Timeframe for projections • Retirement eligibility • DROP participation Pg. 8

  16. AGENCY WORKFORCE PROFILES • Data is for classified permanent and probational employees. • Data is organized by EEO-4 job categories. • Data items include average age and the number of employees: - currently eligible to retire, - in DROP, and - eligible to retire in 5 years. Pg. 8

  17. IMPACTS ON THE WORKFORCE • Should these vacancies be filled? Look to your strategic plan for guidance. • - Technology • - New Knowledge, Skills, & Abilities • New Programs • Budget • Reorganizations Pg. 9

  18. THE ANSWERS Many questions have to be answered when trying to predict future workforce needs. Guess who has the answers… YOU! Pg. 9

  19. DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY Max Reichert Department of State Civil Service Contact Information: (225) 342-8541 max.reichert@la.gov

  20. DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY THE GOAL: Create a pool of well qualified applicants who will be available when the vacancy occurs Pg. 10

  21. THREE STRATEGIES • Fill with internal employees who do not need much training or development. • External recruitment. • Train and develop internal staff to succeed to vacancies when they occur. Pg. 10

  22. IDENTIFYING COMPETENCIES Competency: the combination of knowledge, skills, abilities, attitudes and behaviors an employee must have to successfully perform a job or task

  23. JOB PROFILING • A formal process for identifying and documenting competencies required and connecting them to job duties

  24. WHO TO TRAIN AND DEVELOP? • Use job-related objective criteria • Do not just nominate people with “potential” • Communicate to employees what to expect

  25. WHAT ABOUT PRE-SELECTION? • Creating a pool is not pre-selection • Legal standards for hiring apply to selecting who gets into the pool • Use of details and double incumbency can be competitive

  26. Two Key Decisions • Will training and development be mandatory for promotion to the position? • How to evaluate performance during training and development

  27. CONTINUING THE PROCESS • Establish a schedule to assess progress • Get feedback from managers • Survey employees • Modify and maintain workforce plan as ongoing process

  28. APPENDICESand HANDOUTS • Assessment Tools • Classification and Pay issues • Job Profiling • Websites • Sources of Competency Lists

  29. WRAP-UP Question and Answer Session

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