workforce planning l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
WORKFORCE PLANNING PowerPoint Presentation
Download Presentation
WORKFORCE PLANNING

Loading in 2 Seconds...

play fullscreen
1 / 23

WORKFORCE PLANNING - PowerPoint PPT Presentation


  • 284 Views
  • Uploaded on

WORKFORCE PLANNING. South Carolina Budget & Control Board Office of Human Resources. SESSION PURPOSE AND TOPICS Purpose: To develop a common understanding of workforce planning in terms of: why it is needed how it is done activities to date information and resources available

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'WORKFORCE PLANNING' - matilda


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
workforce planning

WORKFORCE PLANNING

South Carolina

Budget & Control Board

Office of Human Resources

slide2

SESSION PURPOSE AND TOPICS

  • Purpose: To develop a common understanding of workforce planning in terms of:
        • why it is needed
        • how it is done
        • activities to date
        • information and resources available
  • Topics:
  • Who needs to be involved in workforce planning and why
  • Steps in the workforce planning process
  • Identifying gaps and surpluses, and strategies for addressing them
  • Your next steps
workforce planning is
WORKFORCE PLANNING IS:
  • Good management
  • Identifying and responding to the future HR needs of the organization
  • Having the right number of people with the right skills and experience in the right jobs at the right time
  • WORKFORCE PLANNING IS NOT:
    • An exact science
  • Projections are not predictions…and even your best projections will not be precise!
workforce planning provides

WORKFORCE PLANNING PROVIDES

a framework for making staffing decisions based on mission

and priorities

a means of aligning program priorities with fiscal and human

resources needs

a connection between HR services and the strategic plan

a tool to use with the Legislature when presenting your budget

and FTE needs

slide5

IT IS IMPORTANT TO US NOW BECAUSE:

  • Impacts of an aging workforce
  • Budget crunch
  • Competitive advantages and disadvantages of state government

employment

  • Continuing change
workforce planning status check self assessment

The items below represent actions organizations typically take when implementing a workforce planning initiative. Your pattern of responses will give you a snapshot of the status of your workforce planning efforts.

WORKFORCE PLANNING STATUS CHECKSelf-Assessment

YES NO NOT SURE

  • ITEM:
  • 1. We can identify our critical “must fill if vacant” positions.
  • We know our aggregate current and projected turnover rates.
  • We know why those who leave choose to do so.
  • We know why those who stay choose to do so.
  • Our strategic plan addresses the human resources needed to accomplish our goals and objectives.
  • The outcomes of our workforce planning efforts are reflected in our Accountability Report.
  • Our recruiting efforts identify and attract the kind of applicants we need.
  • Our managers create a work climate that fosters retaining high performers.
  • Employees have individualized training plans designed to support the organization’s mission.
  • We use a variety of methods to assure transfer of knowledge by experienced employees prior to retirement
  • We use employee surveys to identify opportunities for organizational improvements.
  • We make optimum use of flexible pay options, work, arrangements, dress codes, etc. throughout the organization.
  • TOTALS:

Workforce planning results in having the right people with the right skills in the right place at the right time.

three groups to consider
Future

Employees

Issues

Recruiting

Selecting

Becoming Productive

Three groups to consider…
  • Those who will be with you
  • Issues
  • Retaining
  • Developing
  • Succession preparation
  • Adding Value
  • Those who will be leaving
  • Issues
  • Transfer of knowledge/ skills
  • Replacing
  • Leaving a legacy
three approaches to workforce planning
THREE APPROACHES TO WORKFORCE PLANNING

Workforce Approach:

examines the current workforce and occupations and projects the number and characteristics of jobs and 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

collaboration involves
Strategic planning

Budgeting

Program management

Human resource development

Human resource management

Potential Activities:

identify key players from

each area

develop a planning team

define roles

determine priority goals and critical areas of need

review current T&D plan

review relevant policies

COLLABORATION INVOLVES
slide10

RESOURCES NEEDED

  • Commitment of top leadership and senior management
  • Communicate
  • Assure plans are aligned with strategic direction
    • Hold subordinate managers accountable
  • Commitment of Program Managers
    • Lead the process in their own program areas
  • An automated system or a hand calculator and tablet
a four step process
A FOUR STEP PROCESS

Step 1.

ASSESS

current workforce

Step 4.

EVALUATE

monitor progress of efforts

Step 3.

DEVELOP

plans for the transition

Step 2.

IDENTIFY

future needs, gaps and surpluses

step 1 assess the current situation
STEP 1: Assess the Current Situation
  • Scan the environment

- Review 2000 census data - Monitor economic and political trends

- Review state budget forecasts - Research local public/private sector

- Track anticipated changes in layoffs and hirings

state/federal laws or regulations - Be alert to technological innovations

_______________________________________________________________________________

_______________________________________________________________________________

_______________________________________________________________________________

  • Review the strategic plan

- Look for direction, goals, and - Review the Accountability Report

priorities with workforce - Identify other sources of information

planning implications - Provide input into strategic planning

________________________________________________________________

________________________________________________________________

________________________________________________________________

slide13
Analyze current workforce data

- Project retirement eligibility - Analyze and project turnover

- Analyze diversity data - Analyze jobs

- Identify current and future skills needed - Develop a skills inventory

- Do workload projections

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

  • Assess employee satisfaction

- Analyze exit interview data - Conduct employee surveys

- Find out what your top performers want - and - Find out who leaves and who stays -

don’t want - in a job or work environment and why

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

slide14

ASSESS THE QUALITY OF STEP 1 DATA

  • Do you have data for every category in Step 1?

Is it current?

Is it reliable?

  • Can it be analyzed by:

business unit?

demographic categories?

class/occupational categories?

  • Can it be updated easily?
  • Does it point you toward strategies and actions that are needed?
slide15

STEP 2: Identify Gaps and Surpluses in Staffing and Skills

    • Compare results of supply and demand projections
    • Consider skills, institutional knowledge, and knowledge of
    • processes and procedures
    • Identify critical needs areas
    • Generate possible strategies
step 3 select strategies to address critical needs
STEP 3:Select Strategies to Address Critical Needs
  • Succession planning

Identify and develop a pool of people qualified to fill key positions if they become vacant.

- Develop individual training plans - Consider re-deployment

- Arrange for transfer of knowledge - Develop a recruiting pool

______________________________________________________________________________________________________

______________________________________________________________________________________________________

______________________________________________________________________________________________________

  • Targeted recruiting

Identify, attract, and / or develop diverse, qualified applicants.

- Develop relationships with schools - Make maximum use of pay options

- Target outreach to non-traditional groups

______________________________________________________________________________________________________

______________________________________________________________________________________________________

______________________________________________________________________________________________________

slide17

Retention Determine and respond to factors influencing why people leave or stay. - Offer flexible work options - Address work climate issues - Implement reward and recognition practices - Provide employees with necessary tools - Make maximum use of pay options - Consider job design and ergonomics issues________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Training and DevelopmentDevelop the skills employees need to perform current and future jobs. - Train or re-train in critical skills areas - Update Position Descriptions - Use the EPMS planning stage - Develop individualized development plans - Use knowledge transfer techniques - Provide career path information___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

slide18

Career Development

  • Align individual career planning and organizational career management for an optimal match..
  • - Communicate to employees the “critical skills” needed - Help employees understand lateral moves and
  • by the agency cross-functional skills as career development
  • - Use the EPMS planning stage - Use special assignments, challenging projects
  • - Use career growth plans - Provide career path information
  • _____________________________________________________________________________________________________
  • _____________________________________________________________________________________________________
  • _____________________________________________________________________________________________________
  • Organization Development
  • Assure healthy inter/intra unit relationships; help initiate and manage organizational change.
  • - Identify organizational systems needing attention - Consider leadership and management development
  • - Consider organizational culture or climate surveys programs
  • - Restructure; re-deploy - Revisit the strategic plan
  • _____________________________________________________________________________________________________
  • _____________________________________________________________________________________________________
  • _____________________________________________________________________________________________________
selecting strategies for
Skills Gaps

Succession Planning

Targeted recruitment and selection

Customized Training

Career Development

Salary Flexibility

Skills Surpluses

Retraining

Reassignment

Voluntary downshifting

Voluntary Separation

Reduction in Force

SELECTING STRATEGIES FOR:
  • Retention and Productivity
  • Employee Surveys
  • Organizational development initiatives
  • Pay Options
  • Challenging assignments
  • Reward and Recognition programs
  • Alternative work arrangements
  • Voluntary downshifting
  • EAP Referrals
slide20

STEP 4:Determine the Effectiveness of Your Efforts

  • To what extent do you now have “the right people with the right skills in the right place at the right time”?
  • What progress has been made toward:
    • closing skills gaps
    • reducing skills surpluses
    • achieving hiring and retention objectives
    • meeting diversity objectives
    • accomplishing agency mission and program goals
slide21

IMPLEMENTATION

Basic project management:

  • Ensure buy-in, collaboration and support
  • Allocate resources
  • Clarify roles and responsibilities
  • Establish timelines and milestones
  • Monitor success measures at designated intervals
  • Address new issues and adjust as needed
  • Communicate
selected resources
SELECTED RESOURCES

Publications and Presentations

Accountability in H.R. Management. Jack Phillips. 1996.

First, Break All the Rules. Marcus Buckingham and Curt Coffman. Simon and Schuster. 1999.

H.R. Contribution Model. SC Budget and Control Board, Office of Human Resources. Fall, 2000 HR Conference.

Keeping Good People. Roger Herman. R.R. Donnelley & Sons Company. 1991.

Love ‘Em or Lose ‘Em. Beverly Kaye.

Sample Exit Interview Questionnaires. IPMA Publications. <www.ipma-hr.org/research/cprserie.html>

State of South Carolina Workforce Plan. SC Budget and Control Board, Office of Human Resources. June 15, 2001.

Training Needs Analysis Toolkit. Sharon Bartram and Brenda Gibson. HRD Press, Inc. 2000.

22 Keys to Creating a Meaningful Workplace. Tom Terez. Adams Media Corporation. 2000.

Workforce Planning: Agency Data Resources Toolkit. SC Budget and Control Board, Office of Human Resources. June 2000.

Workforce Planning Resource Guide for Public Sector Human Resource Professionals. International Personnel Management Association. 2002

Survey Instruments

Campbell Organizational Survey. Susan Hyne and David Campbell. National Computer Systems, Inc. 1995.

Retention Climate Assessment. BT.Novations <www.bt.novations.com>

Meaning at Work. Tom Terez. Adams Media Corporation. 2000.

slide23

SELECTED RESOURCES(Cont’d)

City, State and Federal Web Sites

About NASA Workforce Data. <http://naade02.msfc.nasa.gov/workforce/about-data.html>

City of Minneapolis. “Workforce Planning Best Practices Study”. February 25, 1999. <BSTPRACS.DOC>

Colorado. <http://www.state.co.us/dhr/workforce/>

Florida. <http://www.workforceflorida.com/wages/wfi/partners/planning.html>

Georgia. <http://www.gms.state.ga.us/agencyservices/wfplanning/index.asp>

Iowa. “The 21st Century Workforce - Trends and Attitudes Mean Change”. <www.state.ia.us/Government/idop.index.html>

Kansas. “State of Kansas Workforce Report”. <http://da.state.ks.us/ps/>

Maine. “FY 2000 Annual Report”. www.state.me.us/bhr

New York. <www.goer.state.ny.us/workforce/planning/links.html>

Office of Management and Budgets. “Workforce Planning Resource Guide from OMB/HHS”. <www..os.dhhs.gov/progort/ohr.wfpguide.html>

Office of Personnel Management. http://www.opm.gov.workforceplanning/index.htm

Oklahoma. www.opm.state.ok.us/html/mgt-serv_mgt-serv.htm

Pennsylvania. www.hrm.state.pa.us/oahrm/cep/view.asp?a=135&Q=125177&PM=1

South Carolina. Office of Human Resources Web Site. <www.state.sc.us/ohr/workforce01/wfplanmenu.htm>

Tennessee Valley Authority. “How to Determine Future Workforce Needs”. www.workforce.com/archive/000/22/83.xci

Texas. <http://www.hr.state.tx.us/workforce/workforceplanning.html>

Washington. <http://hr.dop.wa.gov/workforceplanning/>

Wisconsin. <http://der.state.wi.us/static/pdf/workforce_planning.pdf>\

Revised 7/11/06