Consultation with managers on workforce planning by EZSsWy

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									Consultation with managers on
    workforce planning
       Operating environment
• Environmental factors are both external and
  internal and include:
• External:Political, legislative, compliance,
  economic, labour market, social, policy,
  technology, environment, educational,
  recruitment competition, comparative pay
  rates, service expectations, sector/industry-
  wide trends.
• Internal: mission/vision, culture and values,
  current business drivers, business
  challenges, structure, resources, knowledge
  management, new productss/service
  demands,performance indicators, customer
  feedback.
            Scenario Planning
• Review available organisational information;
• Workshop the data with relevant managers;
• Define two or three possible scenarios;
• Assess the likelihood and impact of each scenario
  occurring;
• Identify the desired future;
• Use understanding of scenarios to feed into
  workforce planning efforts and strategy;
• Reality-check and amend scenarios as necessary
  and modify relevant workforce planning strategy
• Distinguish broad environmental factors that may
  impact on the current workforce
• Identify the likely future conditions or scenarios
• Identify key roles and job categories (e.g.
  positions, classifications, skills and professions)
  for business success
• Isolate the critical factors impacting on
  capacity/capability of the future workforce
• Consult line experts and key staff
• Consider the risk of ‘doing nothing’
           Questions to ask
• What demands are likely on the business in
  next 5 years?
• Key jobs for business success?
• Is current work aligned with strategy?
• Could improvements be made to structure
  of organisation or your unit?
         Supply-side factors

• Identify and access critical staffing
  information (eg recruitment, retention,
  attrition)
• Analyse trend data for key roles and job
  categories (e.g. positions, classifications,
  skills and professions)
• Understand current levels of capability
  (including cultural)
        Supply side questions
• Do you know what your workforce looks
  like(eg retirements, age, turnover rates)
• What capabilities make your key jobs
  critical? (technical/generic/leadership)
• Current levels of capability?
• Is there a match between capability and
  current business requirements?
        Demand-side factors

• Evaluate current and anticipated workload
  issues
• Identify and consider current and future
  occupational shortages
• Identify priority capabilities now and into
  the future
       Demand side questions
• What are current and anticipated workload
  issues?
• What do you want more or less of in your
  workforce?
• Priority capabilities?
• Sourcing needs 12 months, 3, 5 years
• Staff shortages
•   Redundant skills?
•   New skills required?
•   Impact in critical jobs?
•   Staff Development time lines?
•   Pressure points?
    Build up evidence for action
• Have work requirements changed?
• Does the work still need to be done?
• Is the work being done aligned to organisational
  strategy?
• How will work flow into each part of the
  organisation?
• Are we structured the right way?
• Are there changes planned to the location of
  work? (eg virtual offices, relocations, teleworking)
• Are there staff shortages in particular areas
  of work?
• Do employees have the required skills and
  capabilities?
• How is knowledge transferred and how long
  does it take to develop ‘critical skills’?
• What skills are no longer required, or will
  no longer be required in the future?
          What is the ‘gap’?

• Identify the gap between demand and supply
  factors
• Undertake a risk assessment of critical workforce
  issues and/or skills gaps in order to focus
  workforce planning efforts
• Identify the necessary changes to the nature or
  composition of the workforce to meet the targeted
  (desired) future
• Assess where org’n needs time to respond
• Source
  www.apsc.gov.au/publications06/workforce
  planningquestions.htm Accessed 7/9/08

								
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