Workforce Planning How to Get Started

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Workforce Planning How to Get Started Powered By Docstoc
					May 1, 2008
              Workforce
              Planning: How to
              Get Started

              Marcia Isbell
              Principal Consultant
              EMA, Inc.
              misbell@ema-inc.com
     This
 presentation
has 2 sections
                 1. A Model for
                    Workforce
                    Planning
                 2. Recruiting the
                    Next Generation
A Model for
Workforce
Planning
Proactive Workforce Planning is…

 …… a methodical process of analyzing your
  workforce, determining your future
  workforce needs, identifying the gaps to be
  addressed, and implementing SOLUTIONS
  to accomplish the mission, goals, and
  objectives of your organization.
Basic Steps
 • Identify what you have       (inventory)
    – Projected retirement data
    – Demographics and strategic Information
    – Existing training programs/opportunities
 • Identify what you want       (plan)
    – Leaders who understand and meet leadership competencies
    – Effective training which meets the organization’s needs
 • Identify what you need to do          (action)
    – Plan/phase-in a program which meets your needs
    – Establish measurable goals/monitoring program
    – Communicate the programs and goals
Base Your Plan on Data
   What might the data tell you?
   • There is an immediate need for
     trained field supervisors & superintendents
   • The organizations desired leadership
     characteristics must be publicized and
     integrated in training programs
   • The average age of your workforce is 52
     and recruiting is not targeted at recent college
     graduates
Understand Organization’s Projected
Retirements: 2008-2013
   •   Field Supervisors   •   65%
   •   Superintendents     •   60%
   •   Professionals       •   38%
   •   Managers            •   25%
   •   Engineers           •   23%
   •   Office Support      •   22%
   •   Blue Collar         •   15%
Prerequisites for Successful
Workforce Planning are Essential
  • Executive Leadership and Management Support
  • Understand Workforce Drivers
     – Increasing Retirements
     – Tighter Labor Market
     – Expanded Skill/Talent Requirements
  • Clear Strategic Direction with Well Defined Short
    and Long Term Goals
  • Human Resource and Organizational Support
IPMA Generic Workforce Analysis Model
Adapts To Your Utility’s Unique Needs
       STEP 1           STEP 2                STEP 3                         STEP 4
       Scan           Supply and              Gap                            Action
                       Demand               Analysis

  Strategic plans     Workforce         Compare current                   Recruitment/
                                                                      retention strategies
  Internal factors                       to future needs              Implementation plan
                       Workload                                       Leadership Support
                                                                           Change
  External factors                        to identify the                Management
                                                                        Communication
  SWOT analysis                                                           Evaluation
                     Competencies          gap/surplus
                                                                         Modification




                                  Feedback

                                      (Reference: “Workforce Planning Resource Guide”, IPMA 2002)
Step 1: Scan – Utility’s Strategic Direction
Sets “Goalposts” For Your Playing Field
   • Strategic Plan – defines the business drivers for
     future workforce skills and the workforce
     changes that will impact your business
   • Internal Factors – identifies your organizational
     capabilities and resources
   • External Factors – identifies the external drivers
     and trends
   • SWOT Analysis – analyzes your strengths,
     weaknesses, opportunities and threats
Analyze Internal Factors




                           • Capability
                           • Resources
Understand External Factors




                              • Trends
                              • Drivers
SWOT Analysis Aligns Organizational
Strengths With Workforce Strategy
   Compare the external opportunities and threats
   against your internal strengths and weaknesses
                      Internal      External
                      Factors       Factors


       Positives    STRENGTHS    OPPORTUNITIES
          +


       Negatives   WEAKNESSES      THREATS
          –
Step 2: Supply And Demand – Analysis
Approach Varies To Meet Needs
     Analyze
      Future
    Processes                                 Competencies



IDENTIFY                          Workload
  WORK



                     Workforce
    Analyze
  Current Jobs

                 Analyze Skills                 Analyze Talents
                                   IDENTIFY
                                  RESOURCES
A Mix of Approaches Can Be Used
for Supply & Demand Analysis
  • Workforce – analyze jobs that need to be done,
    identify types of positions needed to do the jobs,
    calculate the number of people needed to
    achieve organization strategies.
  • Workload – identify the work processes, capture
    data (cycle time, volume, cost, performance
    measures), (consider reengineering!), forecast
    future workload.
  • Competencies – focus is on “ideal” workforce,
    competencies derived from strategic planning,
    assess workforce to identify competency gap.
Step 3: Gap Analysis – Compare Current
To Future Needs To Calculate Gap
          Changing Work

                                  Future                  Gap
 •   New Regulations             Workforce              Analysis
 •   New Technology
 •   New Facilities               Needs
 •   Redesigned Practices                           • Deficit
                                                      Resources/Skills
                                                    • Surplus
                                                      Resources/Skills


      •   New Hires                                       •   Retirements
      •   Transfers    Inflows               Outflows     •   Promotions
      •   Promotions                                      •   Demotions
      •   Recalls                                         •   Terminations
                                                          •   Disabilities
                                                          •   Lay-Offs
Gap Analysis Should Have These
Generic Components
 • Analyzing the current workforce
 • Identifying the workforce needed for the
   future
 • Comparing the present workforce to future
   needs to identify gaps
 • Preparing plans to eliminate these gaps and
   build the workforce needed in the future
 • Evaluating the processes and results to
   ensure organizational objectives are met
Step 4: Action – Prioritize Your Plans
Based On Analysis Results
  •   Strategic Planning
  •   Additional Supply/Demand or Gap Analysis
  •   Recruitment & Retention Strategies
  •   Succession Planning
  •   Training Programs
  •   Redesign or Reorganization Opportunities
  •   Diversity Initiatives
  •   Leadership Development
  •   Knowledge Management
Visioning: What Will Be Your Future
Workforce?


 Workforce
   and
 Workplace



   Current
   Reality
             Today               Future
What Does Your Desired Future
Workforce and Workplace Look Like?
   Desired
    Vision


 Workforce
   and
 Workplace



   Current
   Reality
             Today             Future
Future Workforce and Workplace:
What Might They Look Like?
  • Workforce Composition?
    – Quantity, Skills Type/Mix
    – Talents, Knowledge, Experience
    – Flexible, Cross-Skilled, Tech-Savvy
  • Workforce Diversity?
    – Gender, Ethnicity, Cultural Factors
    – Age, Longevity
  • Workforce Environment?
    – Conditions, Flexibility
    – Culture, Feel
    – Learning, Growing, Mentoring
What Changes Are Needed To Achieve
Your Desired Future Workforce?
   Desired
    Vision


 Workforce
   and
 Workplace



   Current
   Reality
             Today            Future
Visioning Exercise:
Answer Three Questions

1. Describe Your Workforce Current Reality
2. Envision Your Desired Future Workforce
   and Workplace
3. What Changes (from Your Current
   “Business as Usual”) are Needed to Get You
   There?
Recruiting the
Next Generation
10 Most Difficult Jobs to Fill
  1. Engineers             6. Accounting &
  2. Machinists/Machine        Finance (8)
     Operators (10)        7. Mechanics (3)
  3. Skilled Trades        8. Laborers (9)
  4. Technicians (4)       9. IT Staff
  5. Sales                 10. Production
     Representatives (1)       Operators



                                       IPMA Study 2007
Average Days to Hire = Up to 104!!
  •   HR asked to recruit            •   12
  •   Vacancy announced              •   8
  •   Application deadline           •   17
  •   Testing evaluation begins      •   12
  •   Testing evaluation complete    •   12
  •   Hiring manager receives list   •   11
  •   Time to being interviews       •   9
  •   Hiring manager offers job      •   8
  •   New hire reports to work       •   15

                                          IPMA Study 2007
Recruiting Actions Reported by Public
Agencies
  • 2/3 of respondents are taking action to
    address workforce issues
    – 38% implementing training & development for
      current workers
    – 24% implementing flexible schedules for
      retirees to keep them working longer
    – 15% creating mentoring programs
  • Only ½ take applications over Internet
  • 1 – 10 hours spent per recruitment
  • 83% do not calculate their cost per hire
                                        IPMA Study 2007
Why is This a Problem for You?
  Circumstances Have Changed:
  • Demographics and Workforce Projections
  • Aging Workforce
  • New Work and New Technology

  New Circumstances Require New
   Responses And Strategies
Workforce Changes are Here!
• THE FUTURE
  – 27% NEXTERS, Echoes, Millenials          1980-2000
  – 16% GenXers, Generation X                1964-1980

• THE PRESENT
  – 29% Baby Boomers                         1946-1964
  – 23% Veterans, Silents, Traditionalists   1922-1946
What Do We Expect to Happen?

• 60% of Baby Boomers will retire by 2015
• 61% of America’s youth between 18-24 will
  be Hispanic by 2015
• 21% of the U.S. population under age 25 in
  2000 was foreign-born or first generation, up
  from only 7% in 1970
• The Asian population increased 48% from
  1990 to 2000
Which Occupations Will be
Most Impacted?
                  • Executive, Management,
                    and Administration Jobs
                  • Professions with high
                    educational requirements
                  • Jobs where downsizing or
                    hiring freezes have
                    skewed the age
                    distribution
                  • Unionized jobs
                  • Part-time jobs
Recruitment:
What Do We Want?
 • Sufficient Numbers of Qualified Employees to
   Meet Business Needs Today and Tomorrow

 • Trained and Motivated Employees Available
   When Needed
Recruitment:
What Do We Need To Know?
  • Local Demographics
  • Target Audience(s) and Sites
  • Key Messages for Key Audiences (One
    Size Does Not Fit All)
  • Required vs. Obtainable Skills

  (for the positions being targeted)
Baby Boomers Workplace Values

• BABY BOOMERS: 29% of U.S. population
  – Qualified/experienced
  – Willing to work overtime
  – Willing to work until retirement
  – Loyal to employer
  – Identify self-esteem/personal
    worth with job
  – Grateful for steady employment
Tools Used to Recruit Baby Boomers
Reflected “Crowd Control” Techniques
  • Multiple Hurdle Processes
  • Long, Formal, Inflexible Processes
  • “Paper” Intensive: Copies of Resumes,
    Supplements, Licenses, Certifications, (No
    On-line Applications)
  • Limited Feedback to Applicants
  • Complicated Civil Service Procedures
Today’s Target Audience: GenXers

• GENXERS: 16% of U.S. population
  – Lukewarm on overtime
  – Need job training/not necessarily qualified
  – Impatient/unwilling to wait for job perks
  – Expect portable benefits/customization
  – Seek personal satisfaction/independence
  – Do not identify their self-esteem with their jobs
  – Not likely to work until retirement at one
    company
Updated Recruitment Tools Needed to
Grab Attention of This New Market

•   Online Job Applications and Quick Responses
•   Training and Independence Emphasis
•   Increased Communications/Outreach
•   Openness/Readiness for Change
•   Negotiation/Customization and
         Challenges
Learning: A Key to Keeping GenXers



     the more GenXers learn;
    the more likely they stay.....
Recruitment:
What Do We Need To Do?
 • Identify New Target Pools
 • Try New Approaches to be More
   Attractive
 • Look Outside of Your Industry:
   Be Bold! Take Risks!
 • Be Willing to Fail
Make Recruitment an Organization
Priority
 • Share The Vision!       • Improve Training and
 • Respond Faster/           Availability
   Explain Better          • Be Open and Ready
 • Update All Written        for Change
   Materials
    – Agency Mission
    – Agency Benefits
    – Job Announcements
    – Work Opportunities
Accentuate The Positive About Working
at Your Organization
• Emphasize Assets: Location, Working
  Conditions, Salaries
• Identify Potential Benefits
• Highlight Agency Mission: Environmental
  and Public Health Stewardship
• Identify Creative Work
 What Workers Want!
                                  What Matters (Rate 1-10; 1= Matters Most)
                                              To "Mature" Workers   To "Mid-Career"       To "Young" Workers
                                                   (Age 55+)            Workers               (Age 18-34)
                                                                      (Age 35-54)
A.   Flexible Work Schedule                           6                    6                        6
B.   Work that Enables Me to Learn and Grow           3                    3                       3
C.   Ten Percent More in Total Compensation           8                    7                        7
D.   Comprehensive Retirement Package                 1                    2                       4
E.   Work that is Enjoyable                           5                    4                        2
F.   Two Weeks Additional Paid Vacation               10                   8                        8
G.   Work That's Personally Stimulating               4                    5                        5
H.   Comprehensive Benefits Package                   2                    1                       1
I.   Work That is Worthwhile to Society               7                    9                        9
J.   Flexible Workplace                               9                   10                       10

     Source: The New Employee/Employer Survey - Harris Interactive Poll of over 7,700 employees nationwide,
                               originally sponsored by 30 major organizations.
Get “Out Of The Box”!
 • Look in New/Different Places for Talent
 • Highlight/Reward Creativity and Flexibility in the
   Approach to the Job
 • Upgrade/Link Your Website to New Sites
 • If your old way is not meeting your
   recruitment needs, take risks and
   “crank it up a notch”!

 Are you listening to What Workers Want?
What’s In It For Your Agency?
• Better managed organization
  – Shared clarity on Strategic Plan priorities
  – Involvement of management in recruitment goals
    and actions
  – Understanding of broad Human Resources
    funding needs
• More satisfied employees
  – Challenges and opportunities
  – Communication and inclusion
• Enhanced reputation
  – More successful recruiting
Recruitment Exercise:
What Do You Need to Do?
  • Identify one NEW recruitment strategy that
    your organization could implement to
    significantly impact hiring results.
  • List the action steps that are required to
    implement this recruitment strategy.
  • Identify obstacles to the strategy and quick
    thoughts on actions to overcome obstacles.