Strategic Staffing/Worforce Planning Presentation by kpodawil

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									Strategic Staffing – Resources
for developing staffing plans and strategies
Prepared for Financial Services Company IT Organization September 2007 Kirk Podawiltz kpodawiltz@gmail.com

http://sites.google.com/site/recruitingbestpractices/

Meeting Objectives
Developing Staffing Plans
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Define Issues Develop staffing model (determine methodology) Identify gaps/surpluses Develop Staffing Strategies Develop Staffing Plans
Kirk Podawiltz-Confidential

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Important Definitions Relative to Strategic Staffing
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An issue is a gap between where you are and where you need to be in order to implement business strategies to aide in achieving business objectives A strategy is a long-term directional plan of action that describes how objectives will be met Staffing includes all managed movement into, around, and out of an organization (e.g., recruiting, hiring, promotion, internal transfer, redeployment, attrition, retention) Difference between data and information?
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Data – numbers, facts, figures, etc.. Information – Informs and persuades; provide information that affects decision-making
Kirk Podawiltz-Confidential

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The Strategic Staffing Process
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Define a particularly critical staffing issue
Not going to focus on entire company or organization but rather identify critical staffing issues that need to be addressed

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Define staffing gaps and surpluses
Develop staffing model that calculates gaps/surpluses for each job category in planning period

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Develop staffing strategies
Long term directional plan that addresses critical staffing issues for entire planning period not a portion of planning period

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Define specific staffing plans/actions
Develop a staffing plan describing actions needed to address staffing issues within each portion of the planning period (Staffing plan for Q3 08)

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Kirk Podawiltz-Confidential

Defining Staffing Issues
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Business growth due to launch of new insurance product
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Development and Implementation of new internal underwriting application

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Identify the issue(s) to be addressed
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Software Development; skills are needed to
Research, analyze, define plan, write/implement code, test, deployment, and maintenance Software developers – requires experience using different software language new to development teams, competitive to recruit for engineers for a financial services firm located in the Silicon Valley, never have hired this skill set before Software Test Engineers– Testing will need to be completed in a short time frame, imperative that testing is completed for development and implementation of application to need product launch date, previous challenges in retaining testers due to wanting to transition to development roles
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Kirk Podawiltz-Confidential

Define Staffing Gaps and Surpluses
Define model parameters for addressing the issue
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Population to be included (e.g., the positions and individuals)
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The target population Likely sources of needed talent Possible users of surplus talent

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Planning horizon (e.g., each of the next three years)
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How long How often
Columns often denote capability areas, organization units, functions, or geographic locations Rows usually denote capability level

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Model/matrix structure (e.g., row and column headings)
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Kirk Podawiltz-Confidential

Staffing Model Define staffing gaps and surpluses
Define model parameters
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Population: Focus on
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Application Developers and Software Test Engineers Across the IT organization

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Planning horizon:
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One year Updated quarterly

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Structure:
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Two functional positions; developers and testers Rows: Level of experience; will determine roles and responsibilities

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Kirk Podawiltz-Confidential

Staffing Model Structure
Model Structure Project Manager Lead Senior Staff/Contributor Entry Level/Staff Software Development Software Test

Define Staffing Gaps and Surpluses
Define staffing requirements: capabilities
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Focus on competencies that will be needed in the future Identify a small number of critical competencies for each job category (perhaps only 5 or 10)
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Those "make or break" for performance Those absolutely needed to implement strategy/achieve objectives Those needed to win, not just play the game Those that differentiate rows and columns

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Kirk Podawiltz-Confidential

Develop Staffing Strategies
Staffing Strategies
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Promote from within, where possible, for Lead and Project Manager Positions Many Software Developers also have competencies for Testing positions so movement between Software functions is an option

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Evaluate Senior contributor level and promote where reasonable and replace with new hires
At the staff/entry level, develop and execute plan to staff with all external new hires

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Kirk Podawiltz-Confidential

Staffing Plan for Q1
Staffing Plan for Quarter 1 (Software Engineering)
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Promotions:
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2 from Software Development Project Managers lateral move to Project Management for Software Test 1 Lead from Software Test promoted to Project Manager for Test 2 Senior Contributors from Software Development promoted to Leads in Software Test 4 Software Test Staff Level promoted; two to Senior Contributor in Software Test and two to Software Development (with training) 31 new hires into Software Development ; at all levels most at staff 17 new hires into Software Test
Kirk Podawiltz-Confidential

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Hiring:
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