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Workforce

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VP of Workforce Planning? ... Provides workforce demographics, retirement projections, and succession planning. ... age and years of service at retirement? ... – PowerPoint PPT presentation

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Title: Workforce


1
Workforce Succession Planning
  • Gary Watkins
  • Workplace Performance Technologies (Pty) Ltd
  • trading as Workinfo.com

2
AGENDA
  • Introductions
  • Admin Issues
  • Workforce Planning Intro
  • Workforce Planning Models
  • Phase 1
  • Phase 2

3
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4
Admin Issues?
  • Breaks
  • Tea 1000 10h30
  • Lunch 13h00 14h00
  • Tea 15h00 15h30
  • Workbook and Exercises

5
VP of Workforce Planning?
  • "Being strategic demands that you look at the big
    picture, that you forecast and attempt to prepare
    for the future by taking into account as many
    variables as possible. Without forecasting
    fluctuations needed in the demand, supply, and
    movement of talent, a.k.a. workforce planning,
    HR will continue to get blindsided by "surprise"
    internal and external events.
  • Dr. John Sullivan

6
What is Workforce Planning?
  • Right people - With the Right skills - In the
    Right Place - At the Right Time
  • or
  • Systematic approach for identifying the workforce
    competencies required to meet the companys
    strategic business objectives and developing the
    strategies to achieve this

7
What is Workforce Planning?
  • Simply put..
  • Attracting and retaining the talent / skills
    needed to survive

8
Main Drivers of Workforce Planning
9
Why do Workforce Planning?
  • Addresses the organizations competency/ skills
    needs
  • Provides workforce demographics, retirement
    projections, and succession planning.
  • Provides rationale linked to expenditures for
    recruitment, training, employee development,
    retention
  • Provides tools to address changes
  • Assists in creating a high quality workforce
  • Provides critical information

10
Why do Workforce Planning (2)?
  • EE numerical targets
  • WSP
  • BBBEE
  • Emerging competencies / tasks needed
  • Retrenchments
  • Transfers, mergers and acquisitions
  • New HR service delivery models
  • Human capital/talent management
  • Transformation initiatives in public sector
  • Labour market trends
  • Social/Market influences HIV/AIDS,

11
Why do Workforce Planning (3)?
  • Demographics and Trends in the workplace have
    changed.
  • These changes have impacted YOUR organisation
  • Recognising and being prepared (WFP) you ensure
    you have the necessary human capital to achieve
    your mission (Business Strategy/objectives)

12
Trends? Activity
  • Baby Boomers (BB) are getting older
  • BB redefine retirement age
  • Technology changes HR Function
  • New Legislation
  • Labour pool is shrinking
  • Globalisation
  • Workforce needed for tomorrow is very different
    from today

13
Trends?????
IPMA Workforce Planning Resource Guide
14
Therefore WFP is.
IPMA Workforce Planning Resource Guide
15
WFP and Succession Planning?
  • WFP Right People, right place, right time
  • Succession Planning Subset of WFP right
    leadership in every place in the organisation
    (prepare for advancement through development)
    talent management!
  • Page 9

16
HR Strategic Plan
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Changing HR Roles and Strategy
  • HR strategic HR Skills and abilities
  • Competencies
  • Leader influence the direction of the business
  • Change Agent addressing and initiating
    improvements
  • Business Partner
  • WFP integral to your HR Strategy

19
Exercise
20
Shared Service Models
21
Is there a generic model?
  • Both public and private, have developed models
    for workforce planningthe processes are all very
    much alike.
  • All rely on an analysis of
  • present workforce competencies (demographics,
    retirement projections, etc)
  • identification of competencies needed in the
    future
  • a comparison of the present workforce to future
    needs to identify competency gaps and surpluses
  • the preparation of plans for building the
    workforce needed in the future and
  • an evaluation process to assure that the
    workforce competency model remains valid and that
    objectives are being met.
  • Source A Guide to Workforce Planning in the U.S.
    Department of the Interior, Office of Personnel
    Policy

22
Workforce Planning Model
23
WFP Model
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25
Phase 1 Planning Stage
26
Strategic planning (1)
  • Assemble workforce planning team
  • Assess organisational readiness for workforce
    planning
  • Resources and capabilities
  • Commitment
  • Expertise
  • Time
  • Money
  • Technology
  • Develop communication strategy
  • Assess employee

27
Strategic planning (2)
  • Conduct analysis of business requirements
  • Determine scope of workforce planning project
  • Identify outcome priorities

28
WFP Scope
  • What is the focus of the plan?
  • Why are we doing it?
  • What do we want to achieve?
  • Is this plan for the whole organisation or just
    for my work unit?
  • Where does the plan fit in terms of the
    organisations hierarchy of plans that is,
    strategic, operational, corporate, specific
    purpose?

29
Purpose of Planning Phase
  • Focus on function, not on people needed to do the
    job. Once you have a strategic plan, you need to
    think about what functions you will need to
    perform in order to accomplish the strategic
    mission of your organization.
  • Key positions or their work requirements will NOT
    remain forever static.
  • There is no foolproof way to predict key
    positions with absolute certainty. Some possible
    approaches are

30
Analytic Tools Exercises Exercise
  • Functional Scanning A systematic process of
    examining external trends.
  • Economic, government/legal, technological,
    social, geographical, and other issues affecting
    the organization's external environment.
  • Organizational Analysis A systematic process of
    examining how an organization is positioning
    itself to address future challenges (SWOT
    analysis).
  • How well-positioned is the organization to
    respond to the effects of future trends?
  • What action steps can the organization take to
    meet the threats and opportunities posed by
    future trends?
  • How can the organization maximize its strengths
    and minimize its weaknesses as the future unfolds?

31
Impact Analysis
  • Overview of impact analysis template

32
Results Matrix
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35
Phase 2 Analysis Stage
36
Phase 2 Analysis Stage (ii)
37
Workforce Planning - Analysis
  • Key Questions
  • Approach
  • How will you achieve your goals? (how will you
    reduce the gap?)
  • Challenges
  • What are the strengths, weaknesses, opportunities
    and threats you must understand in order to
    achieve your vision
  • Benefits
  • What is your value proposition to business?
  • Metrics
  • How will you know if you are successful?

Supply Analysis focuses on identifying
organizational competencies, analyzing staff
demographics, and identifying employment trends.
Competencies? Labour Market? Org.
movement Business Activity Projected
Needs? Impact of Changes? Technology?
WFP IMPLEMENTATION ROADMAP
Demand Analysis deals with measures of future
activities and workloads, and describing the
competency set needed by the workforce of the
future.
38
Workforce Planning - Analysis
  • Key Questions
  • Approach
  • How will you achieve your goals? (how will you
    reduce the gap?)
  • Challenges
  • What are the strengths, weaknesses, opportunities
    and threats you must understand in order to
    achieve your vision
  • Benefits
  • What is your value proposition to business?
  • Metrics
  • How will you know if you are successful?

Supply Analysis focuses on identifying
organizational competencies, analyzing staff
demographics, and identifying employment trends.
Competencies? Labour Market? Org.
movement Business Activity Projected
Needs? Impact of Changes? Technology?
WFP IMPLEMENTATION ROADMAP
Demand Analysis deals with measures of future
activities and workloads, and describing the
competency set needed by the workforce of the
future.
39
Analysis Supply Demand
  • Scan the environment
  • External Environment
  • Demand and Supply of workers
  • Emerging occupations
  • Retirements
  • Competitors
  • Legislation
  • Competitors
  • Economic conditions
  • ..

40
Analysis Supply Demand
  • Workforce Profiles
  • How many employees at each organizational level?
  • What is the grade structure for these levels?
  • What is the average education level/grade/step/tim
    e in position for employees in this field?
  • What is the turnover rate? Are employees leaving
    the organisation to transfer to other
    organizations (public / private / competitors)?
  • Are employees in this field moving around within
    the organisation?
  • Are employees retiring when eligible?
  • What is the predicted retirement count for the
    next five year?
  • What is the average age and years of service at
    retirement?
  • What are the gender/racial/age/disabilities
    statistics for this field?
  • How are contract employees utilized?
  • Can / Should any of the work be outsourced?

41
Analysis Supply Demand
  • Demand Analysis
  • Qualitative data on anticipated workload changes
  • Workforce changes during the planning period
  • Qualitative and quantitative data on future
    competency requirements

42
Workbook Resources
  • Supply
  • Demand
  • Summarise

43
Analysis Competencies
  • Competencies are a set of behaviours that
    encompass skills, knowledge, abilities, and
    personal attributes are critical to successful
    work accomplishment.
  • Workforce Skills Analysis
  • The skills needed to carry out the a function at
    an organisational level
  • Core Competencies
  • Across the organisation and between jobs
  • Individual Competencies

44
Analysis Skills Competencies
  • What skills are currently available?
  • What skills will be needed in the future?
  • Gap?
  • Competency Model?
  • A map to display a set of competencies that are
    aligned to the company vision, mission and
    strategic goals.

45
Analysis Skills Competencies
  • Developing Competency Sets
  • Perform Job Analysis to identify job tasks for
    critical positions
  • Broaden to include Knowledge, Skills and
    Abilities
  • Identify Job competencies (effective performance)
  • Develop model for new roles
  • Develop preliminary clusters for organisational
    positions
  • Page 101 of exercise book

46
Gap Analysis
  • Indication
  • Future shortage
  • Strategy
  • Recruitment
  • Training
  • Succession
  • Critical gaps analysed
  • Timely intervention

Supply is less than Forecast
47
Gap Analysis
  • Indication
  • Future excess
  • Strategy
  • Skill sets no longer needed?
  • Retraining
  • Transfers
  • Separation incentives?

Supply is greater than Forecast
48
Gap Analysis Process
49
  • Action Items
  • Phase 3 Implementation
  • Phase 4 Evaluation Monitoring

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Technology Will Become The Norm
53
Phase 3 Implementation Stage
54
Setting the Strategic Direction
  • This is the process of preparing a model for your
    organization's long term success. All
    organisations should establish a three or
    five-year strategic plan, and continually update
    and evaluate it in terms of mission changes and
    results.
  • "...a continuous and systematic process where the
    guiding members of an organization make decisions
    about its future, develop the necessary
    procedures and operations to achieve that future,
    and determine how success is to be defined."
  • Goodstein, Nolan and Pfeiffer

55
Setting the Strategic Direction
  • Organize and mobilize strategic partners Locate
    and enlist key players within the organization
    and among customers.
  • Set vision, mission, value, and objectives
    Compose vision, mission, values, and objective
    statements that provide a foundation for defining
    and implementing strategic plans.
  • Review organizational structure Examine current
    workforce demographics, competencies, and
    workload.

56
Setting the Strategic Direction
  • Conduct business process reengineering Analyze
    and redesign processes across the organization.
  • Set measures for organizational performance
    Define how the organization will know when and if
    it has succeeded.
  • Position HR to be an active partner Put HR
    leaders in the front of the strategic planning
    effort.

57
Strategy Development
  • Appropriate recruitment, development, and
    retention strategies and timelines to address
    gaps and surpluses to ensure that the
    organization will have appropriate staffing to
    meet its future functional requirements and carry
    out its mission.

58
Strategy Development
  • The final step involves the development of
    strategies to address future gaps and surpluses.
  • There is a wide range of strategies
  • There is also a myriad of factors that will
    influence which strategy or, more likely, which
    combination of strategies that should be used.
    Some of these factors include, but are by no
    means limited to, the following

59
Considerations?
  • Time. Is there enough time to develop staff
    internally for anticipated vacancies or new
    competency needs, or is special, fast-paced
    recruitment the best approach?
  • Resources. The availability of adequate resources
    will likely influence which strategies are used
    and to what degree, as well as priorities and
    timing.
  • Internal depth. Do existing staff demonstrate the
    potential or interest to develop new competencies
    and assume new or modified positions, or is
    external recruitment needed?
  • In-demand competencies. How high the
    competition is for the needed future competencies
    may influence whether recruitment versus internal
    development and succession is the most effective
    strategy, especially when compensation levels are
    limited.
  • Workplace and workforce dynamics. Whether
    particular productivity and retention strategies
    need to be deployed will be influenced by
    workplace climate (e.g., employee satisfaction
    levels), workforce age, diversity, personal
    needs, etc.
  • Job classifications. Do the presently used job
    classifications and position descriptions reflect
    the future functional requirements and
    competencies needed? Does the structure of the
    classification series have enough flexibility to
    recognize competency growth and employee
    succession in a timely fashion? Does it allow
    compensation flexibility?

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Transactional vs Workforce Planning
  • Operational
  • Filling of current day to day vacancies
  • Workforce Planning
  • Competency gap analysis
  • Long term identification of staffing needs,
    development of long term talent acquisition
    retention methods

62
Develop Workforce Strategy
  • The overall result of this step is a workforce
    plan that provides ways to ensure that the
    organization will have the appropriate staff and
    other personnel, e.g., contingent workforce, to
    do its mission related work.
  • Workforce plan components
  • Workforce plans should be updated at least
    annually and should include the following
  • staffing needs assessment
  • business plan requirements
  • workforce composition and demographics
  • skills gap analysis
  • identification of skills needed and those no
    longer needed
  • assessment of training and development needs and
    resources
  • assessment of recruiting needs and resources
  • evaluation and
  • action plans.

63
Implementation
  • Certain basics of any good project management
    plan should be addressed when implementing the
    Workforce Plan strategies which include
  • Ensuring organization buy-in and support.
  • Allocating necessary resources to carry out
    workforce strategies.
  • Clarifying roles and responsibilities in
    implementing strategies. This includes
    identifying who is involved in implementing what,
    and where coordination among different parts of
    the organization or with different organisations
    is needed.
  • Establishing timelines.
  • Determining performance measures milestones and
    expected end product.
  • Communication of plan. The basis of the plan, as
    well as its elements, should be communicated to
    all employees. That is, why and how it was
    developed, how it will be applied, and how it
    will affect staff.

64
Initiatives to kick start WFPlanning
  • In-house conference on workforce planning
  • Briefing sessions with line managers (focus
    groups) on key principles
  • Build grassroots appreciation of w/force planning
    how benefit line managers/ business
  • Use the language of finance / operations
    principles of project management
  • Build awareness / knowledgebase / case studies
    (intranets)

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Phase 4 Evaluation Stage
67
Evaluation
  • Consider the following in evaluating the planning
    effort and preparing for the next planning
    project. Most of these questions will become
    relevant only after you are fairly far along in
    implementing solutions.
  • Has the strategic plan or other plans changed
    since the beginning of the effort?
  • If so, what are the implications for the
    strategies implemented?
  • Have the implemented strategies achieved the
    intended results?
  • What worked well? What didn't?
  • To what extent have demand and supply projections
    been borne out?
  • Is a new analysis necessary before revising the
    strategies?
  • What adjustments to the strategies are needed?
  • What changes would you like to make to the
    planning process?

68
Example Attrition Model
69
Barriers to Workforce Planning
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US Forest Service Workforce Plan
  • Methodology
  • Detailed information on the methodology used
  • Sources of information include
  • detailed information on workforce status and
    trends,
  • interviews with a wide variety of field and
    national headquarters line and staff officials,
  • a competency survey and assessment of staffing
    adequacy which was sent to a select group within
    the National Forest System, the research
    stations, and national headquarters functional
    organizations
  • data was obtained from the National Research
    Council of the National Academy of Sciences, the
    Pinchot Institute, and public and private sector
    organizations that have been successful in
    workforce planning.

72
Occupational Overview historical trend analysis
73
Average Age Overview
74
Age Distribution - Permanent Employees
75
Retirement Eligibility (Permanent Employees)
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Capability gap matrix
  • Use the capability gap matrix diagram to assess
    the priority for development and record in the
    priority column. For example, if you have
    indicated that a behaviour is essential for a
    role, and needs significant development then the
    priority would be 1highest priority for
    development. Similarly if you indicated that a
    behaviour is desirable for a role and needs
    development, then the priority for development
    would be 2medium priority for development. You
    may then want to discuss with your manager areas
    you have identified that need further development
    or experience.
  • This will form the basis of your capability
    development plan and learning agreement.
  • Source Leadership capability development
    planning (Australian Public Service Commission)
    www.apsc.gov.au/ils

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Conclusions -actioning
  • Using tools for workforce adjustment to fit
    changing skill requirements. The Forest Service
    has gone through a period of major downsizing.
    This has been accomplished with minimal
    separation of employees through reduction- in-
    force procedures. The approach to minimize
    adverse impact on employees was generally a good
    one involving use of separation incentives, and
    placement of excess personnel in other jobs. The
    problem, according to some Forest Service
    managers, is that the placement of excess people
    has sometimes resulted in diminished capacity to
    perform at the optimum level due to the
    qualifications of the person being placed. The
    report recommends that the Forest Service use all
    tools available, including reduction- in- force,
    as a last resort, to achieve the right skill
    balance to meet strategic objectives.
  • Capturing and leveraging expert knowledge. When
    the retirement bulge anticipated in the next five
    years occurs, many thousands of years of expert
    knowledge will be lost unless it is captured now.
    The report recommends that the Forest Service
    explore the establishment of a knowledge
    management program that will ensure that this
    knowledge is not lost forever to the
    organization. In addition, knowledge management
    can provide a mechanism for sharing new
    knowledge, widely and expeditiously, as it is
    acquired. Also, knowledge management systems can
    be used to guide training and retraining
    initiatives. Many leading corporations have
    recognized the need to aggressively pursue
    knowledge management as a competitive strategy.
    The Forest Services dependence on knowledge work
    makes it an ideal setting for such an initiative.
  • Using non- permanent employees. The research and
    development organization, in particular has been
    successful in using term appointments to
    efficiently create a workforce that is flexible
    to meet changing demands. The U. S. Office of
    Personnel Management has raised issues about the
    use of these appointments in some instances. The
    Academy team recommends that the Forest Service
    continue to use, and possibly expand, its use of
    term appointees and other contingent employment
    tools such as temporary and on- call (when
    actually employed) employees. This will provide
    an effective way to adjust the workforce as
    strategic priorities change.

81
Occupations and competencies - priorities for the
future, in terms of competencies and staffing
levels.
  • Organizational Programs. Five regions were
    surveyed to identify those competencies that they
    believed were important for the future. Four of
    the regions reported a need for increased
    competency for the social science occupation to
    address issues related to increasing public usage
    of the forests. Two regions indicated a need to
    improve competencies for geographers, geologists,
    range conservationists, archeologists, and
    criminal investigators.
  • Business Operations and Administration. Human
    resources has redefined its expectations for the
    staff and placed emphasis on moving from
    transactional work to an advisory/ consulting
    role while implementing new technology to do
    processing in a centralized manner. This will
    require training for new competencies related to
    this new role, and on the use of the new
    technological tools that are being contemplated.
    In particular, leading change, leading people,
    being results driven, business knowledge and
    building coalitions are seen as needed
    competencies for the future.

82
The problem - leavers
  • 2006 Baby Boomers enter 60s (retirement age)
  • US Labour Stats result in a labour shortage of
    10 million qualified workers by 2010
  • Forrester Research 45 of US public employees
    will reach retirement age within 5 years
  • Forrester Research replacement 7 years o.j.t
    or 2 5 new employees to replace one skilled
    experienced retiree

83
The problem - replacement
  • US Dept of Education 60 of all new jobs in 21st
    Century will require skills possessed by only 20
    of existing employees
  • National Association of Manufacturers 80 of
    manufacturers face a shortage of machinists,
    craft and technicians
  • Bureau of Labor Stats 1,3 million of new IT jobs
    created between 1996 and 2006 unfilled

84
Goal Alignment
  • employees whose goals are aligned to business
    strategy
  • 51 of senior managers
  • 21 of middle managers
  • 7 of line employees
  • Kaplan Norton (USA), The Strategy Focused
    Organisation, Harvard Business Review, 2001

85
Cost of misalignment
  • 10 overspend on workforce related costs
    (compensation, benefits, inappropriate training,
    turnover, excessive headcount)
  • Underperforming by 10 (unfilled positions, poor
    scheduling, poor work performance, slow response
    to initiatives / market / customer strategic
    imperatives)
  • Dr Richard Beatty, Workforce Agility the new
    frontier for competitive advantage, PwC, 2005

86
Top Five Talent Challenges
87
Talent Challenges
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Maturity of Talent Management
90
High-Impact Talent Management
Q? Align this model with the Strategic HR Model
91
  • "Workforce planning is the most critical human
    resource management challenge today.... To make
    workforce planning succeed, HR professionals will
    be called upon to master new roles as leaders,
    business partners, and change agents. "

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Planning the communication strategy
  • Determine your communication requirements
  • Identify your stakeholders
  • Identify the correct communicators
  • Communicate the message via the correct medium
  • Drawing up the communication plan
  • Measure and evaluate your communication

Workinfo.com
95
Advantages of strategic internal communication
  • Strategic internal communication planning can be
    a proactive approach to building a better, more
    directed and efficient workforce. 
  • The most successful organisations are normally
    those that ensure that all their staff understand
    the mission, goals, values and procedures of
    their organisation.
  • Effective internal communication is a shared
    management responsibility.
  • Communication should be an open two way dialogue
    because
  • Taking account of the views and concerns of
    employee unions, representatives and associations
    can also lead to more effective management.
  • Engaging employees in a conversation for action
    allows institutions to tap into a vast pool of
    intelligence and expertise.

Workinfo.com
96
The various stages of commitment
Workinfo.com
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Basic Principles of Communications
Workinfo.com
98
Building the message
  • When building your message ask
  • yourself
  • What?
  • Why?
  • Who?
  • When?
  • How?

Workinfo.com
99
Stakeholders
  • Annexure 1
  • Who are stakeholders?
  • Anyone who has an interest in the communication
    or who can impact the communications.
  • Organisation Structure
  • Here you should outline the structure of your
    division or organisation in order to make sure
    that you do not leave out any important
    stakeholders.
  • Key Stakeholders
  • Here you should outline who your stakeholders are
    according to who needs to be actively involved
    and who needs to be fully informed.
  • Stakeholder Map
  • The stakeholder map should allow you to plot
    where you think the various stakeholders are in
    terms of their degree of influence in the
    organisation, how important it is that they
    buy-in to the communication and their possible
    resistance to the messages.

Workinfo.com
100
Drawing up the communications plan
  • Communication Plan
  • Communication Issue
  • Key Messages
  • Desired Outcomes
  • Actions / Initiatives
  • Stakeholders
  • Communication Channel
  • Timing
  • Budget

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101
Can you measure your success?
  • If you dont evaluate the success of
  • your efforts, sooner or later, someone
  • else will.
  • List a couple of ways that we can
  • measure whether your communication
  • strategy was a success?

Workinfo.com
102
Measurements of success
  • General Employee Surveys
  • Climate studies or staff moral surveys
  • Readership / viewership surveys
  • Focus groups or interviews with staff
  • Suggestion Box
  • Provide an email address to which staff can send
    suggestions, complaints etc.
  • Place leaflets / questionnaires in the staff
    newsletter
  • A manned telephone line that staff can call
  • Competitions that prompt staff to give feedback
    by incentivising them by way of a prize.

103
Staff Feedback
  • There are a number of ways to receive feedback
  • from staff
  • Staff forums or focus groups
  • A suggestion Box
  • An email address
  • A telephone line
  • Competitions that prompt staff to give feedback
  • The following rules should be observed
  • Always meet deadlines.
  • Wherever possible get your staff or colleagues
    involved to assist.
  • Always reply if required to do so, dont just
    ignore the request for information.
  • Respect confidentiality and anonymity

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Missing Statistics
  • Age Analysis
  • Retirement analysis
  • Average tenure
  • Organisation and per occupational group

115
  • Auditor General

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