Workforce Planning Tool kit

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Workforce Planning Tool kit
Mary Washington College
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Table of Contents

• Developing Goals and Objectives for my department
• Assessing Staffing Needs
• Identifying skills needed and those no longer
  needed.
• Identifying training and development needs.
• Creating job descriptions for new employees
• Determining resource requirements for my
  department
• Determining the budget for my department
• Leading my department through change

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Developing Goals Objectives for my department

• Workforce Planning Toolkit
• Part I

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Developing Goals Objectives for my department
Establishing Direction

• What business is the college in? Why does it
  exist? (examine mission)
• What business is our department in? Why do we
  exist?
• What are our principle functions?
• How do these functions contribute to the total
  organizations roles and missions?
• What is unique about our divisions work as
  compared to others in the college?
• What issues are important or unique in our area?
• Where would we like to be in relation to where we
  are now?
• Area Mission Statement
• (department) exists to do what?
• For whom?
• Why?

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Developing Goals Objectives for my department
Goals and objectives

• Looking at the mission statement for our area,
  what major things would we like to accomplish
  during this period of time?
• What are the necessary interim steps, the
  specific objectives that will allow us to
  accomplish our goals?
• What timelines will we need to assure our goals
  are accomplished?
• For what will we be held accountable on the next
  review?
• What is the personal responsibility of each
  employee?
• When will we meet regularly to discuss the
  progress of these goals?

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Assessing Staffing Needs

• Workforce Development Toolkit
• Part II

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Assessing Staffing Needs

• PART I Analyzing the Situation
• What needs to be accomplished in the next year?
• Do I have the sufficient number of employees to
  accomplish these goals? (choose 1 of the below)
• Yes, click this button
• No, click here to the
• recruitment process
• C. I have the sufficient number now, but
  anticipate losing one or more employees due to
  retirement or relocation?

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Assessing employee skill level

• Do my current employees have the skills necessary
  to accomplish the upcoming objectives?
• If certain they do, go to next section
• B. If uncertain, go to

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Recruitment Process

• To access the guidelines and procedures for
  recruiting new employees, click on the button
  that corresponds with the type of employees you
  wish to recruit
• Procedures Forms
• Classified Employee
• Hourly Employee
• Faculty
• Administrative
• staff

All recruitment forms are available on the s
drive under Fac-Staf/Recruitment
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Succession Planning

• What steps have you taken to ensure that existing
  employees are competitive candidates for
  promotions?
• Have you set up a back-up system for
  cross-training of employees?
• Have you kept an open-door policy in which
  employees feel they can come talk to you about
  their future (retirement or promotion
  opportunities)?

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Identifying skills needed

• Workforce Development Toolkit
• Part VI

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Identifying necessary skills for a position

• Using form A, list the current functions of the
  position.
• Break the functions down into specific tasks.
• List the knowledge, skills, and abilities
  necessary to perform those tasks there should be
  a team of people deciding this to make sure it is
  objective.
• Knowledge the range of understanding and
  information one has in relation to a particular
  job
• Skills the power to execute ones knowledge
  effectively in performance
• Abilities Natural aptitude or acquired
  proficiency

FORM A
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Identifying necessary skills continued

• 4. Rate the skills in importance from 1 to 5
  with 5 being critically important.
• 5. The skills with the highest rating signify
  the skills employees should currently have to
  perform their jobs or that new employees should
  have when recruited for a position.
• 6. If current employees dont have these
  skills, investigate training sources.

FORM A
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Identifying training and development needs

• Workforce Development Toolkit
• Part VII

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A simple approach to identifying training needs

• Choose a position to evaluate.
• Enter all the job responsibilities of that
  position (see Form A).
• Complete Form A as specified stating tasks,
  knowledge, and skills needed.
• Using Form B, list the skills needed for the
  position.
• The employee and direct supervisor should then
  rate the employees proficiency in these skills
  using Form B.
• The average of the 2 scores should be calculated.
• All items that receive a 3 or below indicate a
  need for training.
• Form A Form B

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Creating Employee Work Profiles (EWP) for new
positions

• Workforce Development Toolkit
• Part III

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Instructions for completing a Employee Work
Profile (EWP)

• Introduction
• The Employee Work Profile is a combination of
  the employee work description, performance plan,
  and evaluation assessment. Sections I, II, III,
  and IV are written or reviewed by the supervisor
  and the employee together at the beginning of
  employment to determine work plans and
  development needs. Sections V, VI, VII, and VIII
  and IX then are completed by the supervisor and
  reviewed with the employee at the end of the
  cycle.

Sample EWP
Blank EWP
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Step-by-Step InstructionsPosition
Identification InformationPART I

• TIP If you are creating a new position,
  complete part II of the EWP first. This will
  give you a better idea of how to classify the
  position. Otherwise proceed with directions for
  PART I.
• PART I INSTRUCTIONS

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Step-by-Step InstructionsWork Description
Performance PlanPART II

• TIP This is a vital section because it gives
  direction for all the other sections including
  the employees work plan and the criteria used in
  the performance evaluation. So please take the
  time to think about it carefully.
• PART II INSTRUCTIONS

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Step-by-Step InstructionsEmployee Development
PlanPART III

• TIP Take the time to sit down with your employee
  and discuss what he/she thinks they need to learn
  in the next year. Add your observations as well
  and make a concrete, realistic plan you both are
  happy with.
• PART III INSTRUCTIONS

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Step-by-Step InstructionsReview of Work
DescriptionPART IV

• Tip Verify that both you and the employee have
  the same understanding of the job and development
  plan by signing the document.
• PART IV V INSTRUCTIONS

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Step-by-Step InstructionsPosition
Identification NumberPART V

• Part V Position Identification
• PART IV V INSTRUCTIONS

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Step-by-Step InstructionsPerformance
EvaluationPART VI - IX

• Preparation
• Keep notes throughout the year
• Provide little feedbacks
• Gather examples (positive/negative)
• Concentrate on clarity
• Understand employees learning style
• PART VI-IX INSTRUCTIONS

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Step-by-Step InstructionsPerformance
EvaluationPART VI - IX

• TIPS for the Discussion
• Give advance notice
• Be specific and descriptive
• Balance positive negative
• Establish two-way discussion
• Check understanding
• Develop action plan
• Agree on follow-up
• PART VI-IX INSTRUCTIONS

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Determining resource requirements for my
department

• Workforce Development Toolkit
• Part IV

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Resource RequirementChecklist

• When hiring a new person or starting a new
  program, heres a resource checklist to ensure
  your areas readiness for this change. You may
  want to ask yourself, do I have?
• Enough office space allocated for this
• Computer equipment needed to carry this out
• Telephone and other communication devices
• Training materials and personnel to train and
• Supplies so the employee or program can get
  started immediately.

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Determining the budget for my department

• Workforce Development Toolkit
• Part V

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See the below slide presentation from Rick
Hurleys course Overview of the Budget
Process course
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Leading my department through change

• Workforce Development Toolkit
• Part VIII

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Leading my department through change

• Instill a sense of urgency.
• Involve others.
• Create a departmental vision.
• Communicate continuously.
• Delineate clear expectations
• Address obstacles.
• Celebrate small successes
• Change fast.
• Keep on changing.
• Make change stick.

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Instill a Sense of Urgency

• Maybe it begins with only one person, but
  its a leader who manages to shake enough people
  out of their complacency away from disinterest,
  fear, or anger to engender a sense of
  opportunity, a sense that everybodys got to do
  something about seizing that opportunity. All
  too often people say they buy the urgency, but
  they really dont. Maybe its complacency, maybe
  false pride though increasingly, its fear.
• Emphasize the potential opportunities for them!!

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Involve Others

• Companies with great track records of change
  are very effective at assembling a group of
  people that can work together as a real team to
  drive the change. Too often, you see the wrong
  people involved, or people who are working like a
  committee. Or the initiative gets dumped on some
  task force six layers down in the organization,
  where people might desperately want to do
  something but lack the connections, reputation,
  or authority to make it happen.
• Put together a group with enough power to lead
  the change!

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Create a vision for your department

• The leadership group works with others to
  create a vision and the strategies to support it.
  They have a clear sense of purpose and
  direction. In less successful situations you
  generally find plans and budgets, but no vision
  and strategy or the strategies are so
  superficial that they have no credibility.
• Make the vision specific to your area let them
  see how great it can be!

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Communicate continuously

• Once the vision is created, there must be a huge
  effort to communicate it to as many people as
  possible. People need to hear the mandate for
  change loud and clear, with messages sent out
  consistently and often. That means using every
  vehicle possible to send out clear, candid,
  heartfelt messages. In less successful cases,
  leadership either communicates too infrequently
  or uses standard channels that simply dont
  affect people very muchlike boring memos that
  nobody reads or believes.
• Let them know you understand that change can be
  difficult.

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Delineate clear expectations

• During any change, people will often react
  with fear because they dont know how the change
  will affect them. Thats why it is so important
  for supervisors to be able to sit down with
  employees and give specific details on how the
  change will affect that persons work duties and
  future with the organization. Specific
  expectations and method of accountability must be
  discussed.
• Make their role clear!

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Address Obstacles

• The next step get rid of anything blocking
  change. Enable people to move ahead and make
  something happen. Typically, though, the
  obstacles in our organizations are huge- like
  bosses stuck in old ways, lack of information
  systems, lack of self-confidence. To succeed
  with change, youve got to go after those
  obstacles which, I think, is by far the best
  meaning of empowerment. Empowerment has
  nothing to do with putting power in a bag and
  shoving it across the table. It is moving
  obstacles out of peoples way so they can make
  something happen, once theyve got the vision
  clear in their heads.

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Celebrate Small Successes

• Little victories are essential for creating
  momentum and providing sufficient credibility to
  pat the hard-working people on the back and to
  diffuse the cynics. The initial emphasis is on
  quick wins, without losing sight of the long-term
  vision. In less successful situations, either
  you dont get the wins, or they are not fast
  enough or credible. Holding 63 meetings is not a
  win.
• Celebrate getting to the next step along the long
  path.

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Change Fast

• To change an organization successfully, you
  have to make big moves. No matter who you are,
  there is that tendency to want to take the ball
  forward only a couple of yards, then wait, and
  then take a couple of more small steps forward.
  But that doesnt work. You cant coax people
  into change. Incremental nudges in a world
  thats moving in nanoseconds is absolutely not
  acceptable.
• Strike boldly when you believe in something.

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Keep on Changing

• After change enterprises get rolling and have
  some wins, they dont stop there. They go back
  and make wave after wave of other actions
  necessary for long-term, significant change.
  They dont do it all at once it requires one
  piece moving out, another jumping ahead. But
  successful change leaders dont drop the sense of
  urgency. On top of that, they are very
  systematic about figuring out all the pieces they
  need to have in place before they can declare
  victory.
• Dont drop the sense of urgency!

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Make change stick

• The last big step is nailing big change to
  the floor and making sure it sticks. And the way
  things stick is through culture. If you can
  create a totally new culture around some new way
  of managing, it will stay. It is not dependent
  on one boss or a couple of enthusiastic people
  who will eventually move on. Its held in place
  by something more powerful.

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Leading During Times of Change

• Remember, people are watching!
• Be decisive.
• Act with confidence.
• Stay active and engaged.
• You are a role model
• Personally consistent
• Professionally flexible
• Seek alternative perspectives
• Meet others needs
• Foster participation
• Coach, encourage
• Grant forgiveness, not permission

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Other Available toolkits

• Conflict Management Toolkit
• Hiring Toolkit

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Please let us know that youve used the toolkit
and any suggestions you may have.
jkwitnie_at_mwc.edu