Workforce Planning:

1
SC Budget and Control BoardOffice of Human
Resources

• Workforce Planning
• A Practical Approach To Knowledge Transfer

2
Workforce Planning Website

• Located under Hot Topics on OHRs website
• Information is updated the first week of every
  month
• Office of Human Resources - Home Page

3
Trends

• To identify trends, you may use the website to
  find your agency information and compare it to
  the patterns of similar agencies
• Average length of time employees stay in TERI
  program is 2.75 years

4
Trends

• Changes to the earning limitations and
  modifications to the TERI program have
  significantly affected the number TERI
  participants
• Between 7/1/04 3/31/05 there were 719 TERI
  participants
• Between 7/1/05 3/31/06 there are only 200 TERI
  participants
• 1,082 employees ended their TERI participation
  between 12/31/05 3/31/06. Of those
  individuals, 163 were hired back into FTEs and
  243 were hired back into temporary positions

5
Questions to Consider as a Position Becomes
Vacant

• Can someone else do the job?
• Is the position properly classified?
• Is the salary level appropriate?
• Could duties be distributed among other
  positions?
• Is it possible to streamline a position using
  technology?

6
Knowledge Transfer

• SC Budget and Control Board
• Office of Human Resources

7
The Knowledge Issue

• Experienced staff are leaving
• Middle management ranks are thin
• Recruiting new talent can be difficult
• Not a priority in many organizations

8
CPS Human Resources Study

• Challenge Replacing boomers with qualified
  staff
• Policies on recruitment, hiring, training and
  development, career mobility, knowledge
  management, etc. need to change

9
The Priority Knowledge Transfer

• The process of sharing knowledge between one
  person and another
• Captures institutional memory

10
Types of Knowledge Explicit

• Information that is organized in a particular
  way for future retrieval e.g., documents,
  databases, spreadsheets, procedures manuals,
  checklists

11
Types of Knowledge Tacit

• Knowledge that people carry in their heads. It
  is difficult to access and most people are not
  even aware of what they possess or how it is of
  value to others. It provides context for ideas,
  experiences, people, and places and is not easily
  captured.

12
Knowledge Transfer/ Management Strategies

• Best Practices
• Communities of Practice/Interest
• Documenting Processes
• Document Repositories
• Job Aids
• Job Rotation
• Job Shadowing
• Knowledge Audits

• Knowledge Fairs and Open Forums
• Knowledge Maps/Inventories
• Learning Games
• Lessons Learned Debriefing
• Mentoring
• Storytelling
• Structured On-the-Job training

13
Developing a Knowledge Transfer Plan

• Where to start
• Identify areas where significant loss of
  knowledge and skills will be occurring in the
  near future
• Identify high value knowledge and skills - core
  business processes or programs most vulnerable to
  turn over
• Based on the above criteria, select a function(s)
  in your organization that would benefit from
  knowledge transfer.

14
Identify Staffing Levels and KSAs

• How will services change (expand/ downsize)?
• Will reorganization, process improvement or
  technology impact staffing levels ?
• How will staffing patterns change?
• How will KSAs change?

15
Project Anticipated Knowledge and Skills Gaps

• List critical staffing, knowledge and skill gaps
  that exist or will exist due to retirements and
  potential turn-over.
• Select most feasible knowledge transfer strategies

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Develop a Plan

• Sponsor plan
• Engage key stakeholders
• Develop a knowledge transfer plan
• Communicate the plan
• Implement and monitor
• Evaluate and revise

17
SC Budget and Control BoardOffice of Human
Resources

• Questions?