Workforce Planning: How to Get Started

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Workforce Planning How to Get Started

• May 1, 2008

Marcia Isbell Principal Consultant EMA,
Inc. misbell_at_ema-inc.com
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• This presentation has 2 sections

• A Model for Workforce Planning
• Recruiting the Next Generation

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A Model for Workforce Planning
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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.

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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 organizations
  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

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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

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Understand Organizations Projected Retirements
2008-2013

• Field Supervisors
• Superintendents
• Professionals
• Managers
• Engineers
• Office Support
• Blue Collar

• 65
• 60
• 38
• 25
• 23
• 22
• 15

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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

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IPMA Generic Workforce Analysis Model Adapts To
Your Utilitys Unique Needs
STEP 1 Scan
STEP 2 Supply and Demand
STEP 3 Gap Analysis
STEP 4 Action
Compare current to future needs to identify the
gap/surplus
Strategic plans Internal factors External
factors SWOT analysis
Workforce Workload Competencies
Recruitment/retention strategies Implementation
planLeadership SupportChange ManagementCommunic
ationEvaluationModification
Feedback
(Reference Workforce Planning Resource Guide,
IPMA 2002)
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Step 1 Scan Utilitys 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

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Analyze Internal Factors

• Capability
• Resources

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Understand External Factors

• Trends
• Drivers

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SWOT Analysis Aligns Organizational Strengths
With Workforce Strategy

• Compare the external opportunities and threats
  against your internal strengths and weaknesses

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Step 2 Supply And Demand Analysis Approach
Varies To Meet Needs
Analyze Future Processes
Competencies
IDENTIFY WORK
Workload
Workforce
Analyze Current Jobs
Analyze Skills
Analyze Talents
IDENTIFY RESOURCES
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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.

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Step 3 Gap Analysis Compare Current To Future
Needs To Calculate Gap
Changing Work
FutureWorkforceNeeds
Gap Analysis

• New Regulations
• New Technology
• New Facilities
• Redesigned Practices

• Deficit Resources/Skills
• Surplus Resources/Skills

• Retirements
• Promotions
• Demotions
• Terminations
• Disabilities
• Lay-Offs

• New Hires
• Transfers
• Promotions
• Recalls

Outflows
Inflows
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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

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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

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

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What Changes Are Needed To Achieve Your Desired
Future Workforce?
Desired Vision
Workforce and Workplace
Business as Usual
Current Reality
Today
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Visioning ExerciseAnswer Three Questions

• Describe Your Workforce Current Reality
• Envision Your Desired Future Workforce and
  Workplace
• What Changes (from Your Current Business as
  Usual) are Needed to Get You There?

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Recruiting the Next Generation
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10 Most Difficult Jobs to Fill

• Engineers
• Machinists/Machine Operators (10)
• Skilled Trades
• Technicians (4)
• Sales Representatives (1)

• 6. Accounting Finance (8)
• 7. Mechanics (3)
• 8. Laborers (9)
• 9. IT Staff
• 10. Production Operators

IPMA Study 2007
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Average Days to Hire Up to 104!!

• HR asked to recruit
• Vacancy announced
• Application deadline
• Testing evaluation begins
• Testing evaluation complete
• Hiring manager receives list
• Time to being interviews
• Hiring manager offers job
• New hire reports to work

• 12
• 8
• 17
• 12
• 12
• 11
• 9
• 8
• 15

IPMA Study 2007
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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
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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

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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

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What Do We Expect to Happen?

• 60 of Baby Boomers will retire by 2015
• 61 of Americas 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

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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

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RecruitmentWhat Do We Want?

• Sufficient Numbers of Qualified Employees to Meet
  Business Needs Today and Tomorrow
• Trained and Motivated Employees Available When
  Needed

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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)

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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

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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

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Todays 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

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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

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Learning A Key to Keeping GenXers
classes
action!
inclusion

• the more GenXers learn
• the more likely they stay.....

creativity
technology!
autonomy
collaboration
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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

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Make Recruitment an Organization Priority

• Share The Vision!
• Respond Faster/ Explain Better
• Update All Written Materials
• Agency Mission
• Agency Benefits
• Job Announcements
• Work Opportunities

• Improve Training and Availability
• Be Open and Ready for Change

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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

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What Workers Want!
What Matters (Rate 1-10 1 Matters Most)
To "Young" Workers(Age 18-34)
To "Mid-Career" Workers(Age 35-54)
To "Mature" Workers(Age 55)
6
6
6
Flexible Work Schedule
A.
3
3
3
Work that Enables Me to Learn and Grow
B.
7
7
8
Ten Percent More in Total Compensation
C.
4
2
1
Comprehensive Retirement Package
D.
2
4
5
Work that is Enjoyable
E.
8
8
10
Two Weeks Additional Paid Vacation
F.
5
5
4
Work That's Personally Stimulating
G.
1
1
2
Comprehensive Benefits Package
H.
9
9
7
Work That is Worthwhile to Society
I.
10
10
9
Flexible Workplace
J.
Source The New Employee/Employer Survey -
Harris Interactive Poll of over 7,700 employees
nationwide,originally sponsored by 30 major
organizations.
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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 yourrecruitment
  needs, take risks and
• crank it up a notch!
• Are you listening to What Workers Want?

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Whats 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

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Recruitment ExerciseWhat 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.