Consultation with managers on workforce planning

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Consultation with managers on workforce planning
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Operating environment

• Environmental factors are both external and
  internal and include
• ExternalPolitical, legislative, compliance,
  economic, labour market, social, policy,
  technology, environment, educational, recruitment
  competition, comparative pay rates, service
  expectations, sector/industry-wide trends.

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• Internal mission/vision, culture and values,
  current business drivers, business challenges,
  structure, resources, knowledge management, new
  productss/service demands,performance indicators,
  customer feedback.

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Scenario Planning

• Review available organisational information
• Workshop the data with relevant managers
• Define two or three possible scenarios
• Assess the likelihood and impact of each scenario
  occurring
• Identify the desired future
• Use understanding of scenarios to feed into
  workforce planning efforts and strategy
• Reality-check and amend scenarios as necessary
  and modify relevant workforce planning strategy

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• Distinguish broad environmental factors that may
  impact on the current workforce
• Identify the likely future conditions or
  scenarios
• Identify key roles and job categories (e.g.
  positions, classifications, skills and
  professions) for business success
• Isolate the critical factors impacting on
  capacity/capability of the future workforce
• Consult line experts and key staff
• Consider the risk of doing nothing

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Questions to ask

• What demands are likely on the business in next 5
  years?
• Key jobs for business success?
• Is current work aligned with strategy?
• Could improvements be made to structure of
  organisation or your unit?

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Supply-side factors

• Identify and access critical staffing information
  (eg recruitment, retention, attrition)
• Analyse trend data for key roles and job
  categories (e.g. positions, classifications,
  skills and professions)
• Understand current levels of capability
  (including cultural)

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Supply side questions

• Do you know what your workforce looks like(eg
  retirements, age, turnover rates)
• What capabilities make your key jobs critical?
  (technical/generic/leadership)
• Current levels of capability?
• Is there a match between capability and current
  business requirements?

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Demand-side factors

• Evaluate current and anticipated workload issues
• Identify and consider current and future
  occupational shortages
• Identify priority capabilities now and into the
  future

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Demand side questions

• What are current and anticipated workload issues?
• What do you want more or less of in your
  workforce?
• Priority capabilities?
• Sourcing needs 12 months, 3, 5 years
• Staff shortages

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• Redundant skills?
• New skills required?
• Impact in critical jobs?
• Staff Development time lines?
• Pressure points?

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Build up evidence for action

• Have work requirements changed?
• Does the work still need to be done?
• Is the work being done aligned to organisational
  strategy?
• How will work flow into each part of the
  organisation?
• Are we structured the right way?
• Are there changes planned to the location of
  work? (eg virtual offices, relocations,
  teleworking)

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• Are there staff shortages in particular areas of
  work?
• Do employees have the required skills and
  capabilities?
• How is knowledge transferred and how long does it
  take to develop critical skills?
• What skills are no longer required, or will no
  longer be required in the future?

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What is the gap?

• Identify the gap between demand and supply
  factors
• Undertake a risk assessment of critical workforce
  issues and/or skills gaps in order to focus
  workforce planning efforts
• Identify the necessary changes to the nature or
  composition of the workforce to meet the targeted
  (desired) future
• Assess where orgn needs time to respond

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• Source www.apsc.gov.au/publications06/workforce
  planningquestions.htm Accessed 7/9/08