workforce planning september 2010
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Approaches to Workforce Planning
UTS Corporate Management and Organisational Change
September 2010
Amanda SpaldingCEO
Darrell Hair Associates Management Consultants
© Darrell Hair Associates – September 2010
Workforce Planning – Why?
• Integrated Planning and Reporting Framework - Legislative Requirements
A Workforce Management Strategy must be developed to address the human resource requirements of a Council’s Delivery Program. The Workforce Management Strategy must be for a minimum timeframe of four years.
© Darrell Hair Associates – September 2010
Workforce Planning – Why?
Strategic aim of workforce planning is to build an appropriate skilled, flexible, and affordable workforce that addresses the human resource requirements of the Council’s Delivery Program and achieves the community’s priorities identified in the Community Strategic Plan
© Darrell Hair Associates – September 2010
Workforce Planning Process
• Workforce analysis
• Forecast future needs
• Gap analysis
• Develop strategies and action plan
• Implement strategies
• Monitor and review
© Darrell Hair Associates – September 2010
Workforce Planning
• In its simplest form workforce planning is a gap analysis comparing current with future workforce requirements and developing actions to bridge any possible gaps that may emerge
• Developing new jobs, occupations and career structures to meet changing service needs e.g. Parramatta Place Managers and Outcome Managers
© Darrell Hair Associates – September 2010
Workforce Planning
• Workforce planning is part of (not aligned to or separate from) the strategic and business planning and reporting process.
• Right people with the right skills in the right jobs at the right time
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
peterberryconsultancy 8
effective workforce plans
• goal directed & aligned
• forward looking
• dynamic
• evidence-based
• inclusive
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elements of workforce plans
• analysing
• forecasting
• planning
• implementing
• evaluating
organisation direction internal labour
environmental factors external labour
demand & supply
assumptions / scenarios
human resources finance / budgets
staff development logistics & technology
strategy policy
processes & systems work practices
all aspects of workforce planning system
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benefits
• balances long term thinking and short term needs
• Aligns HR activity to corporate plan
• develops employee engagement
• provides focus for management decision-making
• reduces risk of bad people / resource decisions
• helps anticipate / avoid future problems
Community Strategic Plan10 Years+
Delivery Program4 Years
Operational Plan1 Year
Annual Report
10 Year Resourcing Strategy
Branch Service and Development Plans/Investors in
People
4 Year Resourcing Plan including Workforce Plan
One Year Financial Plan/Budget
Audited Financial Report
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
PLANDeveloping strategies
to improve the performance of the
organisation
DOTaking action to
improve the performance of the
organisation
REVIEWEvaluating the impact on the
performance of the organisation
© Darrell Hair Associates – September 2010
Typical Organisation Direction
Where are we going?
© Darrell Hair Associates – September 2010
Investors in People Direction
This is the way we’re
going?
We’re all with you
© Darrell Hair Associates – September 2010
Branch Service Planning
• Bottom up – top down integration
• Service plans developed by Branches
• Where are we now?
• Service Plans - objectives, levels and standards; resources currently used to deliver services including assets, staff and finance
• (Asset management strategy starts with services –not assets)
Branch Service Development Planning
• Where do we want to be in four years’ time?
• 4 Year Service Development Plans –environmental scan – SWOT - where is the service going, what will it contribute and what resources will it need?
• Include staff development, performance measures, environmental and risk management
© Darrell Hair Associates – September 2010
Community Strategic Plan and 4 Year Delivery Program
• Where do we want to be in ten years’ time? Community Strategic Plan outcomes and service levels developed through community engagement
• How are we going to get there? Integrate Service Development Plans and Community Strategic Plan to develop Council’s 4 Year Delivery Program with performance targets
• Workforce Plan addresses the human resource requirements of the Delivery Program and achieves the community’s priorities identified in the Community Strategic Plan
© Darrell Hair Associates – September 2010
Workforce Planning as part of Service Planning
• Each service produces an annual Workforce Plan, covering the
following 3-5 years, which
• Identifies the current and future skills and numbers of employees
needed to deliver new and improved services
• Analyses your present workforce’s characteristics in relation to these
needs
• Compares your present workforce and the desired future workforce
to highlight shortages, surpluses and competency gaps
• Examines your diversity profile at all levels against that of the local
population.© Darrell Hair Associates – September
2010
Workforce Planning Process
• Conversations:
• Data analysis:
© Darrell Hair Associates – September 2010
1st
meeting -
LISTEN
2nd
meeting -CLARITY
3rd
meeting -FUTURING
4th meeting -
SOLUTIONS
Environmental scan
Data analysis Refine view
Build the burning platform
8 Steps
1. Environmental scan
2. First conversations with Business Unit Managers
3. Undertake data analysis
4. Second conversations with BUMs – clarification
5. Develop and refine workforce plan
6. Third conversations – requirements for the future
7. Building the ‘burning platform’
8. Fourth conversation – putting it all into action
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
The Investors in People framework
9
PLANDevelop strategies to improve performance
• Business Strategy - The organisation has a vision/purpose, strategy and plan.
• Learning and Development Strategy - Learning priorities are clear and linked to the plan
• People Management Strategy - There is equality of opportunity for development and support.
• Leadership and Management Strategy - Managers are clear about the capabilities they need to lead, manage and develop people
© Darrell Hair Associates – September 2010
DOTake action to improve performance
• Management Effectiveness - Managers are effective and can describe how the lead, manage and develop their people.
• Recognition and Reward - People believe their contribution is valued
• Involvement and Empowerment - Ownership and responsibility are encouraged
• Learning and Development - People’s learning and development needs are met
© Darrell Hair Associates – September 2010
REVIEWEvaluate and improve performance
• Performance Measurement - Impact can be demonstrated
• Continuous Improvement - Evaluation results in improvement to people strategies and management
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
Randwick – Key Themes
• Aligning values and workplace
• Strengthening workforce capacity
• Inspiring performance
• Building skills and knowledge
• Encouraging well being
• Strong emphasis on ensuring diversity
© Darrell Hair Associates – September 2010
Randwick - Values
• Integrity
• Customer focus
• Accountability
• Respect
• Excellence
© Darrell Hair Associates – September 2010
Blue Mountains - Focus
• Maintain a focus on sustainable organisational priorities, striving to keep total employment costs in line with increases in income – ‘Living Within Our Means’
• Ensure employment demographics meet organisation’s future needs
© Darrell Hair Associates – September 2010
Blue Mountains – Focus (cntd.)
• Reduce skills gaps
• Encourage a culture that supports a cooperative and productive workplace
• Encourage a culture that supports integration and cross functional collaboration supported by integrated service provision and systems
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
© Darrell Hair Associates – September 2010
Darrell Hair Associates Management Consultants
Amanda SpaldingCEO
(02) 9453 0324amandaspalding@bigpond.com
www.darrellhairassociates.com
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