basics of workforce planning presenters: max reichert 225-342-8541 [email protected] dwuena wyre...
TRANSCRIPT
BASICS OFWORKFORCE PLANNING
Presenters:
Max Reichert225-342-8541
Dwuena Wyre225-342-8084
WORKFORCE PLANNING OVERVIEW
Max ReichertDepartment of State Civil
Service
Contact Information:
(225) 342-8541
WORKFORCE PLANNING DEFINED
Workforce planning is
• getting the right people
• with the right skills
• in the right jobs
• at the right time
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WHY IT IS URGENT
Why is workforce planning urgent now?
14% are eligible to retire in one year.
21% are eligible to retire within three years.
29% are eligible to retire within five years.
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GENERAL GUIDELINES FOR WORKFORCE PLANNING
Avoid overreaching. Don’t collect data
until you know how you will use it.
Keep it simple
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OVERVIEW OF STEPS IN WORKFORCE PLANNING
• Define your purpose for workforce planning.
• Get top management and leadership support.
• Integrate and align with strategic plan and budget.
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OVERVIEW OF STEPS IN WORKFORCE PLANNING
• Determine scope of workforce planning
• Form a task force• Predict future
workforce needs• Analyze workforce
supply
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OVERVIEW OF STEPS IN WORKFORCE PLANNING
• Determine gap between supply and needs
• Create action plan to address gap
• Create evaluation process to assess progress
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GETTING STARTED
Dwuena WyreDepartment of State Civil Service
Contact Information:
(225) 342-8084
GETTING STARTED
Determine the purpose
3 Good Reasons (out of many)…1. To create a pool of potential replacements2. To preserve critical knowledge3. To retain and recruit valuable employees
Ask, “Why do we need to do this?” Determine the goal of your workforce plan
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LEADERSHIP SUPPORT
Communicate to all the purpose, importance, & intentions
Designate an executive level employee to oversee efforts
Provide funding for staff development
Chief Executive Endorsement:
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ALIGNING THE PLANS
Strategic
Types of Plans We Have:
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Budget
WorkforceProvides information to support executive decisions. Includes the strategic vision.
PREDICTING FUTURE WORKFORCE NEEDS
Two Important Questions:
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1. What positions should be included within the scope of the workforce planning efforts?
2. What positions will need to be filled and when?
IN OR OUT?
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Determine which jobs or positions to include.
Jobs to consider:- difficult to recruit- require scarce or technical expertise- executive or managerial level- occupied by retirement eligible employee- mission specific- high turnover
YOU’RE LEAVING?
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Current workforce data- Timeframe for projections- Retirement eligibility- DROP participation
Determine when positions need to be filled.
AGENCY WORKFORCE PROFILES
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Data is for classified permanent and probational employees.
Data is organized by EEO-4 job categories. Data items include average age and the
number of employees:
- currently eligible to retire,
- in DROP, and
- eligible to retire in 5 years.
IMPACTS ON THE WORKFORCE
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Look to your strategic plan for guidance.
Should these vacancies be filled?
- Technology- New Knowledge, Skills, & Abilities- New Programs- Budget - Reorganizations
THE ANSWERS
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Many questions have to be answered when trying to predict future workforce needs.
Guess who has the answers…
YOU!
DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY
Max ReichertDepartment of State Civil
Service
Contact Information:
(225) 342-8541
DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY
THE GOAL:Create a pool of well
qualified applicants who will be available when the vacancy occurs
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THREE STRATEGIES
1. Fill with internal employees who do not need much training or development.
2. External recruitment.3. Train and develop
internal staff to succeed to vacancies when they occur.
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IDENTIFYING COMPETENCIES
Competency: the combination of knowledge, skills, abilities, attitudes and behaviors an employee must have to successfully perform a job or task
JOB PROFILING
A formal process for identifying and documenting competencies required and connecting them to job duties
WHO TO TRAIN AND DEVELOP?
• Use job-related objective criteria
• Do not just nominate people with “potential”
• Communicate to employees what to expect
WHAT ABOUT PRE-SELECTION?
Creating a pool is not pre-selection
Legal standards for hiring apply to selecting who gets into the pool
Use of details and double incumbency can be competitive
Two Key Decisions
1. Will training and development be mandatory for promotion to the position?
2. How to evaluate performance during training and development
CONTINUING THE PROCESS
Establish a schedule to assess progress
Get feedback from managers
Survey employees Modify and maintain
workforce plan as ongoing process
APPENDICESand HANDOUTS
Assessment Tools Classification and
Pay issues Job Profiling Websites Sources of
Competency Lists
WRAP-UP
Question and
Answer Session