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Queensland Government Enterprise Architecture
Current state: workforce profileDigital and ICT strategic planning framework
Final
October 2018
v1.0.0
OFFICIAL - Public
QGEA OFFICIAL - Public Current state: workforce profile
Document details
Security classification OFFICIAL - Public
Date of review of security classification
October 2018
Authority Queensland Government Chief Information Officer
Author Queensland Government Chief Information Office
Documentation status Working draft Consultation release Final version
Contact for enquiries and proposed changesAll enquiries regarding this document should be directed in the first instance to:
Queensland Government Chief Information [email protected]
AcknowledgementsThis version of the Digital and ICT strategic planning framework was developed and updated by Queensland Government Chief Information Office.
Feedback was also received from a number of agencies, which was greatly appreciated.
CopyrightDigital and ICT strategic planning framework
© The State of Queensland (Queensland Government Chief Information Office) 2018
Licence
This work is licensed under a Creative Commons Attribution 4.0 International licence. To view the terms of this licence, visit http://creativecommons.org/licenses/by/4.0/. For permissions beyond the scope of this licence, contact [email protected].
To attribute this material, cite the Queensland Government Chief Information Office.
The licence does not apply to any branding or images.
Information securityThis document has been security classified using the Queensland Government Information Security Classification Framework (QGISCF) as OFFICIAL – Public and will be managed according to the requirements of the QGISCF.
Final | v1.0.0 | October 2018 Page OFFICIAL – Public
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PurposeIn a digital environment, the workforce is a key enabler. Having a workforce that is digital ready with the skills and capability to support a digital service environment is key to the agency’s success in delivering service transformation. This activity involves profiling both the internal workforce as well as external labour markets, to better understand the factors that will influence the supply of future labour for the agency.
Agencies may have their own workforce planning methodologies. In addition, the Queensland Government supports a ICT workforce planning methodology. This guideline is not a detailed workforce profiling methodology and should be considered within the broader context of agency specific and Queensland Government workforce planning policies and methodologies.
AudienceA practitioner in the context of this guideline can include one or more of the following roles:
Digital and ICT strategic planners Agency and service strategic planners Workforce planners Business analysts.
Internal labour supplyAnalysing the agency's internal labour supply, involves the identification of the characteristics, composition, competencies and workload of the current and future available workforce.
Analysing the internal and external labour force will enable an agency to identify: the composition, characteristics and supply of current labour for the agency) the type of jobs and skills available internally.
The analysis of the internal workforce also needs to consider the agency's reliance on the current contingent workforce, which includes consultants, contractors, agency staff, temporary and casual staff.
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Analysing the internal and external labour force will enable an agency to identify the composition, characteristics and supply of current labour for the organisation (from internal and external sources) the type of jobs and skills available internally and externally.
QGEA OFFICIAL - Public Current state: workforce profile
The Queensland Government ICT workforce planning methodology outlines a number of method for profiling and analysing the internal labour workforce including
competency assessments – The Queensland Government ICT Skills Framework and the Queensland Government ICT Skills Assessment Methodology assist in identifying critical skills gaps. This provides a consistent method of determining skills and future areas of focus.
analysis of critical roles – Critical roles are the roles currently crucial to the achievement of agency outcomes either now or in the future. A vacancy in a critical role will have a significant tangible impact on the ability of the agency to deliver outputs, achieve milestones, or meet budget or legislative requirements
workload data and analysis obtained by documenting current workloads and capacity
workforce data and analysis using personnel records and reports derived from human resource systems.
Questions to explore when analysing the internal workforce include: What does the current future labour market look like (regarding the availability of
certain occupations/skill sets and the people necessary to fill them)? What are the competencies, attributes and composition of the current workforce? What roles currently exist in your business unit? Of those roles which:
- conduct the core business of the unit/organisation?
- may become part of the core business under future work plans?
- have had a high number of vacancies over the last 12 months?
- have been difficult to fill?
- require a long training time in order to develop the skills for the role?
- have the largest number of staff? Think about roles not people in the roles What is the current workload? What are current and projected retirements, turnover, secondments etc.? What current skills are essential or critical to the business? How much do you know about them:
- where do your best performers in these roles come from?
- where do your best performers in these roles move to? What is the value of tenure/stability in these roles?
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For more information on profiling the internal workforce, refer to the Queensland Government ICT workforce planning methodology in the Resources section of this guideline.
QGEA OFFICIAL - Public Current state: workforce profile
What is the demand for and availability of these skills in the external labour market?
External labour supplyAnalysing the external labour workforce enables an agency to understand the potential future and current labour supply issues and conditions, and to build these into workforce planning strategies. Monitoring external labour market changes ensures:
sufficient numbers of replacement staff are available to cover separation and growth the contingent workforce relied upon by the organisation is maintained at adequate
levels intelligence is gathered to contribute to the decision of whether the organisation
‘builds, borrows or buys’ specific skills and the numbers required.
The Queensland Government ICT workforce planning methodology outlines a number of resources to assist with profiling the external labour workforce.
Questions to explore when analysing the internal workforce include: What skills does the agency currently obtain via contracts or casual employment? What percentage of employees are on contracts? What are the key skills of employees on contracts? What is the labour market like (re: availability of qualified candidates, ability to
recruit these candidates, and organisational challenges (i.e. internal constraints) in recruiting competitively?
What are the trends in external benchmarking data (re: rates of pay, skill availability)?
What are the trends in external environmental data (i.e. inflation, competition, unemployment)?
What is your employment value proposition?
Next stepsThe external environment should be scanned to identify any factors and trends that may impact on the agency’s direction with respect to the workforce. The aim is to develop an understanding of the key drivers that may affect the future supply and demand for labour for the agency.
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A link to the Queensland Government ICT workforce planning methodology is provided in the Resources section of this guideline.
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Resources
Resource Link
ICT workforce planning methodology
https://www.qgcio.qld.gov.au/information-on/workforce-planning/ict-workforce-planning-methodology
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Refer to the guideline Discover: Horizon scan for more information.