Download - 1 Introduction to Workforce Planning and Development in State of Alaska Executive Branch Departments
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Introduction to Workforce Planning
and Development in
State of Alaska Executive Branch Departments
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What is Workforce Planning?
Workforce planning is, simply stated, the
Right number of people with the Right competencies in the Right jobs at the Right time
to accomplish the agency’s goals and mission.
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What is Workforce Planning?
Workforce Planning is a systematic process for identifying and addressing the gaps between the workforce of today and the workforce of tomorrow.
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What is Workforce Planning?
Workforce planning is creating an integrated and ongoing strategy for ensuring an organization is prepared with the appropriate human capital to meet current and future needs.
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Nearly 60% of state employees are 45 or older
Helps the state compete in today’s market
Allows decision makers to determine the workforce needed for tomorrow’s success
Gives managers the human resource information they need to manage their programs effectively
Why do Workforce Planning?
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Workforce Planning Steps
Define the Future
Analyze Current Workforce
Close the Gap
Monitor, Evaluate, Revise
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Step One: Define the Future
Articulate the agency’s vision, mission, organizational values, and objectives.
Have a defined strategic plan for the agency
Conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis
Prepare the Demand Forecast
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Determine Future Workforce Requirements
Workload changes Program initiatives Anticipated attrition Roles and functions Mission/strategy changes Distribution
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Identify any current or pending statutory, regulatory, or legislative mandates
Identify any current skills that are becoming obsolete due to new technologies
Identify new skills needed to continue with the business of the agency
Identify shifts in changing work tasks Identify turnover rates in the current
workforce
Prepare the Demand Forecast
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The Demand Forecast Generates:
Quantitative and qualitative data on anticipated workload and workforce changes during the planning period
Quantitative and qualitative data on future competency and skill requirements
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Step Two: Analyze Current Workforce
Skills Distribution Demographics Workload/Productivity Staffing levels Succession Outsourcing
Profile Existing Workforce
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Supply Projections
Supply projection examines the current and future composition of the workforce and workload.
Quantitative data on current and projected workforce
Quantitative data on current and projected competencies
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Supply Projections
Look at trend dataWorkforce ProfileHiring PatternsRetirement PatternsTurnover statistics
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Identify Labor Market Influences
Labor pool decline Changes in labor pool Downsizing outside State
Government Changing occupation outlook
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Start by learning about your agencyaverage age of state employees
42.0
42.5
43.0
43.5
44.0
44.5
45.0
45.5
46.0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
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Start by learning about your agencystate employees eligible for retirement
DepartmentTotal # of
Employees in R&B DB
Eligible for Retirement in
5 Yr
Eligible for Retirement in
1 Yr
Eligible for Immediate Retirement
Administration 963 251 99 73Commerce, Community and Econ Dev 428 142 73 55Corrections 1350 369 169 123Education 251 66 30 25Environmental Conservation 443 124 59 43Fish & Game 1297 294 169 143Governor's Office 133 28 15 12Health and Social Services 3027 782 326 246Labor and Workforce Development 794 256 103 68Law 486 110 53 42Military and Veterans Affairs 263 67 27 21Natural Resource 896 279 131 98Public Safety 729 153 58 41Revenue 484 111 46 36Transportation and Public Facilities 3192 898 373 278
Statewide 14736 3930 1731 1304
Calculations are based on retirement dates projected by Retirement & Benefits
** Retiree Workers, employees in the Marine Engineers, Beneficial Association and some employees on approved leave without pay on June 30, 2007 are not included in this calculation
Immediate retirement is defined as a retirement eligibility date of August 1, 2007 or earlier
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Start by learning about your agencyaverage age of new hires
Department New Hire Count Average Age Males FemalesAdministration 151 38.9 41.3 37.3Commerce, Community and Economic Development 69 41.7 42.3 41.2Corrections 172 39.0 38.4 40.0Education 48 40.3 42.8 39.3Environmental Conservation 54 38.9 42.6 36.1Fish & Game 176 31.7 31.3 32.1Governor's Office 29 38.9 40.8 37.5Health and Social Services 450 39.2 38.9 39.3Labor and Workforce Development 68 43.7 44.8 42.9Law 72 39.0 42.7 37.8Military and Veterans Affairs 46 40.9 42.4 39.2Natural Resource 114 38.6 38.6 38.6Public Safety 87 39.1 40.2 37.1Revenue 60 37.9 37.7 38.0Transportation and Public Facilities 377 40.5 40.1 41.2
Statewide 1973 38.9 39.2 38.7
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Start by learning about your agencystate employees eligible to retire in 5 years
Eligible for Retirement in 5 Y r, 27%
Current State Employees, 73%
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Start by learning about your agencydetermine the competencies that already exist in your
agency
•Conduct general assessment of employees’ current skills
•Ask employees to identify career goals and future desired skill sets
•Review PDs and job descriptions
•Hold focus group interviews to determine skill and competency levels
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Gap Analysis
Use the Demand Forecast and the Supply Projections to identify differences (gaps) between where your agency is now and where it needs to be in the future
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Gap Analysis
Identifies situations where future demand will exceed future supply
Identifies situations where future supply will exceed future demand
In both types of situations, your workforce plan must address eliminating these gaps
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Workforce Action Plan
Develop your plan around the most mission critical gaps
Define critical job competencies Define and redesign jobs Define recruiting needs Define training and development needs Identify restructuring opportunities Identify a timeline for making the changes Describe how the plan will be measured
(objectives)
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Implementation Plan
Obtain management leadership and support
Develop change management strategy
Communicate
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Obtain Management Leadership and Support
Workforce Planning should be viewed as a significant piece of an agency’s strategic plan
Senior-level management should lead the planning process
Agency’s program managers will gain the most benefit from the plan
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Develop Change Management Strategy
Change must be managed Change involves all stakeholders in
the agency Objective view of the change is
needed—often agencies will contract out for some portion of the Workforce Planning process.
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Communicate
Make the process transparent—let your employees know what’s going on
Let your employees know what’s in it for them
Planning for future workforce needs is an excellent time to offer career growth and opportunities to current employees
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Step Four: Monitor, Evaluate, Revise
Monitor
Continuously monitor the plan and consider any internal or external developments that may affect the action plan. Consider upcoming legislation,
budgetary concerns, and other external developments
Monitor projections to determine if current conditions meet projections
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Evaluate
Obtain feedback about the action plan and how it is working Meetings Surveys Interviews Focus groups
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Evaluate
Measure the results of the plan Do the gaps still exist? Are skills being developed? Are staffing levels adequate to perform
the critical mission of the agency? Do new hires possess the needed
competencies? Celebrate achievements!
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Typical Workforce Planning Issues to Overcome
No commitment from agency leadership to provide the necessary staff
Doing it half-heartedly - Do it right, or not at all.
Not including agency employees Wanting it too quickly. Lack of available data.
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Summary
Make workforce planning part of your overall strategic planning effort.
Assess the urgency of your division’s particular situation; gear your effort to that level of urgency.
If urgent, begin now. Ask for help. Do it right!
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Available ResourcesPublications
Workforce Planning Agency Reference and Guide
Workforce Planning Quick Reference
HR Update monthly newsletter
Annual Workforce Profile
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Available ResourcesTools
Knowledge Transfer tools Succession Planning Model Skill Gap Analysis tutorial power
point Scheduled, ad hoc, and special
reports Open enrollment and customized
leadership and compliance training