Download - Workforce Planning At Rrhs
Workforce Planning
The Goal of Workforce Planning
“Getting the right number of people with the right skills, experiences, and competencies in the right jobs at the right time.”
Why do it? More proactive Better candidates = better hires Decrease recruiting expenses
Workforce Planning uses understanding of the business landscape to predict human capital needs…and aims to have the right
people in place at the moment of need!
Workforce Planning Departmental Level Specifics1. Exploring future operating environment impact on workforce
Defining departmental load - up / down / static? Understanding of impact of potential new business ventures
coming along Contemplating how changing regulatory environment impacts
workforce Gauging the departmental capability to deliver against
Operational Framework Analyzing the competitive pressures that may exist to steal
business or employees Defining change management for issues that are blocking the
workforce productivity or reducing their capacity to deliver
Workforce Planning Departmental Level Specifics2. Gaining a thorough understanding of your current workforce – and
making appropriate adjustments
Defining Core Staff needed to meet business plan (volume/productivity) vs. actual FTE / Headcount. This includes analysis of use of travelers and per diems and associated overtime utilization.
Understanding skill strengths and gaps – of the individuals as well as the team
Defining successor potential for each key position Understanding the issues associated with problem employees Analyzing Flight Risk – Baby Boomer analysis, discontented workers,
people migrating out for other jobs, etc. Analyzing Recruiting Strategies – current requisitions, analysis of
market supply, pipeline development strategies, education channels and statistics, internships
Workforce Planning RRHS Level Specifics Annual view on upcoming staffing needs based
on total rolled up view of Risks from all turnover types Business change impact to staff Skills vs. business needs Blocks to hiring and what to do about it
Organizational analysis of the issues impacting full productivity
Recruitment Approach without Pipeline PlanningSIMPLIFIED, TYPICAL
HIRING PROCESS
Resignation Rec’d by Leader Creates
Requisiiton
Submits to Approval Process
Job is Posted Internally
Job is Posted Externally
Advertising Campaign
Review any existing applicants
HR screens for qualified
applicantsHiring Manager
DecisionOffer Made &
Accepted
Pre-Hire confirm-
ation
Employ-ment Start
Timeframe –2-4 weeks
Timeframe – 1-2 weeks
Timeframe – 2- 6 (?) weeks
Timeframe 4-6 weeks
9 weeks (63 days) – 18 weeks (126 days) potential time to fill
Typical Timeframe
How Pipeline Planning Helps
Hiring Needs Identified Timeframe for Hire
Short-term (immediate)< 6 months
Intermediate6-24 months
Long-term> 24 months
> Headhunter> Advertising> Sign-on Bonus> OJT> Job Shadowing
SAMPLE STRATEGIES
> OJT> Loan Forgiveness> Flex Scheduling to allow for school> Internships> Clinical Rotations
> Loan Forgiveness> College/ technical school partnerships> Career Pathing> Succession Planning
Workforce Planning AND Development
Workforce Planning Understanding environmental impacts to staffing Understanding turnover risks to staffing Defining department and gross level plans
Workforce Development Upgrading employee skill sets to allow people to take a new position in
the future
Pipeline Development Recruiting students in the final year of school (or even before). Collecting contacts well ahead of need for all hard to fill positions.
Having applicants in the “Pipeline”cuts recruiting cycle time
Resignation Rec’d by Leader Creates
Requisiiton
Submits to
Approval Process
Job is Posted Internal
ly
Job is Posted Extern
ally
Advertising Campaign
Review any existing
applicants
HR screens for qualified applicants
Hiring Manager Decision
Offer Made &
Accepted
Pre-Hire
confirm-ation
Employ-ment Start
Hiring Needs
App 1
App 2
App 3
Ready in 3 weeks
Ready in 6 months
Ready in 18 months
Keys to successful workforce planning and development Partnership between HR & Hiring Managers
Good data Turnover Analysis Market Analysis Projected Core Staff vs. Current Staff
Developing a pipeline. Collecting future candidate contacts via all available methods. Be like the squirrel who saves nuts when plentiful for times of hunger. Understand where people are in the pipeline & what has to be done to move them to employment.
Convert DATA into INFORMATION for decisions by management
Our Pipeline Goal / Measure
Goal Fully screened
candidates waiting for an opening
Measure “Just in time” delivery
of competent qualified people