07/04/2014 Workforce Planning 1

Workforce Planning

07/04/2014 Workforce Planning

Tricordant uses the Tricord™ organisational model to reflect the importance of aligning the organisation’s core purpose (identity) to:

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Planning the workforce requires alignment across organisational identity,

strategy, systems and culture

Strategy

Systems Culture

ConceptVision

Strategy Goals

ObjectivesValues

SpiritEnergyCulture

TeamworkLanguage

MotivationEthos

Evaluation

Processes Systems

GovernanceInfrastructure

ProjectsPeople Structure

SkillsMeasurement

Reward

FoundationReason

Core PurposeEthic

UniquenessHistoryBrand

Leadership

Identity

• Strategy – including the workforce implications and underpinning values

• Systems – covering the operational processes and required skills and roles to deliver them

• Culture – the ways in which people will need to work together and be measured

07/04/2014 Workforce Planning

Tricordant View of Workforce Planning

Resource Management

High utilisation of staff

- Resource allocation systems

- Flexible resource management

- Performance management

Talent Management

Internal pipeline of capable staff

- Succession Planning- Career Frameworks

- Leadership Development

Workforce Planning

Sourcing of workforce for the long term

- Workforce Strategy and Plans

- Strategic capability frameworks

- Workforce modelling

Focus

Type of Support

Short Term

Medium Term

Long Term

Time Scale

1 year 3 year

07/04/2014 Workforce Planning

Workforce strategy development moves through six stages:

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Tricordant Approach - Workforce Planning

Wor

kfor

ce S

trat

egy

Dev

elop

men

t

BaselineKnown and

historical dataProbable

Known impacts and changes

Future ScenariosModelling impact of strategy and

external context

Workforce ChallengesExtracting key workforce issues from

supply and dataOptions AnalysisModelling possible

workforce choices based on best practiceStrategy

Develop workforce strategic plan

Supply vs. Demand

Modelling

Workforce Strategy

Development

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Workforce Models vary by Time & Data Type Text

Qualitative

Short Term Long Term

Research-led Teaching Strategy

0%

10%

20%

30%

40%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Research Intensive Strategy

0%

5%

10%

15%

20%

25%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Research Intensive Research Led Teaching

Professional Formation Strategy

0%

10%

20%

30%

40%

50%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Professional Formation

Knowledge Services Strategy

0%

5%

10%

15%

20%

25%

30%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Knowledge Services

Specialist / Niche

Discipline based and internationally

recognised research with research income making up 40%-50%

of income

Discipline based teaching underpinned

by strong research capabilities, with

teaching making up 60%+ of income

Strategy based on translation of

research knowledge into business / social

application. Supplemented by

other income.

Focus on needs of employers and

individual’s professional careers

through CPD & lifelong learning(75%+ teaching)

Typically small institutions focussed on particular areas of practice e.g. creative arts, agriculture. No archetypal profile.

English Universities - Workforce Plan for all Staff (300,000+ staff)

ASSURANCE8%

INSTALL5%

PROJ ENG20%

SIGNAL DESIGN15%SYSTEMS APPS

ENG7%

SYSTEMS ENG35%

TEST5%

RESEARCH5%

ASSURANCE4%

INSTALL17%

PROJ ENG10%

SIGNAL DESIGN42%

SYSTEMS APPS ENG9%

SYSTEMS ENG6%

TEST12%

FutureMainline now Mass Transitnow

LegacyPotential mix of the future

ASSURANCE8%

INSTALL5%

PROJ ENG18%

SIGNAL DESIGN28%

SYSTEMS APPS ENG3%

SYSTEMS ENG32%

TEST6%

Work dominated by:

Key roles:

Bespoke legacy systems

Signalling DesignerSystems Applications Engineers

Building commodity solutions

Signalling DesignerSystems Applications Engs.Product Development

Bespoke complex control systems

IntegratorProject EngineeringSystems Engineering

Disruptive technology solutions

IntegratorResearcherSystems Engineering

Engineering Firm - Strategic Workforce Plan and Assessment

Design / Project Engineering Actuals vs Ideal Integrator

0

1

2

3

4Product Knowledge

Systems KnowledgeIndustry Knowledge

Customer Focus***

Effective Communication***

Engineering Safety

Safety-Quality-Environment

Installation Management

Installation Delivery

Component Testing

System Testing

Requirements Analysis & System Specification

Schema Design

Systems Thinking

Problem Option AnalysisSubcontract Management

Decision Making Engineering Process

People Management***

Planning***

Monitoring & Change Control***

Risk Management***

Commercial Awareness***

Sense Making

Innovation / Creativity

Calculated Risk Taking

Direction Setting

Act with Integrity

Display Adaptability

Demonstrate Interest in Others

Exhibit self-awareness and develop oneselfDrive for Results

Integrator Ideal Prof ile

Senior Project Eng Manager

Systems Engineering Manager

Design Performance Manager

Government Dept – Succession Planning and Talent Pools

Quantitative

Current Successors

Talent Pool

= Strong desire for career progression in next 12 months (indicated by number in brackets) = Don’t have strong desire for career progression in next 12 months

Government Dept – Analysis of Policy Professional Requirements

07/04/2014 Workforce Planning

The funding body wanted a 10-15 year high level workforce plan for both academic and support staff across the English higher education system.

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English Universities Long Term Workforce Plan

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Future HE Workforce Framework:

Supply & Demand Implications of Trends

StructuresManagement

PeopleJobs

The imperativesfor mobility, flexibility and personalisation of employment terms

Impacts of trends in the supply of the future workforce

The importance of effective and strategic leadership of workforce development in HEIs

The changed nature of work and careers in HE and the skills required

SUPPLYDEMAND

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Stages in supply &demand analysis

Factors driving change in HE(e.g. level of public funding)

Demand for teaching, research, enterprise and other activity

Nos, types and mix of HEIs(based on strategic responses)

Future HE Workforce Demand

JOBS: required capacity, mix of skills (academic / prof. services),patterns of employment

MANAGEMENT requirement

Current HE WorkforceSupply

(PEOPLE)

Structural optionsfor workforce change

(STRUCTURE factors e.g. flexibility of career routes)

Future HE Workforce Supply

DEMAND SUPPLY

Known trends in HE workforce (PEOPLE trends - ageing, feminisation,war for talent)

07/04/2014 Workforce Planning 9

Identification of Strategic Types of Universities & their Workforce Needs

Research-led Teaching Strategy

0%

10%

20%

30%

40%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Research Intensive Strategy

0%

5%

10%

15%

20%

25%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Professional Formation Strategy

0%

10%

20%

30%

40%

50%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Professional Formation

Knowledge Services Strategy

0%

5%

10%

15%

20%

25%

30%PUBLIC RESEARCH

PRIVATE RESEARCH

PUBLIC TEACHING

PRIVATE TEACHING

ACADEMIC ENTERPRISE

OTHER SERVICES

Knowledge Services

Specialist / Niche

Discipline based and internationally recognised research with research income making up 40%-50% of income

Discipline based teaching underpinned by strong research capabilities, with teaching making up 60%+ of income

Strategy based on translation of research knowledge into business / social application. Supplemented by other income.

Focus on needs of employers and individual’s professional careers through CPD & lifelong learning(75%+ teaching)

Typically small institutions focussed on particular areas of practice e.g. creative arts, agriculture. No archetypal profile.

Research Intensive Research Led Teaching

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Workforce Impactsfor Particular Strategic Types

of University - Identified

Workforce Planning.ppt

Publicly-funded research

(QR grants, research council

awards)

Privately-funded

research (industry/

government/ overseas)

Publicly-funded teaching (HEFCE

T funding and regulated fees)

Privately-funded teaching (contracts and unregulated fees)

Academic enterprise (consultancy,

knowledge transfers, conferences, publishing)

Others (catering,

accommodation, lettings, etc)

Importance (% of total current income)

15% 15% 30% 15% 15% 10%

Positioning* National National National International National NationalImportance (% of total future income)

10% 20% 15% 20% 25% 10%

Positioning* National International National International International NationalStrategic Direction **

Future (2020)

Current (2008)

PORTFOLIO ELEMENTS

Ensure most academic staff are research-active

Recruit senior researchers with strong industry links

Cut back on low reputation and under-recruiting subjects

Provide excellent CPD and post-grad teaching experiences

Recruit staff who are credible in practice and innovation

Knowledge ServicesArchetype Institution

Maintain existing commercial activities

07/04/2014 Workforce Planning

1. Do the three timescales and foci of workforce planning make sense?

2. Are the six stages of workforce strategy development both helpful and logical?

3. How do case studies help demonstrate and show our understanding of workforce planning?

4. What is missing from our workforce planning offer? (e.g. WP decision support / analysis tool)

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Questions for you