workforce planning september 2010

Approaches to Workforce Planning

UTS Corporate Management and Organisational Change

September 2010

Amanda SpaldingCEO

Darrell Hair Associates Management Consultants

© Darrell Hair Associates – September 2010

Workforce Planning – Why?

• Integrated Planning and Reporting Framework - Legislative Requirements

A Workforce Management Strategy must be developed to address the human resource requirements of a Council’s Delivery Program. The Workforce Management Strategy must be for a minimum timeframe of four years.


Workforce Planning – Why?

Strategic aim of workforce planning is to build an appropriate skilled, flexible, and affordable workforce that addresses the human resource requirements of the Council’s Delivery Program and achieves the community’s priorities identified in the Community Strategic Plan


Workforce Planning Process

• Workforce analysis

• Forecast future needs

• Gap analysis

• Develop strategies and action plan

• Implement strategies

• Monitor and review


Workforce Planning

• In its simplest form workforce planning is a gap analysis comparing current with future workforce requirements and developing actions to bridge any possible gaps that may emerge

• Developing new jobs, occupations and career structures to meet changing service needs e.g. Parramatta Place Managers and Outcome Managers


Workforce Planning

• Workforce planning is part of (not aligned to or separate from) the strategic and business planning and reporting process.

• Right people with the right skills in the right jobs at the right time


peterberryconsultancy 8

effective workforce plans

• goal directed & aligned

• forward looking

• dynamic

• evidence-based

• inclusive


elements of workforce plans

• analysing

• forecasting

• planning

• implementing

• evaluating

organisation direction internal labour

environmental factors external labour

demand & supply

assumptions / scenarios

human resources finance / budgets

staff development logistics & technology

strategy policy

processes & systems work practices

all aspects of workforce planning system


benefits

• balances long term thinking and short term needs

• Aligns HR activity to corporate plan

• develops employee engagement

• provides focus for management decision-making

• reduces risk of bad people / resource decisions

• helps anticipate / avoid future problems

Community Strategic Plan10 Years+

Delivery Program4 Years

Operational Plan1 Year

Annual Report

10 Year Resourcing Strategy

Branch Service and Development Plans/Investors in

People

4 Year Resourcing Plan including Workforce Plan

One Year Financial Plan/Budget

Audited Financial Report



PLANDeveloping strategies

to improve the performance of the

organisation

DOTaking action to

improve the performance of the

organisation

REVIEWEvaluating the impact on the

performance of the organisation


Typical Organisation Direction

Where are we going?


Investors in People Direction

This is the way we’re

going?

We’re all with you


Branch Service Planning

• Bottom up – top down integration

• Service plans developed by Branches

• Where are we now?

• Service Plans - objectives, levels and standards; resources currently used to deliver services including assets, staff and finance

• (Asset management strategy starts with services –not assets)

Branch Service Development Planning

• Where do we want to be in four years’ time?

• 4 Year Service Development Plans –environmental scan – SWOT - where is the service going, what will it contribute and what resources will it need?

• Include staff development, performance measures, environmental and risk management


Community Strategic Plan and 4 Year Delivery Program

• Where do we want to be in ten years’ time? Community Strategic Plan outcomes and service levels developed through community engagement

• How are we going to get there? Integrate Service Development Plans and Community Strategic Plan to develop Council’s 4 Year Delivery Program with performance targets

• Workforce Plan addresses the human resource requirements of the Delivery Program and achieves the community’s priorities identified in the Community Strategic Plan


Workforce Planning as part of Service Planning

• Each service produces an annual Workforce Plan, covering the

following 3-5 years, which

• Identifies the current and future skills and numbers of employees

needed to deliver new and improved services

• Analyses your present workforce’s characteristics in relation to these

needs

• Compares your present workforce and the desired future workforce

to highlight shortages, surpluses and competency gaps

• Examines your diversity profile at all levels against that of the local

population.© Darrell Hair Associates – September

2010

Workforce Planning Process

• Conversations:

• Data analysis:


1st

meeting -

LISTEN

2nd

meeting -CLARITY

3rd

meeting -FUTURING

4th meeting -

SOLUTIONS

Environmental scan

Data analysis Refine view

Build the burning platform

8 Steps

1. Environmental scan

2. First conversations with Business Unit Managers

3. Undertake data analysis

4. Second conversations with BUMs – clarification

5. Develop and refine workforce plan

6. Third conversations – requirements for the future

7. Building the ‘burning platform’

8. Fourth conversation – putting it all into action



The Investors in People framework

9

PLANDevelop strategies to improve performance

• Business Strategy - The organisation has a vision/purpose, strategy and plan.

• Learning and Development Strategy - Learning priorities are clear and linked to the plan

• People Management Strategy - There is equality of opportunity for development and support.

• Leadership and Management Strategy - Managers are clear about the capabilities they need to lead, manage and develop people


DOTake action to improve performance

• Management Effectiveness - Managers are effective and can describe how the lead, manage and develop their people.

• Recognition and Reward - People believe their contribution is valued

• Involvement and Empowerment - Ownership and responsibility are encouraged

• Learning and Development - People’s learning and development needs are met


REVIEWEvaluate and improve performance

• Performance Measurement - Impact can be demonstrated

• Continuous Improvement - Evaluation results in improvement to people strategies and management


Randwick – Key Themes

• Aligning values and workplace

• Strengthening workforce capacity

• Inspiring performance

• Building skills and knowledge

• Encouraging well being

• Strong emphasis on ensuring diversity


Randwick - Values

• Integrity

• Customer focus

• Accountability

• Respect

• Excellence


Blue Mountains - Focus

• Maintain a focus on sustainable organisational priorities, striving to keep total employment costs in line with increases in income – ‘Living Within Our Means’

• Ensure employment demographics meet organisation’s future needs


Blue Mountains – Focus (cntd.)

• Reduce skills gaps

• Encourage a culture that supports a cooperative and productive workplace

• Encourage a culture that supports integration and cross functional collaboration supported by integrated service provision and systems




Darrell Hair Associates Management Consultants

Amanda SpaldingCEO

(02) 9453 [email protected]

www.darrellhairassociates.com

mailto:[email protected]

http://www.darrellhairassociates.com/

workforce planning september 2010

Documents

affordable workforce

review darrell hair

future workforce requirements

elements of workforce

forecasting planning

business planning

integrated planning

effective workforce