workforce planning workshop
TRANSCRIPT
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WORKFORCE PLANNINGWORKFORCE PLANNING
South Carolina
Budget & Control BoardOffice of Human Resources
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SESSION PURPOSE AND TOPICS
Purpose: To develop a common understanding of workforce planning in terms of:
why it is needed
how it is done
activities to date
information and resources available
Topics:
Demographics of today¶s workforce
Who needs to be involved in workforce planning and why
Steps in the workforce planning process
Identifying gaps and surpluses, and strategies for addressing them
Your next steps
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WORKFORCE PLANNING IS:
Good management
Identifying and responding to the future HR needs of the organization
Having the right number of people with the right skills and experience in the
right jobs at the right time
WORKFORCE PLANNING IS NOT:
An exact science
Projections are not predictions«and even your best projections will not be precise!
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IT IS IMPORTANT TO US NOW BECAUSE:
Impacts of an aging workforce
Budget crunch
Competitive advantages and disadvantages of state government
employment
Continuing change
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Employee Age Brackets
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
FY97
FY2000
FY2001
FY2002
FY97 90 2,160 6,637 8,777 9,915 11,938 12,291 9,403 5,560 2,564 408 132 38
FY2000 129 2,308 6,088 7,880 9,702 11,172 12,580 11,200 6,827 2,884 535 132 66
FY2001 107 1,990 5,167 7,171 8,827 10,222 11,739 11,256 6,895 3,007 605 134 75
FY2002 66 1629 4651 6666 8351 9647 11413 10779 7585 3170 670 144 66
UNDER 20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75 & UP
his six-year trend data reflects an aging workforce. Each bracket from 55 years of age and higher reflect higher numbers.
oincidentally, the lower age brackets show a decline in numbers during the same time period. his break point has moved
one age bracket since the prior report, from the 50-54 bracket to the 55-59 bracket. Again, the overall numbers are reflective
of our smaller workforce.
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Employees by Years of Service
-
5,000
10,000
15,000
20,000
25,000
FY97
FY2000
FY2001
FY2002
FY97 6,855 18,983 15,577 9,620 7,844 7,256 3,118 534 106 13 5 2
FY2000 7,828 19,412 13,141 11,738 6,416 6,964 5,013 835 123 27 5 2
FY2001 5,768 18,910 11,641 11,582 6,707 6,499 4,917 992 145 27 6 1
FY2002 4,263 18,638 11,523 10,822 7,409 5,981 4,684 1,289 194 28 5 2
Less than
11 - 5 6 - 10 11 - 15 16 - 20 21 - 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 Over 50
A data reporting error resulted in an incorr ect depiction of this i nform ation in prior year s. While the ma jority of our
em ployees are still in the 1±5 year pe riod in their state care ers, the rest of the data reflected does not point to any significant
trends. The numb ers within the 16 -20 group have grown, while the 2 1-25 and 26±30 group numb ers have declined. Th is chart
appears to be re flective o f the overall downsizing of state governm ent em ploym ent.
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Et c str to
45,811 46,45543,653 42,154
23,084 23,814
22,40221,499
1,1401,184
1,2341,018
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
97 2000 2001 2002
HER
BLACK
WHI E
The expected ro th or t represent t on has o o s een delayed y the o erall reduct on n the number o state
employees The only reported number reflect ng any gro th s the ³other´ category , and that ncrease s minimal.
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Three groups to consider«
Future
Employees
I ssues
Recr iti g
Selecti g
Becomi g Pro ctive
Those who will
be with you
I ssues
Retai i g
Developi g
Successio preparatio
A i g Value
Those who will
be leaving
I ssues
Tra s er o
k o le ge/ sk ills
Replaci g
Leavi g a legacy
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T REE APPROAC ES TO WORKFORCE
PLANNING
Work orce Approac :
examines the current workforce and occupations and projects the number and
characteristics of jobs and and number of employees needed to fill them at a specific
point in the future.
Workloa Approac :
focuses on the amount and type of work the organization anticipates handling at a
specific point in the future, and uses this information to project the number of
resources (people and skills) needed to perform that work.
Compete cy Approac :
identifies sets of competencies aligned with the organization¶s mission, vision and
strategic goals. This approach assumes the organization has already considered
workforce and workload and can focus not only on the number of people, but the
competencies employees must master for organizational success.
Adapted from Workforce Planning Resource Guide; IPMA
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COLLABORATION INVOLVES
Strategic pla i g
Budgeti g
Program ma ageme t
uma resource
developme t
uma resource
ma ageme t
Potential Activities:
± identify key players from
each area
± develop a planning team
± define roles
± determine priority goals and
critical areas of need
± review current T&D plan
± review relevant policies
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RESOURCES NEEDED
Commitme t o top leaders ip a d se ior ma ageme t
Communicate
Assure plans are aligned with strategic direction
Hold subordinate managers accountable
Commitme t o Program Ma agers
Lead the process in their own program areas
A automated system or a a d calculator a d ta let
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A FOUR STEP PROCESS
Step 1
ASSESS
current workforce
Step 2
IDENTIFY
future needs, gaps and
surpluses
Step 3
DEVELOP
plans for the transition
Step 4
EVALUATE
monitor progress of
efforts
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STEP 1: Assess t e Curre t Situatio
S can the environment - Review 2000 census data - Monitor economic and political trends
- Review state budget forecasts - Research local public/private sector
- Track anticipated changes in layoffs and hirings
state/federal laws or regulations - Be alert to technological innovations
_______________________________________________________________________________
_______________________________________________________________________________ _______________________________________________________________________________
Review the strategic plan
- Look for direction, goals, and - Review the Accountability Report
priorities with workforce - Identify other sources of information
planning implications - Provide input into strategic planning
________________________________________________________________
________________________________________________________________
________________________________________________________________
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Analyze current workforce data
- Project retirement eligibility - Analyze and project turnover
- Analyze diversity data - Analyze jobs
- Identify current and future skills needed - Develop a skills inventory
- Do workload projections
_________________________________________________________________________
_________________________________________________________________________
_________________________________________________________________________
Assess employee satisfaction
- Analyze exit interview data - Conduct employee surveys
- Find out what your top performers want - and - Find out who leaves and who stays -
don¶t want - in a job or work environment and why
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
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ASSESS T E QUALITY OF STEP 1 DATA
Do you have data for every category in Step 1?
Is it current?
Is it reliable?
Can it be analyzed by:
business unit?
demographic categories?
class/occupational categories?
Can it be updated easily?
Does it point you toward strategies and actions that are needed?
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STEP 3: Select Strategies to Address Critical Needs
S uccession planning
Identify and develop a pool of people qualified to fill key positions if they
become vacant.
- Develop individual training plans - Consider re-deployment
- Arrange for transfer of knowledge - Develop a recruiting pool
______________________________________________________________________________________________________
______________________________________________________________________________________________________ ______________________________________________________________________________________________________
Targeted recruiting
Identify, attract, and / or develop diverse, qualified applicants.
- Develop relationships with schools - Make maximum use of pay options
- Target outreach to non-traditional groups
______________________________________________________________________________________________________
______________________________________________________________________________________________________
______________________________________________________________________________________________________
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Retention
Determine and respond to factors influencing why people leave or
stay.
- Offer flexible work options - Address work climate issues- Implement reward and recognition practices - Provide employees with necessary tools
- Make maximum use of pay options - Consider job design and ergonomics issues
________________________________________________________________________________________________
________________________________________________________________________________________________
________________________________________________________________________________________________
Training and Development
Develop the skills employees need to perform current and future jobs.
- Train or re-train in critical skills areas - Update Position Descriptions
- Use the EPMS planning stage - Develop individualized training plans
- Use knowledge transfer techniques - Provide career path information
_________________________________________________________________________________________________
_________________________________________________________________________________________________
_________________________________________________________________________________________________
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SELECTING STRATEGIES FOR :
Sk ills Gaps
Succession Planning
Targeted recruitmentand selection
Customized Training
Career Development
Salary Flexibility
Sk ills Surpluses
Retraining
Reassignment
Voluntary
downshifting
VoluntarySeparation
Reduction in Force
Rete tio a d Productivity
Employee Surveys
Organizationaldevelopment initiatives
Pay Options
Challenging assignments
Reward and Recognition programs
Alternative work arrangements
Voluntary downshifting
EAP Referrals
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STEP 4: Determi e t e E ective ess o Your E orts
To what extent do you now have ³the right people with the right skills in the right
place at the right time´?
What progress has been made toward: closing skills gaps
reducing skills surpluses
achieving hiring and retention objectives
meeting diversity objectives
accomplishing agency mission and program goals
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IMPLEMENTATION
Basic project management:
Ensure buy-in, collaboration and support
Allocate resources
Clarify roles and responsibilities
Establish timelines and milestones Monitor success measures at designated intervals
Address new issues and adjust as needed
Communicate
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SELECTED RESOURCES (Co t¶d)
City, State a d Federal Web Sites
About NASA Workforce Data. <http://naade02.msfc.nasa.gov/workforce/about-data.html>
City of Minneapolis. ³Workforce Planning Best Practices Study´. February 25, 1999. <BSTPRACS.DOC>
Colorado. < http://www.state.co.us/dhr/workforce/>
Florida. <http://www.workforceflorida.com/wages/wfi/partners/planning.html>
Georgia. <http://www.gms.state.ga.us/agencyservices/wfplanning/index.asp>
Iowa. ³The 21st Century Workforce - Trends and Attitudes Mean Change´. <www.state.ia.us/Government/idop.index.html>
Kansas. ³State of Kansas Workforce Report´. <http://da.state.ks.us/ps/>
Maine. ³FY2
000 Annual Report´. www.state.me.us/bhr New York. <www.goer.state.ny.us/workforce/planning/links.html>
Office of Management and Budgets. ³Workforce Planning Resource Guide from OMB/HHS´.
<www..os.dhhs.gov/progort/ohr.wfpguide.html>
Office of Personnel Management. http://www.opm.gov.workforceplanning/index.htm
Oklahoma.www.opm.state.ok.us/html/mgt-serv_mgt-serv.htm
Pennsylvania. www.hrm.state.pa.us/oahrm/cep/view.asp?a=135&Q=125177&PM=1
South Carolina. Office of Human Resources Web Site. <www.state.sc.us/ohr/workforce01/wfplanmenu.htm>
Tennessee Valley Authority. ³How to Determine Future Workforce Needs´. www.workforce.com/archive/000/22/83.xci
Texas. <http://www.hr.state.tx.us/workforce/workforceplanning.html>
Washington.<http://hr.dop.wa.gov/workforceplanning/>
Wisconsin. <http://der.state.wi.us/static/pdf/workforce_planning.pdf>\