WORKFORCE PLANNING

1
WORKFORCE PLANNING

• South Carolina
• Budget Control Board
• Office of Human Resources

2

• 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
• 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

3
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 predictionsand even your
  best projections will not be precise!

4
WORKFORCE PLANNING PROVIDES

• a framework for making staffing decisions based
  on mission
• and priorities
• a means of aligning program priorities with
  fiscal and human
• resources needs
• a connection between HR services and the
  strategic plan
• a tool to use with the Legislature when
  presenting your budget
• and FTE needs

5

• IT IS IMPORTANT TO US NOW BECAUSE
• Impacts of an aging workforce
• Budget crunch
• Competitive advantages and disadvantages of
  state government
• employment
• Continuing change

6
WORKFORCE PLANNING STATUS CHECKSelf-Assessment

• Workforce planning results in having the right
  people with the right skills in the right place
  at the right time.

The items below represent actions organizations
typically take when implementing a workforce
planning initiative. Your pattern of responses
will give you a snapshot of the status of your
workforce planning efforts.
YES NO NOT SURE

• ITEM
• 1. We can identify our critical must fill if
  vacant positions.
• We know our aggregate current and projected
  turnover rates.
• We know why those who leave choose to do so.
• We know why those who stay choose to do so.
• Our strategic plan addresses the human resources
  needed to accomplish our goals and objectives.
• The outcomes of our workforce planning efforts
  are reflected in our Accountability Report.
• Our recruiting efforts identify and attract the
  kind of applicants we need.
• Our managers create a work climate that fosters
  retaining high performers.
• Employees have individualized training plans
  designed to support the organizations mission.
• We use a variety of methods to assure transfer of
  knowledge by experienced employees prior to
  retirement
• We use employee surveys to identify opportunities
  for organizational improvements.
• We make optimum use of flexible pay options,
  work, arrangements, dress codes, etc. throughout
  the organization.
• TOTALS

7
Three groups to consider

• Future
• Employees
• Issues
• Recruiting
• Selecting
• Becoming Productive

• Those who will be with you
• Issues
• Retaining
• Developing
• Succession preparation
• Adding Value

• Those who will be leaving
• Issues
• Transfer of knowledge/ skills
• Replacing
• Leaving a legacy

8
THREE APPROACHES TO WORKFORCE PLANNING
Workforce Approach 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. Workload Approach 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. Competency Approach identifie
s sets of competencies aligned with the
organizations 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
9
COLLABORATION INVOLVES

• Strategic planning
• Budgeting
• Program management
• Human resource development
• Human resource management

• Potential Activities
• identify key players from
• each area
• develop a planning team
• define roles
• determine priority goals and critical areas of
  need
• review current TD plan
• review relevant policies

10

• RESOURCES NEEDED
• Commitment of top leadership and senior
  management
• Communicate
• Assure plans are aligned with strategic
  direction
• Hold subordinate managers accountable
• Commitment of Program Managers
• Lead the process in their own program areas
• An automated system or a hand calculator and
  tablet

11
A FOUR STEP PROCESS
Step 1. ASSESS current workforce
Step 4. EVALUATE monitor progress of efforts
Step 2. IDENTIFY future needs, gaps and surpluses
Step 3. DEVELOP plans for the transition
12
STEP 1 Assess the Current Situation

• Scan 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
• __________________________________________________
  ______________
• __________________________________________________
  ______________
• __________________________________________________
  ______________

13

• 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 -
• dont want - in a job or work environment
  and why
• __________________________________________________
  ________________________
• __________________________________________________
  ________________________
• __________________________________________________
  ________________________

14

• ASSESS THE 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?

15

• STEP 2 Identify Gaps and Surpluses in Staffing
  and Skills
• Compare results of supply and demand projections
• Consider skills, institutional knowledge, and
  knowledge of
• processes and procedures
• Identify critical needs areas
• Generate possible strategies

16
STEP 3 Select Strategies to Address Critical
Needs

• Succession 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
• __________________________________________________
  __________________________________________________
  __
• __________________________________________________
  __________________________________________________
  __
• __________________________________________________
  __________________________________________________
  __

17
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 development plans - Use
knowledge transfer techniques - Provide career
path information________________________________
__________________________________________________
_________________________________________________
__________________________________________________
_________________________________________________
__________________________________________________
___________

18

• Career Development
• Align individual career planning and
  organizational career management for an
  optimal match..
• - Communicate to employees the critical
  skills needed - Help employees understand
  lateral moves and
• by the agency
  cross-functional skills as career development
• - Use the EPMS planning stage - Use
  special assignments, challenging projects
• - Use career growth plans - Provide
  career path information
• __________________________________________________
  __________________________________________________
  _
• __________________________________________________
  __________________________________________________
  _
• __________________________________________________
  __________________________________________________
  _
• Organization Development
• Assure healthy inter/intra unit relationships
  help initiate and manage organizational change.
• - Identify organizational systems needing
  attention - Consider leadership and management
  development
• - Consider organizational culture or
  climate surveys programs
• - Restructure re-deploy - Revisit the
  strategic plan
• __________________________________________________
  __________________________________________________
  _
• __________________________________________________
  __________________________________________________
  _
• __________________________________________________
  __________________________________________________
  _

19
SELECTING STRATEGIES FOR

• Skills Gaps
• Succession Planning
• Targeted recruitment and selection
• Customized Training
• Career Development
• Salary Flexibility

• Skills Surpluses
• Retraining
• Reassignment
• Voluntary downshifting
• Voluntary Separation
• Reduction in Force

• Retention and Productivity
• Employee Surveys
• Organizational development initiatives
• Pay Options
• Challenging assignments
• Reward and Recognition programs
• Alternative work arrangements
• Voluntary downshifting
• EAP Referrals

20

• STEP 4 Determine the Effectiveness of Your
  Efforts
• To what extent do you now have the 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

21

• 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

22
SELECTED RESOURCES
Publications and Presentations Accountability in
H.R. Management. Jack Phillips. 1996. First,
Break All the Rules. Marcus Buckingham and Curt
Coffman. Simon and Schuster. 1999. H.R.
Contribution Model. SC Budget and Control Board,
Office of Human Resources. Fall, 2000 HR
Conference. Keeping Good People. Roger Herman.
R.R. Donnelley Sons Company. 1991. Love Em or
Lose Em. Beverly Kaye. Sample Exit Interview
Questionnaires. IPMA Publications.
ltwww.ipma-hr.org/research/cprserie.htmlgt State of
South Carolina Workforce Plan. SC Budget and
Control Board, Office of Human Resources. June
15, 2001. Training Needs Analysis Toolkit. Sharon
Bartram and Brenda Gibson. HRD Press, Inc.
2000. 22 Keys to Creating a Meaningful Workplace.
Tom Terez. Adams Media Corporation.
2000. Workforce Planning Agency Data Resources
Toolkit. SC Budget and Control Board, Office of
Human Resources. June 2000. Workforce Planning
Resource Guide for Public Sector Human Resource
Professionals. International Personnel Management
Association. 2002 Survey Instruments Campbell
Organizational Survey. Susan Hyne and David
Campbell. National Computer Systems, Inc.
1995. Retention Climate Assessment. BT.Novations
ltwww.bt.novations.comgt Meaning at Work. Tom
Terez. Adams Media Corporation. 2000.
23
SELECTED RESOURCES (Contd) City, State and
Federal Web Sites About NASA Workforce Data.
lthttp//naade02.msfc.nasa.gov/workforce/about-data
.htmlgt City of Minneapolis. Workforce Planning
Best Practices Study. February 25, 1999.
ltBSTPRACS.DOCgt Colorado. lt http//www.state.co.us/
dhr/workforce/gt Florida. lthttp//www.workforceflo
rida.com/wages/wfi/partners/planning.htmlgt Georgia
. lthttp//www.gms.state.ga.us/agencyservices/wfpla
nning/index.aspgt Iowa. The 21st Century
Workforce - Trends and Attitudes Mean Change.
ltwww.state.ia.us/Government/idop.index.htmlgt Kansa
s. State of Kansas Workforce Report.
lthttp//da.state.ks.us/ps/gt Maine. FY 2000
Annual Report. www.state.me.us/bhr New York.
ltwww.goer.state.ny.us/workforce/planning/links.htm
lgt Office of Management and Budgets. Workforce
Planning Resource Guide from OMB/HHS.
ltwww..os.dhhs.gov/progort/ohr.wfpguide.htmlgt Offic
e of Personnel Management. http//www.opm.gov.work
forceplanning/index.htm Oklahoma.
www.opm.state.ok.us/html/mgt-serv_mgt-serv.htm Pen
nsylvania. www.hrm.state.pa.us/oahrm/cep/view.asp?
a135Q125177PM1 South Carolina. Office of
Human Resources Web Site. ltwww.state.sc.us/ohr/wo
rkforce01/wfplanmenu.htmgt Tennessee Valley
Authority. How to Determine Future Workforce
Needs. www.workforce.com/archive/000/22/83.xci Te
xas. lthttp//www.hr.state.tx.us/workforce/workforc
eplanning.htmlgt Washington. lthttp//hr.dop.wa.gov/
workforceplanning/gt Wisconsin. lthttp//der.state.w
i.us/static/pdf/workforce_planning.pdfgt\
Revised 7/11/06