BASICS OF WORKFORCE PLANNING

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BASICS OFWORKFORCE PLANNING

• Presenters
• Max Reichert
• 225-342-8541
• max.reichert_at_la.gov
• Dwuena Wyre
• 225-342-8084
• dwuena.wyre_at_la.gov

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WORKFORCE PLANNING OVERVIEW

• Max Reichert
• Department of State Civil Service
• Contact Information
• [phone]
• max.reichert_at_la.gov

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WORKFORCE PLANNING DEFINED

• Workforce planning is
• getting the right people
• with the right skills
• in the right jobs
• at the right time

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WHY IT IS URGENT

• Why is workforce planning urgent now?
• 14 are eligible to retire in one year.
• 21 are eligible to retire within three years.
• 29 are eligible to retire within five years.

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GENERAL GUIDELINES FOR WORKFORCE PLANNING

• Avoid overreaching.
• Dont collect data until you know how you will
  use it.
• Keep it simple

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OVERVIEW OF STEPS IN WORKFORCE PLANNING

• Define your purpose for workforce planning.
• Get top management and leadership support.
• Integrate and align with strategic plan and
  budget.

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OVERVIEW OF STEPS IN WORKFORCE PLANNING

• Determine scope of workforce planning
• Form a task force
• Predict future workforce needs
• Analyze workforce supply

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OVERVIEW OF STEPS IN WORKFORCE PLANNING

• Determine gap between supply and needs
• Create action plan to address gap
• Create evaluation process to assess progress

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GETTING STARTED

• Dwuena Wyre
• Department of State Civil Service
• Contact Information
• [phone]
• dwuena.wyre_at_la.gov

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GETTING STARTED

• Determine the purpose

• Ask, Why do we need to do this?

• 3 Good Reasons (out of many)
• To create a pool of potential replacements
• To preserve critical knowledge
• To retain and recruit valuable employees

• Determine the goal of your workforce plan

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LEADERSHIP SUPPORT
Chief Executive Endorsement

• Communicate to all the purpose, importance,
  intentions
• Designate an executive level employee to oversee
  efforts
• Provide funding for staff development

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ALIGNING THE PLANS
Types of Plans We Have

• Strategic

• Budget

• Workforce
• Provides information to support executive
  decisions. Includes the strategic vision.

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PREDICTING FUTURE WORKFORCE NEEDS
Two Important Questions

• What positions should be included within the
  scope of the workforce planning efforts?
• 2. What positions will need to be filled and
  when?

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IN OR OUT?

• Determine which jobs or positions to include.

• Jobs to consider
• difficult to recruit
• require scarce or technical expertise
• executive or managerial level
• occupied by retirement eligible employee
• mission specific
• high turnover

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YOURE LEAVING?

• Determine when positions need to be filled.

• Current workforce data
• Timeframe for projections
• Retirement eligibility
• DROP participation

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AGENCY WORKFORCE PROFILES

• Data is for classified permanent and probational
  employees.
• Data is organized by EEO-4 job categories.
• Data items include average age and the number of
  employees
• - currently eligible to retire,
• - in DROP, and
• - eligible to retire in 5 years.

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IMPACTS ON THE WORKFORCE

• Should these vacancies be filled?

• Look to your strategic plan for guidance.

• - Technology
• - New Knowledge, Skills, Abilities
• New Programs
• Budget
• Reorganizations

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THE ANSWERS
Many questions have to be answered when trying to
predict future workforce needs.
Guess who has the answers
YOU!
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DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY

• Max Reichert
• Department of State Civil Service
• Contact Information
• [phone]
• max.reichert_at_la.gov

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DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY

• THE GOAL
• Create a pool of well qualified applicants who
  will be available when the vacancy occurs

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THREE STRATEGIES

• Fill with internal employees who do not need much
  training or development.
• External recruitment.
• Train and develop internal staff to succeed to
  vacancies when they occur.

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IDENTIFYING COMPETENCIES

• Competency the combination of knowledge, skills,
  abilities, attitudes and behaviors an employee
  must have to successfully perform a job or task

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JOB PROFILING

• A formal process for identifying and documenting
  competencies required and connecting them to job
  duties

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WHO TO TRAIN AND DEVELOP?

• Use job-related objective criteria
• Do not just nominate people with potential
• Communicate to employees what to expect

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WHAT ABOUT PRE-SELECTION?

• Creating a pool is not pre-selection
• Legal standards for hiring apply to selecting who
  gets into the pool
• Use of details and double incumbency can be
  competitive

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Two Key Decisions

1. Will training and development be mandatory for
   promotion to the position?
2. How to evaluate performance during training and
   development

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CONTINUING THE PROCESS

• Establish a schedule to assess progress
• Get feedback from managers
• Survey employees
• Modify and maintain workforce plan as ongoing
  process

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APPENDICESand HANDOUTS

• Assessment Tools
• Classification and Pay issues
• Job Profiling
• Websites
• Sources of Competency Lists

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WRAP-UP

• Question and Answer Session