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1、Strategic Workforce Planning,Session 3 Overview of the Workforce Planning Process,2,A short overview of the“What:of Workforce Planning.,3,Introduction to Workforce Planning,First component of HRM strategyAll other functional HR activities are derived from and flow out itBasis in considerations of fu
2、ture HR requirements in light of present HR capabilities and capacitiesProactive in anticipating and preparing flexible responses to changing HR requirementsBoth internal and external focus,4,Introduction to Workforce Planning,Goes beyond simply hiring and firingInvolves planning for deployment in l
3、ine with organization and/or business unit strategyMay involve:ReassignmentTraining and developmentOutsourcingUsing temporary help or outside contractorsNeeds as much flexibility as possible,5,Definition of Workforce Planning,Workforce planning is a systematic process for identifying the human capit
4、al required to meet business goals and developing the strategies to meet these requirements.,6,Why Is Workforce Planning Important?,Workforce age and diversityA shift toward higher-skilled knowledge worker jobs NB Skilled is the emphasisIncreased competition for talent Workers with changing values a
5、nd expectations,7,Workforce Planning Outcomes,Prevent overstaffing and understaffingEnsure organization has right employees with right skills in right places at right timesEnsure organization is responsive to changes in environmentProvide direction and coherence to all HR activities and systems,8,No
6、w an overview of the“How”,9,Workforce Planning Outcomes,10,Strategy,STRATEGY ASSESSMENTReview strategy and operational plans for workforce implicationsEstablish leadership commitment and resources,build teams,develop communicationplanDevelop work plans and timelines,11,Data Collection,ENVIRONMENTAL
7、SCANS AND ASSESSMENTSConduct an EnvironmentalScanConduct a SWOT AnalysisConduct a Supply/Demand Analysis,12,Data Analysis,GAP ANALYSISUse a Competency Assessment to compare current talent to future talent needsIdentify staffing gaps and surpluses,13,Implementation,GAP-CLOSING STRATEGIESCompetency Mo
8、delRecruitmentSelectionRetentionPerformance ManagementProfessional DevelopmentSuccession,14,Lets unpack these elements.,15,Strategy,STRATEGY ASSESSMENTReview strategy and operational plans for workforce implicationsEstablish leadership commitment and resources,build teams,develop communicationplanDe
9、velop work plans and timelines,16,17,18,It Is Essentially A Qualitative Analysis-Descriptive,19,In Assessing Your Strategy:,Identify how each strategy will impact the workforceThink about how strategies will impact the different levels of the workforceKeep in mind how your workforce will be affected
10、 in the functional areasDetermine which workforce issues you need to address in order to achieve the strategic objectives.,20,Strategy,STRATEGY ASSESSMENTReview strategy and operational plans for workforce implicationsEstablish leadership commitment and resources,build teams,develop communicationpla
11、nDevelop work plans and timelines,21,The Capacity and Commitment Triangle,22,Focus,23,Ownership,24,Capacity,One and only one person can be accountable.Multiple people can be responsible and certainly others can be informed and consulted.Source:Glen B Alleman,(2007)Responsibility Assignment Matrix,He
12、rding Catshttp:/retrieved 2/8/08,25,The Communication Journey,26,In Creating Commitment etc:,Obtain support for the WFP process.Involve parties in the WFP process.Create a sense of urgency about implementing WFP.Facilitate conversations about WFP.Solicit feedback about the WFP process.Promote desire
13、d behaviors,organizational values and culture.,27,Strategy,STRATEGY ASSESSMENTReview strategy and operational plans for workforce implicationsEstablish leadership commitment and resources,build teams,develop communicationplanDevelop work plans and timelines,28,Work Plans,Guideline doc 1,29,Data Coll
14、ection,ENVIRONMENTAL SCANS AND ASSESSMENTSConduct an EnvironmentalScanConduct a SWOT AnalysisConduct a Supply/Demand Analysis,30,Environmental Scan,An Environmental Scan can be commonly defined as:an analysis and evaluation of internal conditions and external data and factors that affect the organiz
15、ation.,31,Environmental Scan Toolkit,32,Internal Scan Toolkit,Guideline doc 2Sample Exit interviews,33,Internal Scan Toolkit,Web Toolshttp:/,34,Organizational Climate,1)Do you know what is expected of you at work?2)Do you have the materials and equipment to do your workright?3)At work,do you have th
16、e opportunity to do what you do bestevery day?4)In the last seven days,have you received recognition or praisefor doing good work?5)Does your supervisor,or someone at work,seem to care aboutyou as a person?6)Is there someone at work who encourages your development?7)At work,do your opinions seem to
17、count?8)Does the mission/purpose of your company make you feel yourjob is important?9)Are your associates(fellow employees)committed to doingquality work?10)Do you have a best friend at work?11)In the last six months,has someone at work talked to youabout your progress?12)In the last year,have you h
18、ad opportunities to learn and grow?,35,Cost of Turnover,http:/,36,Data Collection,ENVIRONMENTAL SCANS AND ASSESSMENTSConduct an EnvironmentalScanConduct a SWOT AnalysisConduct a Supply/Demand Analysis,37,Why SWOT,An easy way to understand the big picture with regard to workforce issues,38,Data Colle
19、ction,ENVIRONMENTAL SCANS AND ASSESSMENTSConduct an EnvironmentalScanConduct a SWOT AnalysisConduct a Supply/Demand Analysis,39,Supply and Demand Analysis,The Supply/Demand Analysis pulls together data from a variety of sources to help you forecast future workforce needs.,40,Supply and Demand Analys
20、is,The Demand Analysis identifies current and future workforce needs.A Demand Analysis must identify not only the numbers of staff needed,but also the competencies that are critical to successful job performance.,41,Supply and Demand Analysis,The Supply Analysis identifies your available staffing re
21、sources both now and in the future.A Supply Analysis focuses on both the workforce numbers and on workforce competencies,42,Supply and Demand Analysis,The Supply Analysis identifies your available staffing resources both now and in the future.A Supply Analysis focuses on both the workforce numbers a
22、nd on workforce competencies,43,Demand Analysis Focus,Policy Changes/New Initiatives:Mandated Regulatory Changes Planned Growth/ExpansionOther Factors Affecting Staffing,44,Demand Analysis Focus,Guideline doc 3Sample staffing assessment,45,Demand Analysis Focus,Guideline doc 4Sample competency asses
23、sment,46,Supply Analysis Focus,47,Supply Analysis Focus,Guideline doc 5Sample staffing assessment,48,Supply Analysis Focus,Guideline doc 6Sample competency assessment,49,Data Analysis,GAP ANALYSISUse a Competency Assessment to compare current talent to future talent needsIdentify staffing gaps and s
24、urpluses,Current and Future Talent Needs,50,Gap Analysis Competency Sheet,51,Guideline doc 7Sample competency assessment,52,Data Analysis,GAP ANALYSISUse a Competency Assessment to compare current talent to future talent needsIdentify staffing gaps and surpluses,Staffing Gaps and Surpluses,53,54,Imp
25、lementation,GAP-CLOSING STRATEGIESCompetency ModelRecruitmentSelectionRetentionPerformance ManagementProfessional DevelopmentSuccession,55,Implementation,GAP-CLOSING STRATEGIESCompetency ModelRecruitmentSelectionRetentionPerformance ManagementProfessional DevelopmentSuccession,56,Gap Closing Strategies,Competency ModelRecruitmentSelectionRetentionPerformance ManagementProfessional DevelopmentSuccession,57,
