WORKFORCE AND SUCCESSION PLANNING

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WORKFORCE PLANNING MODELWORKFORCE AND SUCCESSION PLANNING Resources»»Workforce PlanningBest Practices Guide»»Workforce Planning Checklist»»Frequently Asked Questions»»Workforce Planning Template»»Projection Tools Links (to WPM sites identifiedin the Resource Centre} Workforce and Succession PlanningOverview Workforce Planning Model Succession Planning Model16MONITORING, ASSESSINGAND ologyIMPLEMENTINGWORKFORCE PLANS423WORKFORCEANALYSISBUILDING WORKFORCEPLANSFROM WORKFORCEPLANNINGSKILL GAPANALYSISLINK TOSUCCESSIONPLANNING651IDENTIFYKEY POSITIONS2MAINTAIN SKILLSINVENTORYINDIVIDUALDEVELOPMENT IESBUILD JOB PROFILESFOR EACH KEY POSITION3COMPETENCY GAPANALYSISRECRUIT FROMOUTSIDE1

WORKFORCE PLANNING MODELWORKFORCE PLANNING MODELWorkforce Planning is having the right number of people with the right job knowledgeand skills working in an organization in the right jobs at the right time.16MONITORING, ASSESSINGAND ologyIMPLEMENTINGWORKFORCE PLANS423WORKFORCEANALYSISBUILDING WORKFORCEPLANSSKILL GAPANALYSISLINK TOSUCCESSIONPLANNING2

WORKFORCE PLANNING MODELPart 1:Strategic DirectionStrategic planning establishes the organization mission; defines goals and measurable objectives anddetermines necessary financial resources and workforce needs.Workforce planning complements strategic planning by translating strategy into actions to identifyworkforce staffing and training needs.It responds to: The number and types of jobs and skills needed to meet the mission and strategic goals of theorganization Strategies to be used to hire, retain, or teach these skillsTo understand the organization’s direction and future workforce needs, a summary of anticipatedchanges to the mission, strategies, and goals over the next one to five years will need to bedocumented and analyzed.3

WORKFORCE PLANNING MODELPart 2:Workforce AnalysisAnalysis of workforce data is the key element in workforce planning. Consider information such asoccupations, skills, experience, retirement eligibility, diversity, turnover rates, education, and trenddata. There are three key steps to the workforce analysis phase. These steps are:1. Determining Workforce Demand2. Determining Workforce Supply3. Gap AnalysisStep 1 - Determining Workforce DemandIdentify: Workforce skills required to meet projected needs, staffing patterns and anticipated serviceand workload changes.Demand analysis identifies the future workforce needed to carry out the organization’s mission.Some of this information can be obtained from the Strategic Plan (Part 1 in the Model). Additionalworkforce-specific analyses can be conducted through environmental scanning, which involvesexamining external trends in the environment in which the organization operates, and examininginternal factors that are affecting or could affect the workforce.4

WORKFORCE PLANNING MODELActivityConsiderationsExamine Internal andExternal EnvironmentDemographics Identify demographic issues that are likely to influencethe demands placed on the organization, such as the agingpopulation, language, employment equity, education levels.Technological Review how technology can and will be used toenhance services Identify jobs that will be affected bytechnological enhancements Determine whether any changes in technologywill affect the number of employees needed to do the workor the type of skills neededEconomic Identify economic considerations that have particularrelevance to the organization and its services.Labor market Identify and examine labor trends, including studentinformation available from educational institutionsSummary Will the way the work is being done need to change? Will new services be added or deleted? Will current employees have the necessary skills to do thework in the future? Will the workload change? Will more or fewer employees be needed?5

WORKFORCE PLANNING MODELStep 2 - Determining Workforce SupplyConsider: Staffing levels, workforce skills and demographics, employment trends.Create an Existing Workforce Profile and Future ProfileReview organization trend data and project future workforce supply required.You will need to apply assumptions about how various factors will influence the future workforce.Trend information, census data etc. combined with the current workforce profile, is an essentialbuilding block for forecasting workforce supply.The determination of workforce supply is a function of two elements – what is happening in theexternal labour market and how the company is sourcing candidates from that market and what ishappening internally with employees who are not part of the active bus driver and mechanic/skilledtrades workforce.ActivityConsiderationsDetermine Internal Supply Identify employees’ ages, genders, ethnicity factors,education levels, and lengths of service Identify skills and short and long term competencies Identify vacancies and those that will not be filled Assess the workload and determine if and how it can berestructured to utilize available staff Continually assess the work environment for indicationof changeDetermine Future SupplyProjection Review retention, turnover, promotion patterns,and leave usage Determine whether the turnover rate affects theorganization’s ability to conduct its work Review retirement patterns6

WORKFORCE PLANNING MODELActivityConsiderationsDetermine Future SupplyProjection Project what the skill and experience level of thecurrent workforce will be in the future What challenges might affect the organization’s ability torecruit and retain mission-critical skills?Step 3 - Gap AnalysisGap analysis involves comparing the projected workforce supply to the forecasted workforce demandattempting to answer the following questions: What new skills will be needed to accomplish goals and objectives? Does the organization’s workforce currently have the anticipated needed skills? What job functions or skills will no longer be required?Results may show one of the following: A gap (when projected supply is less than forecasted demand), which indicates a futureshortage of needed workers or skills. It is important to know what critical jobs will have gapsso the necessary training or recruiting can be anticipated. A surplus (when projected supply is greater than forecasted demand), which indicates a futureexcess in some categories of workers and may require action. The surplus data may representoccupations or skills that will not be needed in the future or at least will not be needed to thesame extent. Calculate the Gap between the projected need (Step 1, determine workforce demand) and theprojected supply (Step 2, determine workforce supply) Identify areas where future needs exceed the current resources and projections Identify areas where the current workforce exceeds the projected needs of the future Identify areas where the current supply will meet the future needs, resulting in a gap of zero Once gaps are identified, prioritize the significant gaps that will have the most impact onorganizational goals7

WORKFORCE PLANNING MODELPart 3:Building Workforce PlansThis phase involves the development of strategies to address future gaps and surpluses. Strategiesinclude the programs, policies, and practices that assist in recruiting, developing, and retaining thecritical staff needed to achieve the mission and strategic goals and in dealing with workers or skills nolonger needed.Strategies include: Position classification actions, including redefining positionsSalary actions, including equity adjustments, promotions, and merit increasesStaff development strategies to prepare employees for specific positionsRecruitment/selection strategies to find and hire candidates including recent school graduatesand apprenticesRetention strategies to encourage employees to stayOrganizational interventions such as redeployment of staff or reorganizationSuccession planning to ensure that there are highly qualified people capable of filling criticalpositionsKnowledge transfer strategies to capture the knowledge of experienced employees before theyleave the organization8

WORKFORCE PLANNING MODELThere are several factors that influence which strategy or, more likely, whichcombination of strategies should be used. Some of these factors include, but are not limited to, thefollowing: Time - Is there enough time to develop staff internally for anticipated vacancies or new skillneeds, or is special, fast-paced recruitment the best approach? Resources - What resources (for example, technology, and web sites) are currently available toprovide assistance, or must resources be developed? Internal depth - Does existing staff demonstrate the potential or interest to develop new skillsand assume new or modified positions, or is external recruitment needed?Part 4:Skill Gap Analysis Identify existing employee skills/qualifications/short-and long-term competencies required forthe planned organization Identify focused career planning and development programs Identify required job knowledge and skills needed for the planned organization Perform skill gap analysis of employees’ existing skills and those needed in the planned workenvironment Perform skill gap analysis between current organizational skills and the skills required tofunction in the planned environment9

WORKFORCE PLANNING MODELPart 5:Implementing Workforce PlansBefore implementing a workforce plan, you should consider: Degree of executive support for the workforce strategiesAllocation of necessary resources to carry out identified workforce strategiesRoles and responsibilities in implementing strategiesEstablishing time lines, defining performance measures and expected deliverablesCommunication planThe workforce plan should be implemented in connection with the requirements of the strategicplan. If the strategic plan changes due to unanticipated customer, leadership, or legislative changes,adjustments to workforce plan strategies may be necessary.10

WORKFORCE PLANNING MODELPart 6:Monitoring, Assessing and RevisingWorkforce plans should be reviewed annually to respond to unanticipated changes.A process should be established that allows for a regular review of workforce planning efforts to: Review performance measurement informationAssess what is working and what is not workingAdjust the plan and strategies as necessaryAddress new workforce and organizational issues that occur11

Succession Planning Model Resources » Workforce Planning Best Practices Guide » Workforce Planning Checklist » Frequently Asked Questions » Workforce Planning Template » Projection Tools Links (to WPM sites identified in the Resource Centre} WORKFORCE AND SUCCESSION PLANNING STRATEG

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