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Speed Bumps on the Road to Workforce Planning
Workforce
OSCPM
Alan Ross Tripp
Workforce Planning Manager
Office of Personnel Management
Planning
What is Workforce Planning?• Workforce planning is the strategic alignment of an
organization’s human capital with its business direction.
Or
Having the right person with the right skills in the right job at the right time
• It is also a methodical process of analyzing the current workforce, determining future needs, identifying gaps between the present and future, devising and implementing solutions, and evaluating results.
The Big Picture
Strategic Plan for Future
Current Workforce
How do we fill this gap?
The Overall Process
• Strategic Planning• Workforce Analysis• Implementation • Evaluation
Strategic Planning
Strategic Planning –
This is the forward-thinking phase where the organization and/or the workforce planner anticipates the workforce of the future based on directions defined in the organization’s strategic plan. This is the stage where the workforce planning project is planned and defined in terms of scope, resources available, roles and responsibilities and leadership support.
Workforce Analysis
Workforce Analysis–
This is the point where data about the current workforce is collected and analyzed as well as the need for future staff and future skills sets is projected and contrasted to current capacity.
Implementation
• Implementation –
• This stage begins with the identification of strategies to address whatever gaps or workforce-related issues have been identified in the workforce analysis phase. It progresses to include development of a plan to deliver/implement those strategies and concludes with the actual implementation.
Evaluation –
This is the follow-up stage designed to assess the success of the strategies selected. It includes obtaining feedback from those affected by the strategies, measuring the success of the strategies through monitoring systems established in the implementation phase, and revising the strategies and plan as necessary.
Evaluation
Methods of Resource Management
• Strategic Staffing
• Succession Planning
• Retention of institutional knowledge
• Retention, Turnover, and Retirement
Methods of Resource Management
Strategic Staffing
Where are we going to get future employees?
Methods of Resource Management
Succession Planning
True succession planning involves competency identification and employee assessments, and a proactive approach to employee development by management to constantly ensure the leadership pipeline is filled with potential candidates.
Methods of Resource Management
Retention of institutional knowledge
Focusing on the critical positions whereknowledge loss is the greatest threat Identifying and prioritizing the specificknowledge and skills at risk Developing concrete, actionableresponses to mitigate this loss
Methods of Resource Management
Retention, Turnover, and Retirement
Identifies and analyzes reasons for employee retention, turnover, and retirement to minimize the impact on organizational functionality
Why should we do it?
• Because the strategic plan says we have too…
• Because we get to have more meetings.
• Because it’s really, really, Fun.
The Average State Employee
• Avg. Age 45.3
• Avg. St Svc 10.7
• Avg. Yrs 2 Ret 12
The Average State Employee
4,000
9,000
14,000
19,000
24,000
29,000
34,000
Now 5 years 10
years
15
Years
Number ofRetirements
State Staffing Trends Number of State Employees By Fiscal Year
34,000
35,000
36,000
37,000
38,000
39,000
40,000
41,000
42,000
Fiscal Year
Sta
te E
mp
loye
es
Short Term Reasons for Workforce Planning
• Reductions in Force
• Military Deployments
• Immediate Retention and Turnover Issues
• Legislation
Succession Planning
What is Succession Planning?
A systematic effort and process of identifying and developing competencies for key
leadership and professional positions in employees to ensure the continuity of
management and leadership in an organization
Succession Planning Is Not Replacement Planning
Replacement planning is typically reactive.
Replacement planning is compatible with and often overlaps succession planning.
Succession planning is proactive
Pre-selection involves choosing a successor without a formal interview or
selection process
Succession planning involves planned developmental activities for a group of
employees.
Succession Planning Is Not Pre-selection
U.S. Army Example
By identifying and developing competencies that are both job and
leadership level specific, organizations are better prepared to align personnel in
the event of unexpected shortages. .
How does this help with short term problems?
Reasons why Workforce Plans Fail
They are too ambitious
Reasons why Workforce Plans Fail
Unprepared for the negative.
Reasons why Workforce Plans Fail
Ineffective internal movement.
Reasons why Workforce Plans Fail
Ignoring contingency workforce percentages
Reasons why Workforce Plans Fail
Managers didn't own it.
Reasons why Workforce Plans Fail
Targets are too narrow
Reasons why Workforce Plans Fail
Failure to Prioritize
Any Questions?
Thank You
For More Information
• www.ipma-hr.org
• www.ok.gov/opm/About_OPM/Office_of_Workforce_Planning
• www.workforce.com
• http://www.naspe.net
• Call OPM