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How to Guide:
Planning and Performance:
‘Strategic Workforce Planning’
2
CONTENTS
Topic Page
1 Introduction to Strategic Workforce Planning 3
2 Benefits of Strategic Workforce Planning 3
3 Who is responsible for developing a Strategic Workforce Plan? 4
4 The process of Strategic Workforce Planning 4
5 Strategic Workforce Planning considerations - Questions to ask yourself 5
6 Strategic Workforce Planning Framework 8
7 Working with Workforce Data Sets 9
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Planning and Performance: Strategic Workforce Planning
1. Introduction to Strategic Workforce Planning
Workforce planning is an integral part of people management and provides the context for most
activities concerned with the recruitment, development and deployment of people resources. It flows
from the University Strategic Plan and links people management into the operational business process.
Workforce plans need to be robust enough to manage short term activity but flexible enough to cope
with a range of future scenarios.
At its simplest, effective workforce planning ensures you have:
a workforce of the right size;
the right skills and diversity;
a workforce that is organised and structured in the right way;
a workforce doing what you want them to do; and
a budget that you can afford.
Effective workforce planning is an integral part of the Planning and Performance Cycle and it is essential
that there is a clear link between the Workforce Plan, the Faculty and/or Professional Services plans and
the University’s Strategic Plan. The workforce planning process must be organisation-wide and requires
communication between HR, leaders of the Departments and Faculties, Finance and Strategic Planning.
Many managers will do workforce planning as part of their daily managerial responsibilities such as
devising rotas, staff development plans and skill matrices. This guide is primarily about strategic
workforce planning as part of the University’s Planning and Performance Cycle, although some of the
issues raised here would also be relevant to more routine managerial activity.
2. Benefits of Strategic Workforce Planning
Overall, workforce planning provides a strategic approach for making critical people management
decisions and allows managers to:
plan for new activity and any activity that will cease;
anticipate and resolve issues such as staff and skills shortages;
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identify critical roles and skills without which important planned activity would be put at risk;
ensure that staff deliver quality and excellence;
ensure that staff are undertaking the roles required to meet the current and future needs of the
department;
review the efficiency of current staffing structures;
manage staff costs;
plan staff development needs;
consider the flexibility and makeup of the workforce to respond quickly to changing needs;
encourage collaborations crossing professional boundaries; and
succession plan.
3. Who is responsible for developing a Strategic Workforce Plan?
Leaders at Level 3, 2 and 1 need to work together to establish a Workforce Plan that can be submitted
as part of their business case for resource during the Planning and Performance Cycle. It is essential
that the plan is not devised in isolation. Discussions with the Human Resources Business Partner (HRBP),
Finance Accountant and the Strategic Planning Department will ensure an understanding of the likely
impact of your plans on the broader University. It is often at this stage that the consolidated
Institutional position will highlight resource challenges that require managers to prioritise activity.
Having already completed a robust workforce analysis, discussing final refinements can be achieved
more easily as essential issues, such as the need to fill risk critical roles, future critical research activity
or staff development for critical skills, can take precedence over more ‘nice to have’ developments.
In respect of the Workforce Plan, the HRBP will work closely with leaders and other stakeholders during
the timetabled planning process to consider your workforce needs as well as the people strategies you
need to implement. The timetable for submission of plans is usually started in October of each year
through the Strategic Planning Office. It should be noted that the Universities Planning cycle is iterative
and not an annual cycle but each year it takes a formal look at plans against progress and leaders are
asked to submit their updated plans to the Senior Executive Team via the Strategic Planning Office. The
HRBP will also regularly review and monitor activity against your plans as will Finance.
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4. The process of Strategic Workforce Planning
The process of workforce planning splits into 3 distinct areas:
a. Designing the future workforce…
The type of operating environment you need to have in the future, the impact this might have now and
how you develop the infrastructure, people and the resources to achieve this.
b. Developing the future workforce…
The skills and competencies needed to deliver activity in the future, where they come from and making
provision for developing or finding these skills internally or externally.
c. Delivering the future workforce…
The people management strategies needed to ensure that people are engaged in appropriate workforce
activity. Pivotal aspects to this will be through key processes such as …
recruitment and selection;
reward and retention;
training and development; and
performance management.
5. Strategic Workforce Planning considerations - Questions to ask yourself
There are many business ‘buzz’ words that are associated with workforce planning and the table below interprets
these in relation to a University setting. Following this, Section 6 contains a Workforce Planning Framework that
provides a 6 stage process for producing a Workforce Plan.
What? Questions Think About
Horizon scanning
What might be the impact of a change of activity/direction by Government, HEFCE, other universities, Research Councils, employers, knowledge exchange partners, HEA, etc? What context are we currently operating in and how is this likely to change over the next three years? What are the anticipated changing demands of the sector?
Gathering intelligence from attendance at conferences, meetings etc
Stakeholder/civic engagement
Networking
Surveys
Customer focused activities
Market intelligence
New areas of research
New innovations in teaching and learning See University Environmental Scan Report here
Scenarios What are the likely future scenarios to Fulfilling accreditation requirements
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impact the organisation? ‘What if’ situations? E.g. more students/less students , change in nature of study (e.g. move to part-time), change in funding (e.g. for PG study) Loss of key skills areas?
Trend analysis
Economic environment/fees
Demographics
Popularity of relevant A level subjects
Supply and demand for study in your subject area. See Market Intelligence information here
Social Trends
School leavers/global students intent on HE UK
Balance of research and teaching portfolio
Curriculum developments
Structure Does your structure best support the delivery of your objectives, as set out in your three year plan? If not, how does it need to change and what impact will this have on your staff and skills requirements? Do you have a management and leadership structure that has the right skills and is effective? Is there a need to develop these skills for the future to meet succession plans? Are there succession plans for leadership roles?
Numbers, grades
Leadership/management levels
Reporting lines, span of control
Workforce composition
Does the current workforce composition meet future requirements? If you need to reduce resource in an area, can this be done through the holding of vacancies and/or planned retirements, or will you need to restructure?
Types of contracts - permanent, insecure funding, fixed-term, casual, zero hours etc.
Internal/external sourcing (possible outsourcing of services?)
Appropriate use of apprenticeships and interns
Recruitment
Skill sets no longer required
What new areas of activity/research/teaching?
Link to other areas of planning such as space or capital planning
Skills analysis What new skills are required in the future? How will critical capabilities be developed? Think about any skill or experience gaps there are that you need to fill. How are you going to address them?
Who’s research active?
Are we ready for the next REF?
What are development strategy to move to 3*4*
Who’s got the skill set to move forward?
Technological changes requiring new skills
Projects requiring specialist skills
Leadership skills
Business Process Improvement
Training and Development Plans
Performance Management
Turnover and staff changes
Are there any foreseeable losses of staff within the next 3 years? What are the reasons that staff leave? Can you fill any gaps in skills and/or roles from inside the organisation (through
Planned retirements
Rate of employee initiated turnover
Succession planning
Retention strategies for critical roles
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moving staff, providing them with some development or support)? If not, do we need to recruit from within/outside of the UK? How soon do we need to do that?
Performance Management strategy
Compliance and legislative requirements
Are there any legislative changes or compliance requirements that will impact on your area?
Reporting obligations
Obligatory training
Health and safety
Risk assessment
Required recognition awards e.g. Athena Swan
Accreditations
Workforce diversity
Do all groups have the same opportunities? What equity and diversity issues have been identified?
Workforce mix data
Recruitment and promotion for underrepresented groups
Career opportunities
Organisational change
What new activities or services need to be introduced? What activities/ projects need to be discontinued? What changes to processes /new technologies need to be introduced?
Organisational reviews
New operating/MI systems
Centralisation v decentralisation
Numbers of and nature of projects
Changes in research/teaching portfolio
Critical jobs What are your risk critical roles? Which roles are difficult to fill/retain?
Roles that would jeopardise output if current post holders left
Succession plans to limit risk of losing critical staff
Recruitment, retention, career management
Ways of limiting single person dependency
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6. STRATEGIC WORKFORCE PLANNING FRAMEWORK: The framework outlines the 6 stages to preparing a Workforce Plan
ORGANISATIONAL PLANS COSTS ENVIRONMENT PEOPLE
1. ACCESS CURRENT DATA SETS
Strategic Plan
Institutional Three Year Plan (inc. capital plan and I&E)
Planning Unit Plans
Quarterly Performance Reports
Performance against KPIs and SPIs
Strategic and Operational Risk Registers
League Table Position (inc. NSS and other student satisfaction results)
Academic Holistic/Professional Services Thematic Review Action Plans
Professional Body Accreditation Plans
Outcomes of audits/inspections
Current staffing levels (what grade?, what type of contract?, FTE)
Current research activity (value of grants, how many?, application success rates, trends)
What other resources? (other operating expenditure, capital)
Assumptions (wage inflation, pension costs)
Research and Knowledge Exchange Research capability; Funding for research; REF; Competitors; Interaction with business
Student Experience Student demand—current numbers, fees, market trends, UKBA rules; student feedback—NSS, module feedback; student:staff ratios
Widening Participation Increased fees; Access Agreement; outreach
Enablers Comparison tools; legislation and regulations; technology e.g. New systems See developing dashboard on comparator data here
Staff profile—demographics, diversity information, FTE, level, age
Academic: Professional Services split
Academic promotion trend
Leadership profile and turnover
Qualifications and skills
Staff Survey report
2. ANALYSIS OF CURRENT SITUATION
Future strategic direction
Identify growth and risk areas
What has changed? (student numbers, staffing requirements, research funding environment/rules, other income streams)
How do I ensure sustainability taking into account these changes? e.g. defer, refocus.
Consider the impact of any changes from prior plans— can I offset any reductions in income with savings in expenditure?
Student demand
Changes to technology
Changes to legislation
Changes to academic programmes
Working practices/organisational structures
Business Process Improvements required
Organisational culture
Staff trend data including equality profile, grades movement and academic promotion data
3. FORECASTING NEEDS
(3 year horizon)
DEMAND
Skills required in the future
Workforce diversity
Roles/jobs required in the future
Roles/jobs not required in the future
Number and types of contracts required
Consider impacts on current workforce
SUPPLY
Review current workforce and anticipate staff turnover and future requirements
Areas that are difficult to recruit to
Promotions using trend analysis
Availability of required skills and experience in the market
GAP ANALYSIS - compare demand and supply
Potential surpluses and shortages
Risk areas
4. PLANNING STRATEGIES TO SUPPORT WORKFORCE PLANS
DEVELOP STRATEGIES TO SUPPORT THE WORKFORCE PLAN PEOPLE AND DEVELOPMENT STRATEGIES
Recruitment, retention and promotion
Re-structuring and redeployment
Staff development
Performance management
Succession and career planning
Staff engagement
COSTS
Cost of resourcing strategies
Can we share resources? (equipment, staff)
Analysis of efficiency gains
Remuneration and incentives
ENVIRONMENT
Build in any likely changes to technology and infrastructure
New buildings/ equipment
Business Process Improvements
Legislative or compliance requirements
Policies and processes
5. IMPLEMENT STRATEGY
Integrate Workforce Plan with your Operational Plan
Seek approval and feedback through Planning and Performance Cycle
Communications strategy
Consider changes to technology and University infrastructure
Operational changes that affect plan
Monitor progress against plan through management and team meetings, reviews with HR and finance partners, and PDR
6. REVIEW AND EVALUATE
Review strategy and evaluate impact of changes
Consider changes to Workforce Plan based on changes to Operational Plan, new strategy or direction
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7. Working with Workforce Data Sets
Quarterly Planning and Performance Reports will be based on the new performance indicators and information will be made available via the Monitoring Performance Dashboards and Explorer Analytical and Drill Reporting Tool on TULIP. Further information, not available on the dashboards, will be provided to Planning Units by Professional Services areas and from within Planning Units themselves. The Strategic Planning Office, Finance and HR are working together to realise helpful data that will provide evidence for workforce plan discussions that will inform plans over a period of time.
A number of the Monitoring Performance Dashboards are now live (several others are works in progress) and there are numerous Explorer spaces
available. There continues to be an MI Development Plan which will be used throughout the course of the year to prioritise when further data will appear
on a dashboard or be made available via Explorer. Ultimately, it is anticipated that all management information will be available via these tools.