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Introduction to Workforce Planning

and Development in

State of Alaska Executive Branch Departments

Workforce Planning and Development

Presented by the Division of Personnel and Labor Relations

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What is Workforce Planning?

Workforce planning is, simply stated, the

Right number of people with the Right competencies in the Right jobs at the Right time

to accomplish the agency’s goals and mission.

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What is Workforce Planning?

Workforce Planning is a systematic process for identifying and addressing the gaps between the workforce of today and the workforce of tomorrow.

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What is Workforce Planning?

Workforce planning is creating an integrated and ongoing strategy for ensuring an organization is prepared with the appropriate human capital to meet current and future needs.

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Nearly 60% of state employees are 45 or older

Helps the state compete in today’s market

Allows decision makers to determine the workforce needed for tomorrow’s success

Gives managers the human resource information they need to manage their programs effectively

Why do Workforce Planning?

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Workforce Planning Steps

Define the Future

Analyze Current Workforce

Close the Gap

Monitor, Evaluate, Revise

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Step One: Define the Future

Articulate the agency’s vision, mission, organizational values, and objectives.

Have a defined strategic plan for the agency

Conduct a SWOT (strengths, weaknesses, opportunities, and threats) analysis

Prepare the Demand Forecast

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Determine Future Workforce Requirements

Workload changes Program initiatives Anticipated attrition Roles and functions Mission/strategy changes Distribution

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Identify any current or pending statutory, regulatory, or legislative mandates

Identify any current skills that are becoming obsolete due to new technologies

Identify new skills needed to continue with the business of the agency

Identify shifts in changing work tasks Identify turnover rates in the current

workforce

Prepare the Demand Forecast

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The Demand Forecast Generates:

Quantitative and qualitative data on anticipated workload and workforce changes during the planning period

Quantitative and qualitative data on future competency and skill requirements

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Step Two: Analyze Current Workforce

Skills Distribution Demographics Workload/Productivity Staffing levels Succession Outsourcing

Profile Existing Workforce

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Supply Projections

Supply projection examines the current and future composition of the workforce and workload.

Quantitative data on current and projected workforce

Quantitative data on current and projected competencies

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Supply Projections

Look at trend dataWorkforce ProfileHiring PatternsRetirement PatternsTurnover statistics

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Identify Labor Market Influences

Labor pool decline Changes in labor pool Downsizing outside State

Government Changing occupation outlook

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Start by learning about your agencyaverage age of state employees

42.0

42.5

43.0

43.5

44.0

44.5

45.0

45.5

46.0

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

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Start by learning about your agencystate employees eligible for retirement

DepartmentTotal # of

Employees in R&B DB

Eligible for Retirement in

5 Yr

Eligible for Retirement in

1 Yr

Eligible for Immediate Retirement

Administration 963 251 99 73Commerce, Community and Econ Dev 428 142 73 55Corrections 1350 369 169 123Education 251 66 30 25Environmental Conservation 443 124 59 43Fish & Game 1297 294 169 143Governor's Office 133 28 15 12Health and Social Services 3027 782 326 246Labor and Workforce Development 794 256 103 68Law 486 110 53 42Military and Veterans Affairs 263 67 27 21Natural Resource 896 279 131 98Public Safety 729 153 58 41Revenue 484 111 46 36Transportation and Public Facilities 3192 898 373 278

Statewide 14736 3930 1731 1304

Calculations are based on retirement dates projected by Retirement & Benefits

** Retiree Workers, employees in the Marine Engineers, Beneficial Association and some employees on approved leave without pay on June 30, 2007 are not included in this calculation

Immediate retirement is defined as a retirement eligibility date of August 1, 2007 or earlier

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Start by learning about your agencyaverage age of new hires

Department New Hire Count Average Age Males FemalesAdministration 151 38.9 41.3 37.3Commerce, Community and Economic Development 69 41.7 42.3 41.2Corrections 172 39.0 38.4 40.0Education 48 40.3 42.8 39.3Environmental Conservation 54 38.9 42.6 36.1Fish & Game 176 31.7 31.3 32.1Governor's Office 29 38.9 40.8 37.5Health and Social Services 450 39.2 38.9 39.3Labor and Workforce Development 68 43.7 44.8 42.9Law 72 39.0 42.7 37.8Military and Veterans Affairs 46 40.9 42.4 39.2Natural Resource 114 38.6 38.6 38.6Public Safety 87 39.1 40.2 37.1Revenue 60 37.9 37.7 38.0Transportation and Public Facilities 377 40.5 40.1 41.2

Statewide 1973 38.9 39.2 38.7

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Start by learning about your agencystate employees eligible to retire in 5 years

Eligible for Retirement in 5 Y r, 27%

Current State Employees, 73%

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Start by learning about your agencydetermine the competencies that already exist in your

agency

•Conduct general assessment of employees’ current skills

•Ask employees to identify career goals and future desired skill sets

•Review PDs and job descriptions

•Hold focus group interviews to determine skill and competency levels

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Step Three: Close the Gap

Gap Analysis

Action Plan

Implementation Plan

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Gap Analysis

Use the Demand Forecast and the Supply Projections to identify differences (gaps) between where your agency is now and where it needs to be in the future

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Gap Analysis

Identifies situations where future demand will exceed future supply

Identifies situations where future supply will exceed future demand

In both types of situations, your workforce plan must address eliminating these gaps

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Workforce Action Plan

Develop your plan around the most mission critical gaps

Define critical job competencies Define and redesign jobs Define recruiting needs Define training and development needs Identify restructuring opportunities Identify a timeline for making the changes Describe how the plan will be measured

(objectives)

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Implementation Plan

Obtain management leadership and support

Develop change management strategy

Communicate

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Obtain Management Leadership and Support

Workforce Planning should be viewed as a significant piece of an agency’s strategic plan

Senior-level management should lead the planning process

Agency’s program managers will gain the most benefit from the plan

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Develop Change Management Strategy

Change must be managed Change involves all stakeholders in

the agency Objective view of the change is

needed—often agencies will contract out for some portion of the Workforce Planning process.

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Communicate

Make the process transparent—let your employees know what’s going on

Let your employees know what’s in it for them

Planning for future workforce needs is an excellent time to offer career growth and opportunities to current employees

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Step Four: Monitor, Evaluate, Revise

Monitor

Continuously monitor the plan and consider any internal or external developments that may affect the action plan. Consider upcoming legislation,

budgetary concerns, and other external developments

Monitor projections to determine if current conditions meet projections

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Evaluate

Obtain feedback about the action plan and how it is working Meetings Surveys Interviews Focus groups

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Evaluate

Measure the results of the plan Do the gaps still exist? Are skills being developed? Are staffing levels adequate to perform

the critical mission of the agency? Do new hires possess the needed

competencies? Celebrate achievements!

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Revise

Make necessary revisions

Communicate changes

Report on accomplishments

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Typical Workforce Planning Issues to Overcome

No commitment from agency leadership to provide the necessary staff

Doing it half-heartedly - Do it right, or not at all.

Not including agency employees Wanting it too quickly. Lack of available data.

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Summary

Make workforce planning part of your overall strategic planning effort.

Assess the urgency of your division’s particular situation; gear your effort to that level of urgency.

If urgent, begin now. Ask for help. Do it right!

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Available ResourcesPublications

Workforce Planning Agency Reference and Guide

Workforce Planning Quick Reference

HR Update monthly newsletter

Annual Workforce Profile

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Available ResourcesTools

Knowledge Transfer tools Succession Planning Model Skill Gap Analysis tutorial power

point Scheduled, ad hoc, and special

reports Open enrollment and customized

leadership and compliance training

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Questions?

Comments?

Concerns?