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Workforce Planning
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Contents
Templates overview.............................................................................................................................1
Document management.......................................................................................................................2
Template 1: Workforce planning project plan.....................................................................................3
Template 2: Stakeholder engagement plan..........................................................................................5
Template 3: Workforce planning project risk assessment...................................................................6
Template 4: Workforce segmentation document................................................................................7
Template 5: Job role profiling template..............................................................................................9
Template 6: Demand analysis (current and future)...........................................................................11
Template 7: Alternative future analysis............................................................................................13
Template 8: Workforce database.......................................................................................................15
Template 9: Workforce trend summary............................................................................................17
Template 10: Employee survey.........................................................................................................18
Template 11: Exit interview..............................................................................................................19
Template 12: Internal supply (current and future)............................................................................21
Template 13: External supply (current and future)...........................................................................22
Template 14: Workforce gap (current and future)............................................................................23
Template 15: Risk and options analysis............................................................................................24
Template 16: Action plan..................................................................................................................25
APS Workforce Planning Guide – Templates iii
Templates overview
These are the templates referred to throughout the eight modules of the Australian Public Service Workforce Planning Guide, designed to assist you with workforce planning in your agency or department.
These are generic templates outlining the basic information required and suggested format for collecting and structuring this information. Templates are referred to throughout the modules by their number and title, and the following symbol is also used throughout the modules to draw your attention to templates that might help you along the way, as you progress workforce planning in your organisation.
The structure of the eight modules as they relate to the workforce planning process is depicted in Figure 1.
Figure 1. Modules in the APS Workforce Planning Guide
Workforce planning explained
Initiation and planning for workforce planning
Segmenting your workforce
Gap analysis and strategy and initiative development
Demand analysis
Implementation and monitoring, evaluation, review and adjustment
Supply analysis
Introduction and how to use the guide
APS Workforce Planning Guide – Templates 1
Document management
Version history Date Author Description
Version Date Author Description
1.1 January 2013 Australian Public Service
Commission
Minor updates
1 December 2011 Australian Public Service
Commission
First version
2 APS Workforce Planning Guide – Templates
Template 1: Workforce planning project plan
You can complete this template at the beginning of the initial workforce planning process. It is a simple project plan providing all relevant people with an overview of the project.
Headings Key points
Name of project A unique name that describes the project accurately and succinctly
(e.g. Workforce Planning for the Environmental Division, Department
of Travel, June 2011).
Owner Who owns the project? Who is the key stakeholder for the business
area to which the workforce planning project applies? (e.g.
Environmental Division Head)
Responsibility This should be one person (e.g. the project manager), name and
position specified.
Project team Specify the names and positions of all members of the project team.
Timeline When will the project begin? When is it scheduled to finish (and be
integrated into business as usual)? What are the timeframes
associated with key components of the project (and their linkages to
key timeframes associated with business and financial planning,
etc.)?
Objective What is the outcome you are seeking to achieve from this workforce
planning project?
Output What will the output of the project be? (e.g. Environmental Division
(Department of Transport) Workforce Plan 2011–2014)
Target audience Specify who the project output (workforce plan) is intended to be
used by? (e.g. Environmental Division Head, Environmental Division
Business Manager, Environmental Division Directors)
Scope For what organisational level is the workforce plan being developed?
(e.g. unit, section, branch, division, group, agency, department, etc.)
Will the workforce plan cover all workforce segments or critical job
roles only? What are the main inclusions and exclusions of the
project? (e.g. due to data constraints a workforce profile will be
excluded)
Milestones What significant milestones can be used to track the progress of
workforce planning? (e.g. completion of a particular component of
the workforce planning project by a specified date)
Review timeframe
and responsibility
When will the project be reviewed and who is responsible for
undertaking the review/s required to maintain the workforce plan?
When is this going to happen?
4 APS Workforce Planning Guide – Templates
APS Workforce Planning Guide – Templates
5
Template 2: Stakeholder engagement plan
This template is a table containing the main components of a stakeholder engagement plan. You can use it as a stakeholder engagement plan or attach it as an annex to a more extensive stakeholder engagement plan.
Stakeholder Involvement Risk Engagement Responsibilit Timing Approach
s y
Who is the
potential
stakeholder
?
How are they involved or
interested in the workforce
planning activity?
What are the
risks of not
engaging
them?
What level of
engagement is
appropriate? (e.g.
awareness, involvement,
commitment)
Who is
responsible for
engaging
them?
How often
should you
engage
them?
When?
How will the
stakeholder be
engaged? Through
what media?1
1 The communication media to be used for engaging with stakeholders depends on variables such as the purpose of the engagement, the size and nature of the target group, what communication has occurred before, and time and resource constraints (including budget). Stakeholder engagement can be very resource intensive.
APS Workforce Planning Guide – Templates 7
Template 3: Workforce planning project risk assessment
You can use this template to assess the risks associated with your workforce planning project and develop mitigation strategies.
Risks Likelihood Consequence Criticality Mitigation strategies
What is the potential risk? What is the
likelihood? (e.g.
extreme, high,
moderate, low,
negligible)
What is the
consequence?
(e.g. extreme,
high, moderate,
low, negligible)
What is the
criticality? (e.g.
extreme, high,
moderate, low)
What are some potential strategies for mitigating
the risk?
8 APS Workforce Planning Guide – Templates
Template 4: Workforce segmentation document
You can use this template to help you define the workforce segments within your organisation and outline the job capability requirements for each segment. Workforce segments should draw upon the job families, job functions and job roles in the APS Job Families Model. This template will provide the link between your workforce demand and workforce supply (defined in terms of skills and capabilities). You can use this template to communicate your workforce breakdown to employees and other stakeholders. Depending on your organisation, you may choose to add other columns to the table.
Job family Job function Job capability requirements
Outputs to be delivered Essential skills, capabilities
and characteristics
Desirable skills, capabilities
and characteristics
APS Workforce Planning Guide – Templates 9
Template 5: Job role profiling template
You can use this template to systematically collect and manage information about particular positions or types of roles. A job profile is basically a comprehensive list of the responsibilities and tasks undertaken in a position or role plus a list of critical skills and capabilities needed to perform these responsibilities and tasks.
Job family information
Job family
Job function
Job role
Australian and New
Zealand Standard
Classification of
Occupations
(ANZSCO) code (if
applicable)
APS Workforce Planning Guide – Templates 11
Profile information
Role purpose
Core responsibilities
Demonstrated
behaviours
Preferred
qualifications,
certifications, Is the qualification mandatory, or can it be acquired over a period
of time in the role?
licenses Mandatory
1–2 months
2–6 months
6–12 months
12+ months
Preferred knowledge
Role specific
technical knowledge
Source
Australian Public
Service classification
range
Security clearance Baseline
Negative vetting
1
Negative vetting
2
Positive vetting
Vacancy criticality High Medium Low
APS Workforce Planning Guide – Templates 13
Template 6: Demand analysis (current and future)
You can use this template to determine your workforce demand, current and future.
Your full demand analysis should contain: Information on your critical job roles.
An outline of your demand forecasting method.
Your demand forecast findings (the known path, as well as the most plausible other scenarios and their impact on demand). In particular, it is important
that you list the key internal and external drivers of workforce demand and explain how these are expected to impact on demand. This will inform
workforce planning in the future as well as help you evaluate the accuracy of forecasted future demand.
The table below allows you to summarise your current and future workforce demand and as such will also show the gap between these two. The future demand in this table should be based on your known path. Bear in mind that workforce demand is the workforce you desire, however, it will need to be reconciled to the supply and budget.
APS Workforce Planning Guide – Templates 15
Job family Job function Job role Current
demand
Future
demand
(+ 1 year)
Future
demand
(+ 2 years)
Future
demand
(+ 3 years)
Future
demand
(+ 4 years)
FTE
Level
Locati
on
FTE
Level
Locati
on
FTE
Level
Locati
on
FTE
Level
Locati
on
FTE
Level
Locati
on
FTE = full-time equivalent APS = Australian Public Service
16 APS Workforce Planning Guide – Templates
Template 7: Alternative future analysis
As part of your demand forecasting process you will identify the ‘known path’ (the most likely path for your organisation) and alternative futures, scenarios and events that could impact your demand. You can use this template to record alternative futures and how they will affect demand as well as supply.
Scenario (name)
Description
Timeframe
Likelihood
Workforce demand
implications
Capacity
(size, structure)
Capability
(skills, capabilities)
Affordability
(full-time equivalent)
Workforce supply
implications
Capacity
(size, structure)
Capability
(skills, capabilities)
Key risks
Mitigation strategies
APS Workforce Planning Guide – Templates 17
Template 8: Workforce database
You can use this template to collate a comprehensive list of employee information. You should use your demographic payroll data and skills and capabilities audit to populate the table. You can use this table as a basis for your internal supply analysis. Note: if your organisation is large, an information database will be much easier to manage than a spreadsheet.
Em
plo
yee
iden
tifi
cati
on
Nam
e
Ag
e
Male
or
fem
ale
Fir
st
sta
rt d
ate
Job
fam
ily
Job
fu
ncti
on
Job
role
Locati
on
Cla
ssifi
cati
on
Level Employment
Status
(Permanent,
full time,
part time,
casual)
Fu
ll-t
ime
eq
uiv
ale
nt
Ab
ori
gin
al /
Torr
es
Str
ait
Isla
nd
er
Dis
ab
ilit
y
Skills and
capabilitie
s
Oth
er
att
rib
ute
s
an
d c
hara
cte
risti
cs Qualifications
Skill
Cap
ab
ilit
y
Ed
ucati
on
Tra
inin
g
APS Workforce Planning Guide – Templates 19
Template 9: Workforce trend summary
You can use this template you to summarise your organisation’s workforce inflow and outflow trends from past years. This will enable you to get an overview of how inflow and outflow have changed over time and can give you an idea of what they will be over the coming years.
Yearly workforce statistics
Workforce inflow Curre
nt
-1 yr -2
yrs
-3
yrs
-4
yrs
-5
yrs
-6
yrs
Recruitment
Secondments
Transfers
Total
Workforce outflow Curre
nt
-1 yr -2
yrs
-3
yrs
-4
yrs
-5
yrs
-6
yrs
Terminations
Secondments
Transfers
Resignations
Retirements
Redundancies
Deaths
Total
Template 10: Employee survey
You can use this template to survey employee opinion, experience and intentions to complement your quantitative information.
Employee survey
Where did you work before this agency?
What attracted you to the job?
What would make you leave?
What are your career/retirement intentions
over the next year, next two years, next five
years?
Where do you see yourself in two years’ time?
Would you recommend the organisation to
others? Why? Why not?
APS Workforce Planning Guide - Templates
Template 11: Exit interview
It is important that your organisation conducts and analyses exit interviews for the purpose of your workforce planning. You can use this template for suggested questions if your organisation doesn’t undertake exit interviews.
Exit interview
Why are you leaving the organisation?
Would you recommend the organisation to
others? Why? Why not?
Would you return to the organisation? Why?
Why not?
24 APS Workforce Planning Guide – Templates
Template 12: Internal supply (current and future)
Based on Template 6 you should now be able to populate the first three columns of this template, which you can use to gain an overview of the skills and capabilities of your current workforce. Then, using workforce trend data and the information from your employee surveys, you should attempt to predict what your workforce will look like at the end of your specified timeframe, if no attempt is made to reconcile it with future demand.
Job
fam
ily
Job
fu
ncti
on
Job
role
Current internal supply Future internal
supply*
(+1 yr)
Future internal
supply*
(+2 yrs)
Future internal
supply*
(+3 yrs)
Future internal
supply*
(+4 yrs)
FTE Lev
el
Locati
on
FT
E
Lev
el
Locati
on
FT
E
Lev
el
Locati
on
FT
E
Lev
el
Locati
on
FT
E
Lev
el
Locati
on
For
example,
2
APS
5
Sydney
FTE = full-time equivalent*Assuming no change to trends
Template 13: External supply (current and future)
You can use this template to examine your workforce’s current and future external supply. Knowing the market availability of skills and capabilities that you require will be useful when you’re assessing the options for closing your workforce gaps. You do not need to distinguish between employees and contractors if you do not have this information available.
Skills and
capabiliti
es in
demand
(in order
of
criticality
)
Availability of supply Competitors Supply
impedimentsEmployees Contractors Note on
locationCurren
t
Yr 1 Yr 2 Yr
3
Yr 4 Curren
t
Yr 1 Yr 2 Yr 3 Yr 4
E.g.
project
managem
ent
E.g. shortage
worst in Western
Australia
E.g. main
competitor is
industry
E.g. high cost
APS Workforce Planning Guide - Templates
= skill is in high supply = skill is in moderate supply = skill is low supply
28 APS Workforce Planning Guide – Templates
Template 14: Workforce gap (current and future)
Using the information you have entered into Templates 5 and 10, you can use this table to show your workforce’s current skills and capability gaps as well as the predicted future gap if no specific measures are taken to address this gap.
Job
family
Job
functio
n
Job role FTE
Current Future (Yr 1) Future (Yr 2) Future (Yr 3) Future (Yr 4)S
up
ply
Dem
an
d
Gap
Su
pp
ly
Dem
an
d
Gap
Su
pp
ly
Dem
and
Gap
Su
pp
ly
Dem
and
Gap
Su
pp
ly
Dem
and
Gap
5 3 -2 3 4 1 3 4 1 3 4 1 3 4 1
FTE = full-time equivalent
APS Workforce Planning Guide – Templates
29
Template 15: Risk and options analysis
When you’re developing strategies and initiatives to address your workforce gaps you will have several options. Some may address only one of your gaps, while others may address several. You can populate this template to assess the various strategies by comparing the gaps they will address, noting the potential limitations of implementing the strategies and initiatives.
Gap
s t
o b
e
ad
dre
ssed
Lik
elih
ood
Con
seq
uen
c
e Ris
k r
ati
ng
Mitigation
strategy/initiati
ve options
Other gaps the
strategies will
address
Potential
limitations
Alignment
with
organisation
objectives
Su
ccess
likelih
ood
Resid
ual
risk
Esti
mate
d
cost
Resp
on
sib
ilit
y Exp
ecte
d
ben
efi
t
E.g.
shortag
e of
policy
Analyst
s
E.g.
likely
E.g.
high
E.g.
high
E.g. introduce
graduate policy
program
E.g. likely retirement
of 20 personnel with
policy skills in 3
years.
E.g.
budgetary
constraints,
policy
graduates
are
becoming
harder to
find.
e.g.
high,
mediu
m, low
30 APS Workforce Planning Guide – Templates
= extreme = high = moderate = low
APS Workforce Planning Guide - Templates
Template 16: Action plan
You can use this template to outline your chosen strategies and initiatives (in order of priority) and the responsibilities, key performance indicators, timeline, milestones and resources requirements. You should involve line managers and HR managers in this process to ensure you develop a tangible and realistic action plan. If there are links between existing strategies and initiatives and the strategies and initiatives you identify in your action plan, you should make those responsible for implementing them aware of this, and ensure they have the tools needed to coordinate them.
Strategies and
initiatives
Priori
ty
Responsibility Key
performance
indicator and
target
Timeline Milestones and
deliverables
Budget and resource
requirements
E.g. introduce
graduate policy
program
E.g.
high,
mediu
m, low
E.g. Human
Resources Manager
(implementation)
Chief Executive
Officer (owner)
E.g. Dec 2011
to Mar 2012
E.g. Dec 2011—advertise
positions
Feb 2011—candidate
interviews
Mar 2011—announce
positions
Mar 2011—candidates
start
E.g. 2 x Human
Resources Directorate
staff required for
duration of timeline
32 APS Workforce Planning Guide – Templates
= high = medium = low
APS Workforce Planning Guide – Templates
33