Upload
timothy-webb
View
214
Download
2
Embed Size (px)
Citation preview
Workforce PlanningFoundation of a Successful Organisation or
the Poor Cousin of Capability Building
Presenters:Lucyna MacDermott and Lynne Dalton
Positive Futures
ACWA ConferenceManagement & Leadership Institute
Sydney 2006
Workforce Planning
More definitions:
A comprehensive process that provides managers with a frameworkfor making staffing decisions based on an organisation’s mission,strategic plan,budgetary resources, and a set of desired workforcecompetencies
Or
A continuous process of shaping the workforce to ensure that is is capable of delivering organisational objectives now and in the future
Having the right people with the right skills Doing the right jobs at the right time all the time
Current views about WFP
• It’s just a fad and not a priority• Don’t know what it means• It is not relevant to NGOs• Don’t have trouble getting staff • Planning is a luxury – we don’t have time• Short term planning seems to cope with day to day
operational requirements• Confusion between WFP and staff resourcing and
scheduling• Anxiety about WFP requirements
The current NGO Context
– Workforce linked to services outcomes (i.e. labour intensive)
– Female dominated – 87%– High volunteer usage - 70% of the community
workforce– Staff turnover average 16.3 compared to 10-12% to
all Australian industry average– Low comparative salary levels – 72% of the average
Australian individual– High level of part time roles– 46% of organisations had trouble attracting staff– More complex needs, more clients, more efficiency
and budget pressures
Workforce is ageing – a ‘greying’NGO sector
Retirements mean loss of leadership positions
Loss of intellectual capital and organisational history
Workforce is more diverse
Increased competition for staff
Workers with changing values and expectations and mobility
Ever increasing expectations of improved service delivery by clients.
Population and Workforce trends
Why Do Workforce Planning?
•provides managers with a strategic base from which to anticipate change – initiative rather than reaction
•provides knowledge base about current workforce and maps requirements for the future
•minimises the cost of carrying vacancies - vacant positions do not automatically translate into savings
•Lowers turnover and its cost – estimated turnover costs are between ¾ and 1 ½ times an employee’s salary
•Allows to plan replacements and changes in workforce competencies - reactive recruiting benefits no-one
•Career path and succession planning protect the organisation and benefit staff – higher morale, better retention
Steps involved in WFP
Develop scenarios about future activity in accordance with the organisations strategic plan and other relevant external information
Step 1
Step 2 Assess the staff needs for the scenario ( how many, qualifications, skills)
Step 3
Step 4
Make workforce supply forecasts based on internal data and external trends
Develop strategies to manage the gap between need and have
DemandAnalysis
Supply Analysis
Gap analysis
PossibleSolutions
Implementation
MonitorEvaluate
Strategic directionFuture requirementsScenarios
Workforce quantityand quality
Difference betweendemand andsupply
Actions and initiativesTo close the gap
ObjectivesResourcesTimelinesResponsibility
AssessAdjust
Continuous activity integrated with overall management
"rear-view mirror" approach or "future-focus"
Workforce Planning Tools
Strategic HR Solutions
Financial/Budgets
Logistical Arrangements
Staff Dev Solutions
RetentionIssue
AttractionIssue
Skills Surplus
Skills Gap
Strategic HR Solutions
Succession Management (Mentoring,
Skills/knowledge transfer)
Redeployment
Innovative simplified selection
Specialised/targeted recruitment
Leave Management
Equity and Diversity Planning
Severance
Alternative work arrangements
(telecom, flexible hours, part time)
Phased retirement
Workforce Planning Tool
RetentionIssue
AttractionIssue
Skills Surplus
Skills Gap
Accommodation
Technology (Telecommuting,
skill enhance/replace)
Link budgets to staff renewal
Attractive employment conditions
Salary packages, incentives
Outsourcing/contract work
Transportation
Logistical Arrangements
Financial/Budgets
RetentionIssue
AttractionIssue
Skills Surplus
Skills Gap
Re-Training
Traineeships
Career Development
Specialised Training
Subsidies fees
(Bursaries, HECs Scholarships)
Staff mobility
(job rotation, acting, secondments)
Staff Dev Solution
Performance Management
Beyond Generic Workforce Planning
Population based planning
Consumer/client based workforce planning therefore •definition of the services the public need then •decision regarding the skills,competencies, numbers and types of staff
Workforce Planning is definitely “do-able”
Workforce Planning is the foundation on which organisations evolve
Workforce Planning can change your organization for the better quickly
References & Contact DetailsWise M & Ridoutt L,2005, Demand Driven Human Services Workforce Planning,Public Administration Today pp22-27
A Practical guide to Workforce Forecasting Developing future scenarios for Workforce Planning, www.dpc.wa.gov.au
Australian Community Sector Survey conducted yearly by ACOSS and NCOSSwww.ncoss.org.au
Department of Employment and Workforce Relations www.workplace.gov.au
CONTACT:The Lumac Group Pty Ltd
Lucyna MacDermott [email protected] 0409 749 701 Lynne Dalton, [email protected] 0410 512 792