1
Guidelines
A Workforce Planning
Framework for
the Civil Service and
Non-Commercial State Bodies
“Forecasting our future demands in the context of t he business planning process to get the right people, with the right skills, in the right place at the right time. ”
Workforce PlanningTeam, Civil Service HR Direc torate
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Contents
Users Guide .......................................................................................................................... 6
Context ................................................................................................................................. 8
Workforce Planning Process ................................................................................................. 9
Key Steps…………………………………………………………………………………………...12
Step 1 - Scope and Integration…………………………………………………………………...14
Step 2 – Analyse Demand………………………………………………………………………...14
Step 3 – Analyse Supply…………………………………………………………………………..16
Step 4 – Conduct a Gap Analysis………………………………………………………………..18
Step 5 – Create Strategy and Plan………………………………………………………………20
Step 6 – Implement and Evaluate………………………………………………………………..23
Appendix 1: Action Plan - Structure ................................................................................... 26
Appendix 2 – Worksheets ................................................................................................... 28
Appendix 3: Staff Skills Survey Form .................................................................................. 32
Appendix 4: Dublin City Questionnaires.............................................................................. 40
Appendix 5: Succession Planning ....................................................................................... 54
Appendix 6 - Sample Templates ......................................................................................... 60
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4
B C
Programme level Performance Budgeting
Framework
Statement of Strategy
Staffing needs
Profile of Vote Group
A
Dynamic Action Plan End June 2012 (iterative)
ECF disciplines 2012-2015
Depts/Offices/ NCSSBs
Skills
B
C
D
E
Age Profile
Grade Location
Policy Enablers
-Amendment to the PSM Act
2004 to facilitate mobility
-Limited
Recruitment & Promotion
Gap Analysi s
B Requirements relative to
C Surplus or Deficit
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Users Guide
This framework is intended to provide a step-by-ste p guide to assist your organisation in preparing a Workforce Plan in support of your st rategic and business planning objectives.
The Workforce Plan should flow from an analysis of your staffing needs relative to your
business requirements using the 6 key steps of the Workforce Planning Process set out in this framework.
The framework provides a “toolkit” to assist your o rganisation in preparing its
Workforce Plan and comprises
a suggested structure for your Workforce Plan - App endix 1 some key prompt questions which link directly to th e planning steps - Appendix 2 a sample Staff Skills Survey form – Appendix 3 a quantitative approach to identifying the key gaps in staffing - Appendix 4 an example of a formal methodology for Succession P lanning - Appendix 5 sample templates for workforce analysis - Appendix 6
Complete 6 Key Steps
Main Document
Refer to
Worksheets & Questionnaires
Appendices 2, 3, 4 & 5
Refer to
Templates for Workforce Analysis
Appendix 6
Refer to Action Plan
Appendix 1 (Structure)
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Context
Under the reform agenda it is intended to have an integrated approach to Public Service Reform which seeks to align a number of key initiatives including the Public Service Reform Plan, the Comprehensive Review of Expenditure (where relevant), the Public Service Agreement and any specific reform initiatives which are linked to the Programme for Government commitments. The Reform Delivery Office is responsible for coordinating the delivery of the Integrated Reform Delivery Plans. This Workforce Planning Framework is a supporting initiative to the Public Service Reform Plan that has been developed by the Civil Service HR Directorate in the Department of Public Expenditure and Reform for the civil service and non-commercial Semi State bodies. Separate workforce plans will be developed by individual sectors in the public service including the Health, Education, Local Authority, Justice and Defence sectors. The Government is committed to achieving a planned reduction of 37,500 staff in the public service to 282,500 by 2015, from a peak of 320,000 in 2008. Workforce Planning is intended to help organisations deploy staffing resources more optimally, especially in the context of this planned reduction of 12% in public service numbers over the medium term. The challenge for each sector will be to manage this reduction in staffing levels while maintaining a high level of service delivery to clients and policy support to Government. While the primary focus of public service numbers policy will remain the reduction in the public service pay bill, there will be opportunities for selective recruitment in the coming years to reinforce the upskilling and reform of the civil service. It will be a matter for local and departmental management and their agencies to identify emerging skills gaps, whether arising from staff turnover or from changes in the external environment, which require new responses and new skill sets. The civil service has to operate efficiently and effectively against the backdrop of these workforce pressures and address potential loss of corporate memory. The challenge is to develop a leaner, more efficient and sustainable civil service capable of delivering better value for money outcomes.
“ Workforce planning is an essential tool for anticipating possible future developments and maintaining a well-structured workforce of an appropriate size, which is able to meet the changing
needs of the public service in a cost-efficient manner”
OECD (2011), Public Servants as Partners for Growth: Toward a Stronger, Leaner and More Equitable Workforce, OECD Publishing.
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Workforce Planning Process Workforce planning is a process to measure and compare your current workforce (supply ) with your future workforce (demand ) relative to your organisation’s strategy and business planning process. An organisation operates most effectively when the right people with the right knowledge, skills and competencies are deployed appropriately. Workforce planning should focus on the size and composition of your workforce, its deployment across your organisation, and the knowledge, skills and competencies necessary to pursue your business objectives. It includes all managed movement into, around and out of your organisation including recruitment, promotion, secondment, transfer, redeployment, attrition and retention. Workforce planning is about …..
developing an understanding of the internal and external environment and how
those factors will affect your current and future workforce understanding the makeup of your current workforce and the knowledge, skills and
competencies that you require to achieve your intended business goals in the current and changing environment
linking human resources strategies with your business objectives thinking about future service pressures and needs, and putting in place staffing
strategies to address these
A Workforce Planning system should….
be holistic in its approach and link with your strategic/business planning and budget
processes be built around service needs and the competencies/skills required to deliver a
quality service be responsive to change variables such as the economic, technological and
Government mandates be supportive of continual learning and development concepts be data driven to allow for scenario building with changing assumptions for different
desired outcomes identify potential problems and manage risk develop workforce skills that take time to grow take account of regional structures optimise the use of human, financial and other resources
The structure of your organisation will partly dete rmine how the process of workforce planning, including consultation and data retrieval , should be progressed.
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Regardless of the process chosen, senior management in each organisation will need to ask what elements of work are critical, important or desirable. Some key questions would include for example …..
Where is your organisation going and what is its intended growth in the next 3-5 years and into the longer term?
Which areas of its work will reduce or stop and which will grow? Which areas of its work will be delivered differently and in what ways? How can technological advancements help what your organisation does?
Accurate forecasting is important if organisations are to avoid having ….
a surplus of employees who are not fully and effectively deployed, or a deficit of employees which may result in reduced productivity and a sub-optimal
performance. An overriding requirement of any workforce plan is that it should be sustainable, affordable and value for money. In many cases challenging choices and decisions will have to be made between service needs and financial constraints. “The current economic, financial and demographic context demands careful workforce planning and strategic management of human resources, to ensure that the public service maintains the capacity
for service delivery.” OECD (2011), Public Servants as Partners for Growth: Toward a Stronger, Leaner and More Equitable Workforce, OECD Publishing.
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Key Steps
SCOPE AND INTEGRATE
STEP 1
ANALYSE DEMAND
STEP 2
ANALYSE SUPPLY
STEP 3
CONDUCT GAP ANALYSIS
STEP 4
CCRREEAATE STRATEGY & PLAN
STEP 5
IMPLEMENT & EVALUATE
STEP 6
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Step 1 - Scope and Integration
Who The Workforce Action Plan should be developed by Government departments and offices as well as non-commercial semi-state bodies (NCSSBs). Departments should liaise with their respective NCSSBs to coordinate a Vote Group Plan that reflects the high level goals, outputs and outcomes of their Programmes under the performance budgeting initiative and the expenditure ceilings set out in the Medium Term Expenditure Framework. When The focus of the plan should be on the medium term (3-5 years) but your workforce plan should highlight shorter term (1-2 years) challenges to address the impact of fiscal consolidation measures. Where there is scope to forecast beyond 5 years that could be factored into the workforce forecasts. Integrated with what Workforce planning should flow from the strategic planning process which should be informed and influenced by the Integrated Reform Delivery Plan. Your staffing needs should flow from your business needs. The strategic plan (and the supporting business planning process) specifies what is to be done while the workforce plan delineates who should be employed to do the work effectively. Together, the strategic plan and the workforce plan drive an organisation’s performance. How often Workforce planning is an iterative process and needs to be reviewed regularly in order to respond to changing circumstances. Ongoing monitoring will be required to ensure that your workforce plan remains current and aligned to the business needs of your organisation.
Step 2 – Analyse Demand
Your staffing needs should flow from your business needs. Demand analysis is about extracting from your Statement of Strategy and Business plans the “key business drivers” which will apply either upward or downward pressures on your organisation’s future staffing levels. In preparing a Statement of Strategy your organisation will have set out its key objectives and priorities to reflect the Programme for Government, the Public Service Reform agenda and any other sector-specific policy initiatives.
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Your Statement of Strategy, allied to the Business Plans which flow from it, will typically have taken account of any important environmental factors1 which are likely to impact on the achievement of your organisation’s goals and objectives for the future. Every organisation will have unique business pressures exerting influence on its staffing but some general examples which might apply across organisations would include: Downward Pressures
Upward Pressures
Electronic channels/self-service Streamlining of operations Elimination of unnecessary or
duplicate processes Shared services Simplification Structural & organisational reforms
New programmes Increases in international
commitments Increases in the demand for State
services Additional statutory & regulatory
requirements EU Presidency commitments in the
short term
HR Sections should consult with managers across their organisation at an appropriate level to identify any upward or downward pressures on their staffing levels both in the short term (1-2 years) and the medium term (over the next 3-5 years). It would be important for your organisation in its Workforce Action Plan to list these pressures, to elaborate on the nature of
1 PESTLE, SWOT and the McKinsey 7S model are techniques often used in environmental analysis.
Key Reference Documents in Workforce Planning
Statements of Strategy and Business Plans
Estimates for your Vote Group
Public Service Reform Plan /Integrated Reform Delivery Plans
Sector specific initiatives on foot of Programme for Government
Commitments
Action Plans: Public Service Agreement 2010 – 2014 Comprehensive Review of Expenditure (CRE)
Organisational Reviews
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the pressures and describe how they impact on your organisation’s future staffing. For example, each manager should clearly identify upward pressures on staffing which are related solely to seasonal factors or to a particular year (which would suggest the use of temporary or contract staff) as opposed to more permanent staffing requirements. The workforce planning process then becomes a method for informing HR decisions on prioritisation of requests for new posts from line divisions/sections. Some key questions for managers in relation to demand analysis might include the following.
What new or changed services do you foresee in the short term 1-2 years and the
next 3 to 5 years? How will your business units be structured for tomorrow’s business? What skills or competencies will you require to carry out your future work functions? What technology or process re-engineering could be used to improve your service
delivery?
Step 3 – Analyse Sup ply
This step involves analysing the attributes of your current workforce. Workforce analysis relies heavily on the proper collection and evaluation of data. Data can come from a variety of sources.
Primary sources of data include the following….
the civil service HRMS system role profiles - competencies skills databases interviews at appropriate level in the organisation staff surveys focus groups and workshops Integrated Reform Delivery Plans Organisational Reviews process maps reports of Management Services Units
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Analysis of your current staffing levels and the composition of your current workforce should consider the following ….
What posts now exist? How many people are working in a particular area? How essential is each post? Are there posts that are no longer needed? What is the use of temporary versus permanent staff?
In relation to information on the skills and experience of your staff, best practice indicates that HR Managers should develop (if they have not already done so) a database detailing in respect of each staff member:
their professional qualifications/ relevant training, their key experience across the key functional areas of their organisation (e.g. HR, IT,
Industrial Relations, Finance, Communication, Project Management, Procurement, Policy Analysis and Specialist areas such as Taxation, Intellectual Property etc.), and
their key competencies.
A Staff Survey Form to capture skills and qualifica tions devised by the Training Branch of the Revenue Commissioners is set out in Appendix 3 for your information.
In relation to the presentation of supply data in your Workforce Action Plan generally, you can include any workforce dimensions that you consider important to your organisation’s business but these would normally include the following ….
staff numbers (headcount, full-time, part-time, contract) grades by category (General Service, Professional, Technical & Industrial) an organisation chart showing staff categorised on a functional basis - in the private
sector for example the categories might be along the lines of personnel, purchasing, production, sales, finance, and distribution or on the product lines the company sells
a profile of staff by age, years of service, gender, location, qualifications, experience and/or competencies
important trends affecting future staff levels such as employment control framework targets, projections in relation to retirements, career breaks, transfers, redeployments, promotions (internal and external), and sick leave patterns
historical trends can be useful to illustrate how staffing levels have changed in recent years, e.g. the last 3 to 5 years
Supply data for the purpose of profiling and trend analysis in the civil service may be obtained from the civil service HRMS system. Some data collection may require consultation and dialogue with managers at section or division level. The size and complexity of your organisation will determine the approach which is m ost appropriate to it .
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Step 4 – Conduct a Gap Analysis
Gap analysis is the process of comparing your current workforce supply (Step 3) to your workforce demand (Step 2) and identifying gaps (deficits or surpluses). The process of identifying the differences between supply and demand establishes the roadmap for your organisation’s Workforce Action Plan. A risk assessment can be undertaken for each gap – how are strategic intents and desired outcomes impacted by the gap? You should prioritise those gaps that are critical to the delivery of your organisation’s future goals. Your focus should be on these gaps at least initially.
Gaps in a workforce can be defined in terms of spec ific grades, skills and experience, competencies or some combination of these;
grade (general service, professional, technical, industrial)
skills (professional qualifications & relevant training);
experience (e.g. HR, IT, Industrial Relations, Finance, Communication, Project Management, Procurement, Policy Analysis and Specialist areas such as Taxation, Intellectual Property etc.) and/or
core competencies - the behavioral characteristics that a person needs to perform a particular job effectively
Competencies can be developed for an organisation, or part of an organisation or for grades or specific posts. In the case of the Irish civil service, the following competencies have been developed under the PMDS system for training and development purposes:
Personal Effectiveness
Self Confidence Achievement, Drive & Commitment Initiative Teamworking Communications
Thinking Style & Problem Solving
Analytical Thinking Conceptual Thinking Decision Making & Judgment Specialised Expertise
Managing for Results
Managing Budgets & Resources Information Seeking & Management Concern for Clarity & Work Quality
Group & Interpersonal Effectiveness
Networking/Influencing Interpersonal Understanding Customer Service Managing & Developing People Leadership
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Competencies have also been developed by the Public Appointment Service for the purposes of selection and recruitment in the civil service.
In a competency-based model, a workforce gap arises wherever the proficiency level for a competency is not being met by any member or segment of the organisation, or where there is difference between the level of proficiency identified for each competency, and the level of proficiency currently demonstrated by each member or segment of the workforce.
In attempting to identify skills gaps it may be useful to consider focusing your attention on particular posts within sections/divisions that deliver essential services. Workforce Segmentation involves identifying the segments of the workforce which are the most critical to the effectiveness your organisation.
Competencies are the characteristics that a person needs to perform their job effectively. These characteristics are effectively a demonstration of a combination of the knowledge, skills, abilities, and personal attributes that an individual brings to a situation and influences the way that individual interacts with the situation. Competencies are used primarily for selection and recruitment purposes and for identifying training and development needs.
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Critical workforce segments are the positions that
are highly skilled, highly trained
provide a disproportionate amount of value
“make or break” a strategy
have the most valuable skills and
are generally the hardest to replace
By identifying critical workforce segments in your organisation you are seeking to ensure that your organisation secures an adequate supply of its most indispensable resources.
A quantitative-based questionnaire developed by Dub lin City Council which seeks to identify priority business areas and the adequacy o f staffing levels is set out in Appendix 4. It would need to be adapted by individ ual organisations to suit their particular business circumstances.
Step 5 – Create Strategy and Plan
Your Department/Office can create a Workforce Action Plan based on information collected through the gap analysis process and discussions with managers at section or division level and the MAC. This input will be the basis for determining solution strategies that can be considered to eliminate identified gaps. By the time you get to this point, you will have a clear picture of the issues and challenges faced across your organisation by division, functional areas, grades, etc.
Critically it is senior management in each organisa tion that must facilitate this process and signal buy-in to the process.
The following questions will be of particular relevance in formulating your Action Plan.
What are the three to five most critical workforce planning challenges facing your
organisation today? What are the most common themes that emerged from your dialogue with
managers and supervisors? What is the organisational impact if these challenges are not addressed? What, if any, actions are underway to address these challenges? Is there enough time to develop staff internally for anticipated vacancies or new skill
sets, or is use of redeployment options or targeted external recruitment the best approach?
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Does your organisation have a policy of succession planning? Do existing staff demonstrate the potential or interest to develop new skills and
assume new or modified positions? What is PMDS telling you in relation to the performance management of your staff
and their training and development needs? What labour market competition exists for future skills (IT, Legal, Financial Analysis,
and Intellectual Property)? Do current job classifications and post descriptions reflect future functional
requirements and skills? Do some divisions/sections need to be reorganised to meet business needs and
strategic objectives? Is restructuring or rationalisation needed? What are the recommended solution strategies that the organisation can take to
address the challenges? Are there areas of work where internal process improvement is needed? Is outsourcing an option? What will be required in terms of human and financial resources to carry out these
strategies?
The HR area is typically the primary recipient of the Workforce Planning output and is normally but not exclusively responsible for executing the Action Plan.
Addressing Skill Gaps
HR mangers will need to explore the full-range of options when seeking to fill any skill gaps that have been identified. The options to consider include:
upskilling your existing staff to bridge the skills gaps (staff training and development )
redeploying suitable staff from within your organisation and realigning your work where necessary (mobility and restructuring )
redeploying suitable staff from other areas of the civil service where there are surplus staff (redeployment from within the civil service )
redeploying suitable staff from the NCSSBs where there are surplus staff (redeployment or secondment from within your Vote G roup)
redeploying suitable staff from the wider public service with surplus staff (redeployment or secondment from wider public servi ce)
Use of outsourcing to perform a function
promotion and/ targeted recruitment (when all the above options have been exhausted)
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Succession Planning
A key issue currently in the public service is the need for some form of succession planning. Succession planning identifies the key or critical positions that will become vacant within a specified amount of time (typically from 18 months to five years) and the competencies necessary to do the work associated with these positions. Its goal is similar to workforce planning, i.e. having “the right people in the right positions at the right time.” The focus of succession planning is on “key” positions critical to the mission of the organisation at all levels.
In the diagram below, for example, the areas highlighted in red are the areas of greatest risk where managers need to focus retention or succession planning efforts. The green areas are of limited concern, while the yellow areas are where managers need to keep a ‘watching brief’.
Risk Assessment Matrix
Impa
ct o
f Dep
artu
re
HIGH
MEDIUM
LOW
LOW MEDIUM HIGH
Likelihood of Departure
Position 1 Low Concern - unlikely to depart and if they did the impact of departure would be minimal
Position 2 Low Concern - likely to leave but possess few critical skills that cannot be replaced
Position 3 Medium Concern - would leave a significant gap if they left although the likelihood of them going seems low
Position 4 High Conc ern - close to deciding to go and the departure would cause great disruption
3
4
1
2
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“Key positions” might include leadership positions or specialist positions or roles that may be technical, or content–specific or otherwise hard to replace. (These positions should already have been identified under Step 4 of the planning process above and should not require a separate exercise.)
The succession planning process identifies and prepares suitable employees through mentoring, training and job rotation, to replace key players within an organisation as those key players leave their positions for whatever reasons – retirement, advancement, attrition, etc. Positions should be prioritised for succession planning based on this analysis. Department’s may assign a numerical value to the High, Medium and Low assessments in order to create a rank order of positions for succession planning. Alternatively, departments may choose to focus on positions rated high for both vacancy risk and impact. A formal structured approach to succession planning is set o ut in Appendix 5 for information.
At a minimum succession planning should involve the following:
identifying the critical posts at an early stage
ensuring that replacement staff have the skills, knowledge and competencies to perform these jobs through job rotation or formal training
assigning a successor to shadow the current holder of the key post for a transition period before s/he leaves
an agreed procedure for the handover of work and responsibilities (key documents including a comprehensive briefing note of key issues, a role profile, a section manual, a list of key contacts and key files etc.)
doing it now – don’t wait until you have only four weeks to fill a key position
Step 6 – Implement and Evaluate
Workforce planning is not a one-off activity . There is a need to monitor the progress of agreed actions and assess whether they are having the intended impact. It is necessary to check that milestones are being achieved and to adjust the plan where necessary to maintain the dynamism of the approach. Some important questions in the evaluation process would include the following.
Have performance measures, milestones, and expected deliverables been defined? Have any change management issues been identified and has a plan to address
them been created? Has the business plan changed since the beginning of your workforce planning
efforts? If so, what are the implications for the strategies implemented? Have the implemented strategies achieved the intended results? What was the cost/benefit of implementing the solution? To what extent were the demand and supply projections accurate?
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Vote Groups will be expected to revise their Action Plans annually to reflect, among other things, changes in business plans or their st rategic direction or any restructuring initiatives. Successful implementation will require a proactive approach by Departments, Offices and NCSSBs . Possible barrier and aids to implementation are set out below: Barriers to Implementation
Aids to implementation
Lack of clarity or focus in the organisation strategy
A three way conversation about future requirements between the Business Unit, Human Resources and the Finance Area
A constantly shifting strategy
Workforce champions in the business
Too much focus on the operational and budgetary planning at the expense of longer-term planning or a strategic direction for planning
Having a good process that enables everyone to feed in information that is informed by the needs of the business
Processes that don’t join up, meaning information is not fed into the planning cycle or that effort is duplicated
Human Resources and line management working together to understand future staffing needs
Failure to develop plans that are responsive enough to adapt to a changing environment
Understanding the difference between supply and demand for labour
Failure to review plans in the light of new information that indicates change
Bottom-up communication feeding the planning process
Poor quality data/systems
Good quality data that people can believe, accompanied by sufficient analysis to explain what it means for the business
Too much focus on the numbers of people required and not enough on capacity and potential to develop new skills and abilities in the future
Managers acting on the data to make informed decisions
An over complicated system or trying to do too much too soon
Regular planning cycle and reviews with feedback into the planning process
Lack of planning skills and good
guidance on workforce planning
Developing managers’ workforce and resource planning skills
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Appendix 1: Action Plan - Structure
Overview &
Executive Summary
Demand Forecasting
(Environmental Scanning)
Supply Forecasting
(Profiling & Trends)
Gap Analysis (Critical Posts & Segmentation)
Action Plan (Range of Options)
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Appendix 2 – Worksheets The following wThe following wThe following wThe following worksheets link to the 6 steporksheets link to the 6 steporksheets link to the 6 steporksheets link to the 6 stepssss of the Workforce Planof the Workforce Planof the Workforce Planof the Workforce Planning Processning Processning Processning Process
Worksheet 1 – Scope and Integration
What are the key issues and challenges facing the D epartment/Office that will affect its mission, values, strategies, and goals in the next 1-2 years and the next 3-5 years?
How will the Department’s organisation structure lo ok in 3 to 5 years? How will the
current structure evolve?
What specific workforce issues/problems is your De partment/Office facing?
What are the timeframes required to resolve each of the issues/problems?
What is the consequence if each issue/problem is no t resolved in the required timeframe?
Worksheet 2 – Analyse Demand
What are the Government’s/customer’s expectations? How are they changing?
Are changes (including reforms) occurring in other divisions or sections that will impact on your the work functions?
Are you able to meet the current volume of work?
Which work functions will remain unchanged? Which functions may be discontinued?
Will any work functions be consolidated?
Is the department planning to offer new services wh ich will add new work functions to your division/section?
What are the competencies, skills and experience re quired to perform the work? How
will this change in the future?
What technology changes will be made, or new techno logy introduced, that may impact your work functions?
How does your Department’s/Office’s regionalised st ructure affect your approach to
workforce planning?
In what way will legislation impact on our Departme nt/Office?
What provisions are likely to arise during negotiat ions with the unions and what impact might they have on the organisation?
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Worksheet 3 – Analyse Supply
What jobs now exist?
How many people are performing each job?
How many staff have retired from your organisation in 2011 and 2012 prior to the end of February “Grace Period”?
What are the projected rates of retirement for your organisation for the rest of 2012 and
for each of the years 2013, 2014 and 2015?
What are the other factors (e.g. resignations, rede ployments, career breaks, transfers, promotions etc) affecting your attrition rates whic h are likely to change or remain constant?
What are the other factors affecting your attrition rates which are likely to change or
remain constant?
What are the education and experience levels of the current staff?
How will you determine if existing staff possess th e required level of competencies or skills?
Is there an adequate supply of people to recruit fr om redeployment, internal/external
panel lists?
Do you anticipate any reorganisations which could i mpact the staffing supply?
What use is made if any of temporary/contract staff versus permanent staff?
Worksheet 4 – Analyse Gap
When you compare the future demand to the existing supply, is there a gap? If so, when will the gap occur (i.e. 1 year, 3 years, 5 years, and 10 years)? If there is a gap, will you have too many staff or too few staff by functional classification or grade?
What aspects of the divisions/section’s work can be classified as critical, important or
desirable?
Are your critical and important workloads adequatel y staffed? If not, when will the critical workloads require additional staff support and for how long?
Can workforce gaps be filled or partially filled by way of redeployment?
What will occur if the gap is not addressed (i.e. w hat critical business outcomes will not
be met)?
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What priorities do the Government, customers and st akeholders place on the various
workloads and business outcomes?
Are there other areas within your Department/Office from which you can draw suitable staff to fill skills gaps?
Is external recruitment required? Are there establi shed internal/external promotion
panels that can be used to fill the gaps? Have you considered using the intern placement scheme?
Is there any classification or grading issue that n eeds to be addressed to close the
workforce gap?
Do existing staff need training to enhance their co mpetencies and skills? If so, is training available? Do you need to develop speciali sed training?
Worksheet 5 - Create Strategy and Plans
What are the 3-5 most critical workforce planning c hallenges facing your organisation today?
Has management’s support for initial and on-going i mplementation of the workforce
plan been secured?
What are the most common themes that emerged from y our dialogue with managers?
What is the organisational impact if these challeng es are not addressed?
What selection/recruitment strategies are you propo sing and for what posts?
Is there enough time to develop staff internally fo r anticipated vacancies or new competencies, or is special, fast paced recruitment the best approach?
What staff development strategies should be conside red to prepare employees for
specific positions or classifications?
What knowledge transfer/mentoring strategies need t o be considered to capture the knowledge of experienced employees before they leav e your Department/Office?
Does your Department/Office need to be restructured to meet business needs and
strategic objectives?
Have acceptable timelines been established and appr oved?
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Worksheet 6 - Implement and Evaluate
Have performance measures, milestones, and expected deliverables been defined?
Have any change management issues been identified a nd a plan to address them been created?
Has a communication plan been established?
Has the business plan changed since the beginning o f your workforce planning efforts?
If so, what are the implications for the strategies implemented?
Have the implemented strategies achieved the intend ed results?
What worked well during the workforce planning effo rt?
What did not work well during the workforce plannin g effort?
What was the cost/benefit of implementing the solut ion?
To what extent were the demand and supply projectio ns accurate?
Is a new analysis necessary before revising the str ategies?
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Appendix 3: Staff Skills Survey Form
The attached survey form was devised by the Trainin g Branch of the Office of the Revenue Commissioners.
It links to Step 3 of the Workforce Planning Proces s.
It would need to be adapted by individual organisat ions to suit their own particular business circumstances.
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Completing the Staff Survey Form
Instructions: 1. To select a field, click on the field with your left-mouse button. The field is highlighted, ready
for your input. When you open the form, the first field is highlighted by default. 2. There are three types of fields: text fields, check boxes and drop-down lists. • In text fields, simply type your input. • Check boxes permit a choice from a range of options - make your selection by clicking into
the appropriate box with your left-mouse button. An X is entered in the selected box. To undo your selection, click into the box again.
• Drop-down lists provide you with a list of options to choose from. Select one of the options by clicking on it. If you choose the ‘other-please specify’ option, you will need to provide further information in the box provided.
3. When you are finished inputting data in any field, press Tab to move to the next field. 4. Save and return the completed form by e-mail to ----------------------------, Training Branch.
(VPN -------).
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Staff Skills/Knowledge & Qualifications Survey
Personal Details
Name: Grade: - Select - Division / Region: - Select -
Skills / Knowledge Details
Please rate your skills/knowledge in the areas outlined on the chart below using the five-point scale, where: (5) indicates that you would be regarded as having expert skills/knowledge and where (0) indicates that you have no knowledge or skills in the particular area. Please tick only one of the options in the 0 – 5 in each row.
Skills / Knowledge Specifics 0 1 2 3 4 5
• Taxes Direct Taxes
Indirect Taxes
Customs
Excise
Audit
Appeals
• Customs & Excise
C & E Procedures
C & E Enforcement
C & E Audit
• Revenue Systems: e.g. AIM, ITP, ITS, IBI, CRS, ROS, RPV, etc.
• Legal Procedures
Legislative Process
Courtroom Procedures
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Drafting Legislation
Litigation/Prosecution
• Debt Management & Collection
• IDEA Software (Data Analysis tool used for Audit)
• Microsoft (Word, e-mail, Excel, Access, PowerPoint)
• External Systems: e.g. Internet / online or paper based reference/research systems
• Information Technology: (Specialised areas)
Computer Operator
Computer Programming
Systems Analyst
Network Management
Databases
• Specialist internal systems, e.g. Payment Accounting, Payroll, etc., please specify
• Accounting packages (Sage, etc.)
• Industry Sector Knowledge General business knowledge
Specialist sector knowledge. Please specify sector:
• Management Project Management
Budgets & Resources
Staff Management
• Human Resources
Recruitment
Discipline
Training
• Research Primary Research
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Report Writing
• Other – please specify
Qualification Details
Qualifications Achieved: – post 2nd level: Do you have a post 2nd level qualification?: Click either the Yes or No Box: Yes No (Where more than one qualification achieved, please provide details for each)
Qualification Type
If Other, please specify
Qualification Field
If Other, please specify
Qualification Title: e.g.
BSc/BA/BCh/BE /BCL/MSc etc.
Qualification Year
Awarding Body: e.g
University/College/ Institution
- Select - - Select -
- Select - - Select -
- Select - - Select -
- Select - - Select -
- Select - - Select -
Note: All information supplied will be treated in the strictest confidence
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Appendix 4: Dublin City Questionnaires
A quantitative approach to identifying the critical segments in an organisation where skills gaps need to be addressed.
These questionnaires were devised by Dublin City Co uncil for their Workforce Analysis Project.
The questionnaires link to Step 4 of the Workforce Planning Process.
They will need to be adapted by individual organisa tions to suit their own particular business circumstances.
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Service Assessment Questionnaire Department/Office Business Unit: Date Completed:
Tick one box and mark score 1 Is the service a statutory function?
No Partial Fully Score 1 2 3
2 Is there a risk to the health and safety of the pub lic and/or employees? No/Minimal Slight Significant Score 1 2 3
3 Is there a potential loss of income to Dublin City Council? Minor Marginal Significant Score 1 2 3
4 Is there a potential for increased liability to fin es, penalties, compensation? No Slight Significant Score 1 2 3
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5 Is there a risk of to Environmental Damage? No Potential Significant Score 1 2 3
6 Rate the Unit’s contribution to the Business Envi ronment of Dublin. None Partial Significant Score 1 2 3
7 Would service disruption cause inconvenience to t he General Public? No Minor Major Score 1 2 3
8 Is there a risk to Social Cohesion/Development an d Public Order? No Slight Significant Score 1 2 3
9 Are there National Service Indicators for your Un it? No Yes Score 1 2
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10 Would service disruption cause negative politica l consequences or damage to the City’s reputation?
No Local Significant Score 1 2 3 Total Score
Service Level Ratings: 10 to 17 = "Low" 18 to 22 = "Medium" 23 to 29 = "High"
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HR Assessment Questionnaire - Grade Level Survey
Department/Office: Business Unit: Employee Grade Title No of Staff at this Grade (FTE) Questions to be answered by head of Section or Divi sion as appropriate
Tick one box and mark score
1 Estimate the % reduction in your staffing levels over the next 6 months Less than 5% Over 5% less than 10 % Over 10% Score 1 3 6
2 Estimate the loss of valuable experience resultin g from Q.1 Minimal Moderate Significant Score 1 2 3
3 Have you introduced measures to improve operation al efficiency? No Review Only Change implemented Score 1 2 3
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4 Have you succession planning measures in place? No Partial Fully Score 1 2 3
5 Has your verifiable workload increased or decreas ed since 1/1/08? Reduced No change or increase <10% Increase > 10% S core -2 2 4
6 Estimate your staffing levels (at this grade) ove r the next 18 months Surplus Adequate Insufficient
7 If your answer to Q6 is either "Surplus" or "Insu fficient", enter the number of staff concerned (FTE ) Surplus Deficit
Signed: Date Completed: Head of Unit: Questions to be answered by CSD Section of your Dep artment
8 % reduction in staffing levels at this grade from end of 1/01/08 to present Less than 5% Over 5% less than 10% Over 10% Score 1 3 6
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9 Dept % Sick Leave rate in the last year Over 6% Over 4% less than 6% Less than 4% Score 1 3 6
10 Percentage of employees in this grade by Age Pro file
0- to 10%- over 55 10-30% - Over 55 30% plus - Over 55 Score 1 3 6
HR Level Ratings: Total Score
5 to 16 = "Capacity" 17 to 28 = "Adequate"
29 to 37 = "Insufficient"
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Guide to Completing Assessment Questionnaires Service Assessment Questionnaire Each business unit will answer and ‘score’ ten questions relating to its operations and the resulting ‘total score’ will allow senior management to determine the business importance or possible impact of any disruption/curtailment to the unit’s current service levels i.e.:
Service Impact LOW MEDIUM HIGH The following guidance should be used when answering the eleven questions: 1. Is the service a statutory function? For the purposes of this exercise, a statutory function is considered to be either a role carried out as a requirement of legislation (Irish Law, EU law) and/or Departmental Circulars. If all aspects of your unit’s operations are statutory functions you should answer ‘Fully’. Otherwise answer ‘No’ or ‘Partial’ as appropriate. 2. Is there a risk to the Health & Safety of the pu blic and/or employees? ‘Significant’ - risk would arise where disruption/curtailment of a service would result in an
immediate and/or serious risk to the Health & Safety of the public and/or employees.
‘Slight’ - risk would arise where there is a potential for incidents of a less serious nature affecting the Health & Safety of the public and/or employees. ‘No / Minimal’ - disruption/curtailment of a service would either (a) not raise any Health &
Safety concerns or (b) any potential risk would be negligible. 3. Is there a potential for loss of income to Dubli n City Council? For the purposes of this exercise, income is defined as any source of ongoing revenue streams and may allow under certain circumstances longer term capital funding particularly where it covers salaries.
‘Minor’ - up to €500k in a year ‘Marginal’ - between €500k and €1million in a year ‘Significant’ - over €1million in a year
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4. Is there a potential for increased liability to fines, penalties, compensation? ‘Significant’ - curtailment of service would undoubtedly result in corporate fines/penalties for
breaching statutory requirements ‘Slight’ - potential for compensation claims from individuals/businesses ‘No’ - no potential risk of fines/penalties or compensation claims 5. Is there a risk to Environmental Damage? ‘Significant’ - curtailment of service would result in an immediate and/or serious risk of pollution
in respect of water, waste, noise and air quality ‘Potential’ - potential long term risk (not immediate) of a minor nature to the City’s Environmental
Landscape ‘No’ - curtailment of service would not result in any risk to the City’s Environmental
Landscape 6. Rate the Unit’s Contribution to the Business Env ironment of Dublin ‘Significant’ - plays a vital role in generating business and employment opportunities in the city ‘Partial’ - plays a mainly supportive and advisory role to existing commercial activities ‘None / Minimal the service does not directly contribute to commercial business activities 7. Would service disruption cause inconvenience to the General Public? ‘Major’ - immediate and serious impact on ‘quality of life’ issues for the public ‘Minor’ - delays and ‘backlogs’ in dealing with customer queries/applications ‘No’ - no direct impact on customers / general public
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8. Is there a risk to Social Cohesion/Development a nd Public Order? ‘Significant’ - curtailment of services could result in both an increase in anti-social behavior/crime
and a lack of community identity/involvement ‘Potential’ - medium/long term risk of increased deprivation resulting in areas of social exclusion ‘No’ - would be unlikely to increase anti-social behavior or exacerbate social exclusion
9. Are there National Service Indicators for your U nit? Yes or No 10. Would service disruption cause negative politic al consequences or damage to the City’s
reputation? ‘Significant’ - would result in considerable/sustained adverse publicity and possible political
Intervention ‘Local’ - may result in adverse reaction at local/constituency or ‘interest group’ level only
Human Resources Assessment Questionnaire Each business unit will answer and (where requested) ‘score’ seven questions relating to staffing levels (by grade) for the unit relating to its operations. The Human Resources Dept will answer a further three questions based on centrally held statistics. The outcome and ‘score’ from this exercise will indicate the unit’s HR status for the grade concerned i.e.:
HR Level CAPACITY ADEQUATE INSUFFICIENT The following guidance should be used when completing the assessment form: Employee Grade The form is intended to indicate the staffing levels for individual grades. For the purposes of this exercise, staff should be recorded/assessed in their substantive grades only. If it is essential for someone to ‘act’ at a higher grade, that position can be recorded as a ‘deficit’ (Q6 and 7) in the return for the higher grade. No of Staff in Post (FTE)
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Enter the total number of staff working at this grade based on a full time employee equivalent (e.g. working sharing three days a week count as 0.6, or four days a week 0.8). Questions 1. Estimate the % reduction in HR levels over the n ext 18 months Based on current staffing levels for this grade/group in your unit, estimate the percentage reduction in this level based on known changes i.e. retirements (including ISERs), career breaks, long term sick leave (on half pay or pension rate). 2. Estimate the loss of valuable experience resulti ng from Q.1 A high score would apply where the departing employee(s) is in a ‘specialist role and/or is the only person undertaking a specific task and there would be considerable training need to ‘up skill’ a replacement. A lower score would apply where there are already a number of staff employed in a similar role and the loss could be more easily managed. 3. Have you introduced measures to improve operatio nal efficiency? Your answer should reflect measures since 1/1/09 to re-organise workloads, ensure better use of resources (e.g. more efficient procedures), reprioritising of service delivery, introduce cost effective IT solutions. NB: Supporting evidence will be required where the ‘max imum’ score has been selected. 4. Have you succession planning measures in place? Your answer should reflect measures taken to ensure the effective transfer of knowledge and skills from departing employee(s) so that their role(s) can be immediately assumed, e.g. detailed job specification and work schedule provided by departing employee, key tasks explained to other staff prior to leaving, all electronic and paper files moved to accessible location, training provided on specific skills and introductions made to key contacts and network groups.
5. Has your verifiable workload increased or decrea sed since 1/1/08? Indicate whether there has been a reduction or percentage increase (less or greater than 10%) in your unit’s workload. NB: Supporting evidence will be required where the ‘max imum’ score has been selected.
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6. Estimate your staffing levels (at this grade) ov er the next 18 months Give an estimate of your staffing levels over the next 18 months, indicating if you have a surplus, adequate or insufficient number of staff to meet your business unit’s objectives. 7. If your answer to Question 5 is either ‘surplus’ or ‘insufficient’, enter the number of staff
concerned Enter either the number of ‘surplus’ or ‘deficit’ staff posts based on a full time employee equivalent (e.g. working sharing three days a week count as 0.6, or four days a week 0.8).
Please note that questions 8 to 10 will be answered by the HR section
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Appendix 5: Succession Planning
Key Steps and
Sample Templates
A formal quantitative approach to Succession Planni ng.
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Step 1: Identify Key Leadership/Specialist Positio n The department’s HR team should identify key leadership or specialist positions by evaluating the impact each position has on the organisation achieving its strategic goals and objectives.
Position Title: Division: Incumbent: Section: Location: Position Impact Factor Manager’s/Supervisor’s estimate of difficulty or effort required based on the function, responsibility, authority, priority of strategic objectives to replace position incumbent. 3- Critical and unique knowledge 2- Important, procedural, knowledge and skills 1- Common knowledge and skills
Vacancy Risk Factor The projected retirement dates from the Workforce Retirement Forecast Reports, marketability, and other factors for position turnover. 3- Projected Retirement date or other turnover factors w/in 1 year 2- Projected Retirement date or other turnover factors w/in 5 years 1- Projected Retirement date or other turnover factors greater than 5 years
Position Impact Factor multiplied by Vacancy Risk F actor = Total Attrition Factor Total Attrition Factor: Estimated effort and urgen cy to the delivery of programmes and services High (6 and higher) Medium (4-6 points) Low (1-3 points)
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Step 2: Identify Competency, Skills and Success Fa ctors of Leader/Specialist The next step for the HR team is to document the education, experiences, key competencies, and other factors necessary for success for each key leadership position. Position Title: Division: Section: Location Education (Third Level Degree or equivalent) Experiences Competencies (check the key competencies for the position. It i s suggested that you limit your selection to a maximum of 5 core compete ncies
Self Confidence Achievement, Drive & Commitment Initiative Teamworking Communications Analytical Thinking Conceptual Thinking Decision Making & Judgment Specialised Expertise Managing Budgets & Resources Information Seeking & Management Concern for Clarity & Work Quality Networking/Influencing Interpersonal Understanding Customer Service Managing & Developing People Leadership
Additional Factors
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Step 3: Assess Current “Bench Strength” The HR team should utilise this form to indicate the number of current employees who, in their judgment, are either currently eligible or may be eligible within 3-5 years for each of the prioritised key leadership/specialist positions.
Position Title: Finance Officer Division: Section: Finance Unit Location : Dublin
# Ready Now
# Ready within 1 year
# Ready within 2 year
3
# Ready within 3- 5 years
2
Action Plan: The Finance Officer is a key leadership position with a high position impact and vacancy risk. The current incumbent is eligible to retire. Career development assignments and shadowing will be done. The current Officer will develop a plan to be presented to the HR Team within 30 days.
As the HR team evaluate the depth (strength and/or weakness) of the available talent for each prioritised key position, it is important not to inflate the preparedness assessment of the organisation. The HR team should not rely on the same person as their bench strength for multiple positions, especially if the positions for which they would be relying on this individual are both high impact and high risk. While it may be unlikely that multiple high impact/high risk positions would be vacated within a given short period of time, it is possible. In current circumstances there is a risk of this occurring in the Irish public service. Step 4: Design and Implement Career Development St rategies This step in the succession planning process is focused on helping key employees and their managers discuss career development plans. Discussing and encouraging the career development of all employees is an important part of management. However, for the purpose of succession planning and increasing “bench strength” in specified areas, the selection of a subset of employees upon which to focus career development efforts may be necessary. The annual performance review session provides an opportunity to begin discussions of career development goals and opportunities.
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Appendix 6 - Sample Templates
((((TheTheTheThese se se se templatestemplatestemplatestemplates relate relate relate relate link tolink tolink tolink to Steps Steps Steps Steps 2, 2, 2, 2, 3 and 4) 3 and 4) 3 and 4) 3 and 4)
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Templates - Demand Analysis
Downward Pressures on StaffingDownward Pressures on StaffingDownward Pressures on StaffingDownward Pressures on Staffing Upward Pressures on StaffingUpward Pressures on StaffingUpward Pressures on StaffingUpward Pressures on Staffing
Division/Section
Any likely increase/decrease Any likely increase/decrease Any likely increase/decrease Any likely increase/decrease
in activity/workload. If yein activity/workload. If yein activity/workload. If yein activity/workload. If yes, s, s, s,
please state what or why: please state what or why: please state what or why: please state what or why:
Any changes because of Any changes because of Any changes because of Any changes because of
technological advances? If technological advances? If technological advances? If technological advances? If
yes, please state what or yes, please state what or yes, please state what or yes, please state what or
whywhywhywhy
Any service Any service Any service Any service
delivery changes, delivery changes, delivery changes, delivery changes,
e.g. changes in e.g. changes in e.g. changes in e.g. changes in
where and how the where and how the where and how the where and how the
service iservice iservice iservice is s s s
delivered. If yes, delivered. If yes, delivered. If yes, delivered. If yes,
please state what please state what please state what please state what
or why: or why: or why: or why:
1. 1. 1.
2. 2. 2.
3. 3. 3.
What effect on staff numbers and skills?
What effect on staff numbers and skills?
What effect on staff numbers and skills/
Asst Sec PO AP AO HEO EO/SO CO Grand Total
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Templates - Supply Analysis
Organisation Chart by Vote/ Programme
VoteVoteVoteVote
Programme AProgramme AProgramme AProgramme A Programme BProgramme BProgramme BProgramme B Programme CProgramme CProgramme CProgramme C
Assistant Secretary 1
Assistant Secretary 1
Assistant Secretary 1
Principal 5
Assistant Principal 15
AO/HEO 30/60
Principal 5
Assistant Principal 15
AO/HEO 30/60
Principal 5
Assistant Principal 15
AO/HEO 30/60
EO/SO 40/20
EO/SO 40/20
EO/SO 40/20
Clerical 100
Clerical 100
Clerical 100
TotalTotalTotalTotal StaffStaffStaffStaff Total StaffTotal StaffTotal StaffTotal Staff Total StaffTotal StaffTotal StaffTotal Staff
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Grade/Location
Offices/Branches Number of Branches/Offices
Grade Title Grade Numbers Total Staff Number
Limerick 1 A.Sec 1 PO 3 AP 15 HEO 30 EO 50 SO 20 EO 1 CO 70 190 Galway 1 AP 2 HEO 5 EO 10 SO 1 EO 1 CO 1 20 Dublin 7 A.Sec 3 PO 10 AP 30 HEO 40 EO 50 SO 40 EO 10 CO 150 333 Grand Total 9 543 543
Composition of Staff (Fulltime/Part-time/Contract)
Department/Office Date:
Grade
Full -Time Part -time Contract
Grand Total
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Functional Divide
Department/Office Date Functional Area Number of Employees Percent of All Employees Civil Service Human Resources CMOD and e-Government Government Reform Health & Pensions Policy Labour Market & Enterprise Policy Expenditure Evaluation & Management Public Service Reform & Delivery Remuneration & IR Office of the Chief Medical Officer CSD IT Support
Grand Total
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Categories/Levels
Department/Office
Date
Levels/Categories Number of Employees Percent of All Employees MAC (Asst Sec upwards) Management (AP and PO) Executive (AO/HEO/EO) Clerical & Supervisory (SO and CO) Support Staff (Service Officers & Cleaners Professional Technical Industrial
Grand Total
Professional15%
Technical39%
General Service25%
Industrial21%
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Top Mngt Sen Mngt Mid Mngt Clercial Others
Top Mngt
Sen Mngt
Mid Mngt
Clercial
Others
0%
5%
10%
15%
20%
25%
30%
35%
40%
ASEC+
PO Others SO AO AP HEO EO CO
%
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Section Breakdown
Distribution by Section Division: Date:
Section: Number of Employees Percent of All Employees
Grand Total
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Skills and Qualifications
Skills / Knowledge Details (See Appendix 4 – Revenue example)
Proficiency Level (where 5 is an expert and 0
is no knowledge) Name (details of names blocked out)
Grade Skills knowledge
Specifics 0 1 2 3 4 5
Qualification Detai ls Name Grade Qualification
Title
Level Achieved
Qualification Year
Awarding Body
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Age and Service Analysis (FTE) Age <20 20-29 30-39 40-49 50-54 55-59 >60 Years of service
<5 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40+ Total
<25 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60+
All Grades
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Age Grade
<20 20-29 30-39 40-49 50-54 55-59 >60 Total
A Sec PO AP HEO/AO EO/SO CO Other Total
Eligibility to Retire (Headcount) Year Number % Cumulative % 2012 252 3.9% 3.9% 2012 138 2.1% 6.1% 2013 177 2.8% 8.8% 2014 204 3.2% 12.0% 2015 213 3.3% 15.3% 2016 226 3.5% 18.8% 2017 225 3.5% 22.3% 2018 227 3.5% 25.8% 2019 281 4.4% 30.2% 2020 425 6.6% 36.8% >2020 4,068 63.2% 100.0% Total 6,436 100.0% Based on number reaching 60 during the relevant year
Age All Grades % of Total Comment <25 - -
25-29 30 6% 7% below 30 30-34 60 12% 35-39 60 12% 19% below 35 40-44 70 14% 70% above 40 45-49 80 16% 56% above 45 50-54 100 20% 40% above 50 55-59 70 14% 20% above 55 60+ 30 6%
Total 500 100%
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Grades (June 2012) % above 40 % above 45 % above 50 % above 55 Sec Gen 100% 88% 82% 53% Ass Sec 98% 93% 80% 50% PO 92% 79% 63% 30% AP 89% 74% 53% 27% HEO 83% 66% 44% 18% AO 22% 10% 3% 3% EO 66% 50% 33% 13% SO 82% 70% 50% 18% CO 54% 40% 27% 14% Service Officer 88% 75% 60% 44% Total 67% 52% 36% 17%
Grade Drift 1997 – 2009
1997 2000 2007 2009 %
Increase 97-09
2011
A.Sec PO AP HEO/AO EO/SO CO Other Services Cleaner Total
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Gap Analysis
Identified Surplus/Gap
2011 2012 2013 2014 2015 Total
ECF targets 594 574 564 554 546 -
Retirements -12 -17 -17 -18 -20 -84
Career Break exits -5 -2 -4 -11
Career Break returns 1 1 4 6
Projected Serving 596 575 557 539 519 -
Surplus/Deficit 2 1 -7 -15 -27
Critical Vacancies (2012-2015) Grade Loss % Loss Replace Options A Sec PO AP HEO/AO
EO/SO CO Other
Total
Proposed Revised Shape Grade 2012 2013 2014 2105 A Sec PO AP HEO/AO EO/SO CO Other Total ECF
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(A) (B) (C) (D)=B-C
Current serving Forecast Supply FTE Forecast Demand FTE Forecast Gap FTE
Grade 1/1/2012
(FTE) 2012 2013 2014 2015 2012 2013 2014 2015 2012 2013 2014 2015
For Grade in table above add Post Rating, i.e. 1= critical role 2= required role 3 = optional role
