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Workforce Planning Model Steps What This Step Accomplishes

1. DefinetheScope Determinesourfocus–couldbelongorshortterm–couldbeaspecificbusinessunit(focusarea),aninitiative,orspecificproblem(suchasafocusoncertainclassifications).

2. DefinetheContext Givesusacomprehensiveviewofrelevantbusinessplansandtrendsinourenvironment;wediscernstrategicintentsandbusinessoutcomesthatthecustomercaresabout.

3. UnderstandtheWorkFunctions

Describestheworkthatneedstobeperformedtomeetthestrategicintents/producebusinessoutcomes(pertimelineinscope).

4. DetermineFutureStaffingDemand

Describestherequiredworkforcecharacteristics(i.e.skills,knowledge&abilities,classifications)tocarryoutfutureworkfunctions.(Wemayneedtoknowdistribution,aswell.)

5. DetermineFutureStaffingSupply

Projectsavailableworkforcecharacteristicstomeetthedemand.Ourintentistoproject“grossgap”–assumenoreplacementofattrition-,and“statusquogap”–usecurrentpoliciesandpracticestoprojectthesupply.

6. ConductaGapAnalysis

(SeeSampleChartinAppendixA)

Determinesthedifferencebetweenprojectedsupplyanddemandandshowsuswherewemaynothaveanadequateworkforcetoperformfutureworkfunctions.Conversely,canshowwheresupplyexceedstheneed.

7. DetermineGapPriorities

Ariskassessmentforeachgap–howarestrategicintentsanddesiredoutcomesimpactedbythegap?ProvidesfocusforStep8“Solutions”.

8. DevelopaSolution Weconsider,develop,anddecideonsolutions–includesreviewingpolicies,procedures,&practices.

9. ImplementtheSolution

Weimplementtheworkforceplan/solutions–mayincludeawrittenimplementationplan.

10. EvaluatetheResults Weevaluatetheworkforceplanningeffortandtheimplementationplanresults.

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Step 1 – Define the Scope

Choosingaspecificproblemorprogramareafortheplanningeffortisimportantbecauseitallowstheteamtoagreeontheassignment.Thescopedefinesadirectionfortheproject,anditallowstheteamtoknowwhattoevaluate.Thescopewillsettheparametersfortheeffort,whichwillassisttheteaminidentifyingthestakeholderswhoneedtobeinvolvedtoensuresuccess.

BusinessandStrategicPlansVisionDocumentsOrganizationChartandDutyStatementsHumanResourcesandBudgetData

FocusGroupsandWorkshopsFacilitatorsIntranet

Don’t Recreate the Wheel

Buildonexistingprograms/initiativesthatmayalreadybeaddressingyourscope.

Useexistingresources,data,andexpertisewithinthedepartment(i.e.budgetdata,humanresourcesdata,recruitmentdata).

Involvecustomers,program,humanresources,recruitment,andbudgetstaff.

Theseareascanassistwith: oEmployeeEngagement oRecruitment/Retention oRetirements oLossofInstitutionalKnowledge

Tools and Resources

Be Successful

Picksomethingthatwillreallymakeadifferencetothedepartment,management,andtheprogramarea.

Pickamanageablescopegivenresourcesand timeframeconstraints.

Focusonanareawherethestaffsizeismanageable.Choosetheskillandexperiencelevelofyourteamtosupportthescope.

Remembertoconsiderthedepartment’sexternalprioritiesthroughouttheproject.

1.Identifythesponsor,thenmeettoclarifyexpectations.

2.Gatherinformationaboutthefocusareasbyaskingquestions(what’sworking,what’snot,what’sneeded,talkingtostaffandcustomers).

3.Determinetowhatextentthefocusareasareavailabletoworkonplanningefforts(staff,workload,resources).

4.Definethestartandenddates(Areeitherflexible?).

5.Selectissue,initiative,orprogramareathatisthescopeofplanningeffort.

6.Definethespecificproblembeingaddressed.

7.Identifyanddocumentwhatisinandoutofscope.

8.Defineanddocumentthedesiredoutcomeandmeasurableresults.

9.Definethedeliverable(Whatdoyouproduceattheendofyoureffortasyourfinalresult.Forexample,doyouproduceanissuepaperordoyoucompleteafullprojectwhichincludesimplementation).

10.Documentfindingssuchasexpectationsofthestakeholders,briefhistoryofprogram,andsummaryofinterviews.

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Why is it important?

1.Whatareyourworkforceplanningobjectives?

2.Whatprioritywouldyouassigntoeachobjective?

3.Whatspecificworkforceissues/problemsareyoufacing?

4.Whatarethetimeframesrequiredtoresolveeachoftheissues/problems?

5.Whatistheconsequenceifeachissue/problemisnotresolvedintherequiredtimeframe?

6.Whatisthedesiredoutcomeandthedeliverableforyourworkforceplanningeffort?

Thefollowingquestionsmayassistyouwhenyouarechoosingthescopeforyourworkforceplanningeffort:

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Choose the Scope Worksheet

Step 2 – Define the Context

1.Reviewavailablestrategicandbusinessplansthatimpactthefocusareaandthedepartmenttodeterminetrendsandenvironmentalchanges.

2.Identifycurrentandfuturefocusareaprogramsandworkloads.

3.Interviewfocusareastaffwithdifferentexperiencelevelstodeterminethecustomer’scurrentandfuturebusinessneeds.Also,identifyanytrendsorresourceshortagesimpactingtheirabilitytoprovideservice.

4.Conductfocusgroupswithmajorcustomerstodeterminetheircurrentandfuturebusinessneeds.

5.Reviewthefocusarea’shumanresourcedataregardingattrition,recruitment,andretirements.

6.Identifyanddocumentthefocusarea’svitalbusinessoutcomesandstrategicintents.

7.Conductatrendanalysisandenvironmentalassessmenttoidentifythefocusarea’srisk.

Abroadlookattheissueorprogramareaisimportantto:Identifyyourcustomer’scriticalfutureneeds.Understandyourfuturevision.Understandthelegislativeorpoliticalenvironment.Understandtheorganizationalculture.Developausefulandsuccessfulworkforceplan.

What Is the Bigger Picture?

Understandrelevantbusinessandstrategicplans

Lookatfuturetrends: EmploymentTrends SalaryTrends TechnologyTrends

Considerenvironmentalfactors: Legislative Political Economic

Focusonthefuture: Customer’sExpectations FutureGoals

Remember the Employee

Productiveemployeesareessentialtomeetthecustomer’scurrentandfuturebusinessneeds.Tosucceed,youmustmaintainanorganizationalculturethatsupportstheemployee.

Considertheemployeeworkenvironment: EmployeeMorale AlternateWorkSchedules Telework EmployeeRecognition CareerOpportunities

BusinessandStrategicPlans(i.e.Audit2015,Filing2010)HumanResourcesData(AttritionData,RecruitmentData,RetirementReports)TrendAnalysisDataStakeholderValueResearchGroupforFocusGroupsLegislativeBureauWebsite

DPAWebsite,SPBWebsite,EDDWebsite–EmploymentInformationBusinessSectionofthelocalnewspaper(pastyear)

Tools and Resources

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Why is it important?

1.Whatdirectionisthedepartmenttaking?

2.Howarethedepartmentanditsculturechanging?

3.Whatarethekeyissuesandchallengesfacingthedepartmentthatwillaffectitsmission,values,strategies,andgoals?

4.Howwillthedepartment’sorganizationstructurelookin3to5years?Howwillthecurrentstructureevolve?

5.Whatarethecustomer’sexpectations?Howaretheychanging?

6.Howmighttechnologychangethewaywework?

7.Whatisthestatelegislatureconsideringthatmightimpactourdepartment?

8.Whatfederallegislationisbeingconsideredthatmightimpactourdepartment?

9.Whatprovisionsarelikelytoariseduringnegotiationswiththeunionsandwhatimpactmighttheyhaveonus?

10.Howareworkerexpectationschanging?

11.Whataretheemploymenttrendsatthestateandnationallevel?

Define the Context WorksheetThefollowingquestionsmayassistyouwithdefiningthecontextforyourworkforceplanningeffort:

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Step 3 – Understand the Work Functions

1.Reviewdeskandproceduremanuals,dutystatements,organizationcharts,andclassspecifications.

2.Interviewstaffandcustomers.

3.Definethemajorfunctionsinthefocusareawhichproducethebusinessoutcomesthatareimportanttothecustomer.

4.Identifyandprioritizethebusinessoutcomesproduced(productsorservices).

5.Identifyandfocusonthemostcriticaltasksassociatedwiththehighprioritybusinessoutcomes.Donotfocusonanyworkfunctionsthatarenotimportanttothecustomer,willgoawayinthefuture,etc.

6.Determinehowtheworkfunctionsarecurrentlyaccomplishedandconsiderhowthismaychangeinthefuture.Considerthetasksortechnologyusedtocompletethework.

7.Identifynewworkfunctionsthatmaybeassignedtothefocusarea.

8.Determinetherequiredcompetenciesforthefutureworkforceanddocumenttheresults.

Tounderstandthecurrentandfutureworkfunctionsofthefocusarea.Italsodefinestheprocessesusedtoachievethedesiredbusinessoutcomes.Thisprocesshelpsyouto: Understandthecurrenttasksandhowtheymaychangeinthefuture. Establishcompetenciesforthefutureworkforce. Anticipatehowchangestothecurrenttasksmayimpactthecompetenciesrequiredinthefuture.

Tools and Resources

Where is the Crystal Ball?

Howmaychangesintheenvironment,legislation,technology,recruitment,andlabormarketissues,orpoliticsimpactfutureworkfunctions?

Arebusinessprocessreengineeringeffortslikelytosignificantlychangehowtheworkisperformed?

Usevisiondocuments,suchasContinuityPlanningandPandemicFluPlanningdocuments,todetermineyourcriticalworkfunctions.

Remember the Customer

Onlyfocusonworkfunctionsthatresultinproductsthatmattertothecustomer.

Todetermineifaworkfunctioniscritical,considerwhatwouldhappeniftheworkfunctionwasnotdone.

Considerwhethertheworkfunctionsperformedtodaywillbeimportanttocustomersinthefuture.

BusinessandStrategicPlans(i.e.Audit2015,Filing2010)BudgetConceptProposalsDutyStatementsOrganizationChartsClassSpecificationsProcedureandDeskManualsListofToolsrequiredtoperformwork

RecruitmentDataPerformanceMeasuresStaffExperience(gainedfromobservationorinterviews)InterviewDocumentationJobAnalysisIntranet/Internet

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Why is it important?

Thefollowingquestionsmayassistyouwithunderstandingtheworkfunctionsforyourworkforceplanningeffort:

1.Whichworkfunctionswillremainunchanged?

2.Whichworkfunctionsmaybediscontinuedoroutsourced?

3.Howmightexistingworkfunctionsbeenhancedorchangedandwhataffectwillthathaveontheworkperformedandonthe

humanresourceneeds?

4.Willanyworkfunctionsbeconsolidated?

5.Areanyprocesschangesbeingproposed(businessprocessreengineeringefforts)orhaveotherfactorschangedwhichmayresultin

anincreaseordecreaseinwork?

6.Arechangesoccurringinotherdivisions,orworkunits,whichwillimpacttheworkfunctions?

7.Howwillworkflowintoeachpartofthedepartmentinthefuture?Whatwillbedoneonceitreachesyourworkunitandwhere

willtheworkgofromthere?

8.Isthedepartmentplanningtooffernewservices,whichwilladdnewworkfunctionstoyourunit?

9.Whattechnologychangeswillbemade,ornewtechnologyintroduced,thatmayimpactyourworkfunctions?

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Understand the Work Functions Worksheet

Step 4 – Determine Future Staffing Demand

1.ReviewlistofworkfunctionsandassociatedtasksdevelopedinStep3.

2.Reviewworkplans,strategicplans,Schedule1(SpendingPlan),budgetconceptproposals,proceduremanuals,dutystatements,timesheets,etc.

3.Interviewandacquireinputfromstaffonworktechniques(maywanttouseafocusgroup).

4.Reviewcustomer’sexpectationsanddesiredbusinessoutcomes.

5.Identifythecurrentnumberofstaffperformingtheworkandtheirclassifications.Determinewhetherthe classificationsaremeetingtheprogramneeds.

6.Foreachclassification,determineifachangetotheexperience,education,orcompetencieswillberequiredinthefuture.

7.IdentifytheKnowledge,Skills,andAbilities(KSA)requiredtoperformeachworkfunctionbasedonthetasks involved.IdentifyanynewKSAsthatwillberequiredinthefuture.8.Documenttheresults(chartsorgraphsmaybehelpful).

Determiningthefuturestaffingdemandforthefocusareaisessentialto: Ensurethatyoumeetyourstrategicgoals. Meetcustomerexpectationsandmaintainaqualityproduct. IdentifytheKSAsthatarerequiredofthefutureworkforcetomeetthebusinessoutcomesandmaintainaqualifiedstaff.

Don’t Forget To…

Keepthecustomersandbusinessoutcomesinmind.

SeekassistancefromHumanResourcesonclassificationissues.

Considerfuturemandatedworkfunctions.

Ensurekeyteammembersfromdifferentdemographicsparticipateinallworkshops.

Consideremployeemorale.

Considerenvironmentalchanges(legislative,political,economic).

Ask Yourself…

Whatwouldhappenifwedidn’thaveemployeeswiththeKSAsneeded?

WhatclassificationsandKSAsarecriticalforfutureworkfunctions?

Whatlevelofeducationandexperienceareyougoingtoneedinthefuture?

Isthelevelofeducationorexperiencerequiredordesirable?

BusinessandStrategicPlans(i.e.Audit2015,Filing2010)ExamBulletinsandJobOpportunityNoticesDutyStatementsOrganizationChartsClassSpecificationsDeskandProcedureManuals

Schedule1(SpendingPlan)WorkPlans/ResourcePlansBudgetConceptProposalsJobAnalysisListofToolsrequiredtoperformworkHumanResourcesStaffStakeholderValueResearchGroup

Tools and Resources

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Why is it important?

Determine Future Staffing Demand Worksheet

1.Whatisthecurrentandfuturevolumeofwork?Areyouabletomeetthecurrentvolumeofwork?Iftheamountofworkisanticipatedtoincreaseordecreaseinthefuture,whenwillthischangeoccur?Arethereanynewworkloadsthatyouanticipateperforming?Ifso,whenwillthisoccur?

2.Howmanystaffbyclassificationdoesittaketoperformtheworktoday?Howwillthischangeinthefuture?

3.WhatarethecompetenciesandKSAsrequiredtoperformthework?Howwillthischangeinthefuture?

4.WhatclassificationspossessthecompetenciesandKSAsrequiredtoperformthework?

5.Aretherechangesneededtotheclassificationplan(i.e.createanewclassification,changeaclassspecification)toaddressthecompetenciesandKSAs?

6.Aretheregeographicstaffingchallenges(i.e.inthefieldoffices)thatimpactstaffingdemand?

7.Whatimpactswilltechnology,thebudget,businessprocessreengineering,legislation,vacanciesinotherunits,otherstatedepartments,ortheprivatesectorhaveonyourfuturestaffingdemand?

Thefollowingquestionsmayassistyouwithdeterminingthefuturestaffingdemandforyourworkforceplanningeffort:

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Tools and Resources

Step 5 – Determine Future Staffing Supply

1.Reviewcurrentstaffinglevelsandclassificationstodeterminethecurrentdemographicsoftheworkunit.

2.Documenttheeducation,experience,andspecialskillsoftheexistingstaff.(Chartsorgraphsmaybehelpful).

3.Attainstaff ’sfuturecareerplans.

4.Lookattheworkenvironment.Determinefactorssuchasemployeemorale,workload,ortrainingthatimpact recruitmentandretention.

5.Determinetheanticipatedattritionrateforeachclassification.YoucanattaindataregardingpastattritionratesandtrendsinturnoverfromHumanResources.

6.Usethecurrentattritionratesforeachclassificationtodeterminethefuturesupplyneeds.

7.Talktomanagersinotherareasofthedepartmentwhousesimilarclassifications.Aretheyexpectinganychanges intheirstaffinglevelswhichmayimpactyourarea(i.e.willtheybelookingtoeithersignificantlyincreaseor decreasestaffinclassificationsthatyouutilize)?

8.Documenttheresults.

Determiningthefuturestaffingsupplyforthefocusareaisessentialto:Understandexistingstaff ’seducationandexperiencelevels.Anticipatefuturestaffturnoverandattrition.Understandstaffingvulnerabilities.EnsureacontinuedsupplyofstaffwiththenecessaryKSAstomeetthecustomer’sdesiredbusinessoutcomes.

Rememberthatsubjectmatterexpertisecannotbereplacedbyclassificationalone.

Recognizethatexperienceintheprogramareaisessentialtomaintainingcontinuity.

Considertheimportanceofemployeemoraleontherecruitmentandretentionofemployees.

Createanenvironmentthatprovidesopportunitiesforemployeecareerdevelopmentinordertoretainskilledandengagedemployees.

Think About the StaffCommunicatewithstaffsoyoucananticipateturnoverandplanforstaffingchanges.

KnowwhatisgoingoninthedepartmentandintheState.ArethereotherareasofthedepartmentorStateGovernmentthatwillhaveexcessstaffwithskillsthatyouneed?Don’tforgettoconsidertheprivatesectortoo.

Createtrainingplanstodaytogiveexistingstafftheskillstheyneedtoaddressfutureskillgaps.

Plan for Change

DutyStatementsOrganizationChartsClassSpecificationsSchedule1(SpendingPlan)WorkPlans/ResourcePlans

BudgetConceptProposalsHumanResourcesStatisticalData(i.e.attrition,recruitment,andretirementdata)TimeSheetDataTablesorChartsReflectingStaffingLevelsbyClassification/Experience/Education

12

Why is it important?

Determine Future Staffing Supply Worksheet

1.Whataretheattritionratesinyourareanow?Whataretheprojectedratesinthefuture?Arethefactorsaffectingyourattritionrateslikelytochangeorremainconstant?

2.Whataretheeducationandexperiencelevelsofthecurrentstaff?WhatcompetenciesandKSAsdotheypossess?

3.HowwillyoudetermineifexistingstaffpossesstherequiredlevelofcompetenciesorKSAs?

4.Isthereanadequatesupplyofpeopletorecruitfrom(i.e.eligiblelists,transfersfromthesameorsimilarclassifications,privateindustry)?

5.Doyouanticipateanyreorganizationswhichcouldimpactthestaffingsupply?

6.Arethereemploymenttrendswithinstategovernmentorthecommunitywhichcouldimpactstaffingsupply(i.e.StateRestrictionofAppointmentatotherdepartments,hiringattheIRS,etc.)?

7.Arethereotherfactorsthatcouldimpactstaffingsupplyinthefuture(i.e.technologychanges,legislation,etc.)?

Thefollowingquestionsmayassistyouwhenyouaredeterminingthefuturestaffingsupplyforyourworkforceplanningeffort:

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1.Comparefuturedemandandsupplytodeterminethestaffinggapforeachclassification,education,andexperiencelevel.

2.Projectwheneachgapoccurs(i.e.1year,3years,5years).

3.Identifypotentialcandidatesourcessuchasinternalpromotions,transfers,andexternalhires.

4.Reviewrecruitmentneedsforexternalhires.Areanyexistingrecruitmentplansoractivitiessufficienttofillthegap? ConsultwiththeDepartmentalRecruitmentTeamifappropriate.

5.Reviewtheexamschedule.Aretheexistingeligibilitylistsorupcomingexamssufficienttofillthegap?

6.Lookattheupcomingtrainingschedule.IstrainingavailabletoprovidestafftheKSAsnecessarytoclosethegap?

7.Considersurplusstaffavailableinotherareaswhenevaluatingthesizeofyourworkforcegap.

8.Documentthegapanalysisusingalloftheabovefactors.

Step 6 – Conduct a Gap Analysis

Athoroughgapanalysisisthefoundationfordeterminingthefuturegapbetweenworkforcesupplyanddemand.Athoroughgapanalysisidentifies:Theappropriateclassificationsandnumberofemployeesneededinthefuture.Futurestaffingneeds.Trainingandrecruitmentneedsforfuturestaff.Thecareerdevelopmentandtrainingneedsofexistingstaff.Businessareasthatusesimilarclassificationsandrecruitfromthesamepoolofstaff.

And While You Are Analyzing…

Consideranyworkloadsnolongerappropriateforthefocusareathatresultinexcessstaff.

Considerchangesintechnologythatimpactthesizeoftheworkforcegap.

Considerwhenastaffingshortageoroveragewilloccursincethisimpactspossiblesolutions.

Considerhowretrainingopportunitiesimpacttheworkforcegap,makingsurenottocreateanout-of-classsituation.

Communicateworkforceneedsandissueswithprogramareastoidentifysimilarities.

Thinkaboutchangemanagementandwhatyoucommunicatetostaff.Rememberthatyouareplanningforaworkforcegapthreetofiveyearsinthefutureanddonotwanttosendamessageofpreselectionordownsizing.

Remember to Communicate

OrganizationChartsClassSpecificationsExamSchedulesExamBulletinsAspen–TrainingSchedules,TrainingClasses

In-ServiceTrainingOut-ServiceTrainingDepartmentRecruitmentTeamWebsiteandStrategicPlanPersonnelManagementConsultantsintheBusinessandHumanResourcesBureaus.

Tools and Resources

14

Why is it important?

Conduct a Gap Analysis Worksheet

1.Whenyoucomparethefuturedemandtothefuturesupply,isthereagap?Ifso,whenwillthegapoccur(i.e.3years,5years,10years)?

2.Ifthereisagap,willyouhavetoomanystaffortoofewstaffbyclassification?

3.Whatwilloccurifthegapisnotaddressed(i.e.whatcriticalbusinessoutcomeswillnotbemet)?

4.Basedontheidentifiedgap,aretheretoolsavailabletoclosethegap?Inordertodeterminethis,thefollowingquestionswillbehelpful:

Whatisthebestsourceforfillingtheworkforcegap(externalhire,promotion,transfer,traininganddevelopmentassignment,etc.)?

IsexternalrecruitmentrequiredandcouldtheDepartmentalRecruitmentTeamassistyou?

Arethereeligibilityliststhatcanbeused,isanexamscheduled,ordoyouneedtorequestanexam?Ifyourequestanexam,willyourstaffbequalifiedtotaketheexam?

Isthereanappropriatelistthatwouldmeetyourhiringneeds?

Arethereotherareaswithinthedepartmentorwithinstategovernmentwhereyoucandrawyourcandidatepool?

DoesexistingstaffneedtrainingtoenhancetheircompetenciesandKSAs?Ifso,istrainingavailable?Doyouneedtodevelopspecializedtraining?

Arethereanyclassificationissuesthatneedtobeaddressedtoclosetheworkforcegap?

5.Howwillyoucommunicatetheresultsofyourworkforceplanningeffortstostaff?Howwillyouavoidsendinganerroneousmessagethatcouldbemisinterpretedaspreselection,downsizing,reorganization,phasingoutofwork,etc.?

Thefollowingquestionsmayassistyouinconductingagapanalysisforyourworkforceplanningeffort:

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Step 7 – Determine Gap Priorities

1.Reviewthecriticalbusinessoutcomesandassociatedworkloadsimportanttotheinternalandexternalcustomers.

2.Determineeachmandated,critical,ordiscretionaryworkload.

3.Reviewthegapsupportingeachoftheidentifiedworkloads.

4.Reviewtherequiredclassificationstofillthegap.

5.Usestaff ’sinputtodeterminethefollowingforeachgap:

a.Doesthegaphaltamandatedfunction?b.Doesthegaphaltafunctioncriticaltoourcustomer?c.Doesthegapsupportadiscretionaryfunction?d.Whatisthecost/benefittoaddressingthegap?e.Whatistheconsequenceofnotaddressingthegap?

Inordertodevelopsolutionsthatuseavailableresourceswisely,itisessentialtodeterminethemostcriticalfutureworkforcegaps.Prioritizingthegapsenablesthefocusareato: Addressthemostcriticalgapsfirst. Continuetomeetthedepartment’sstrategicgoalsandthecustomer’scriticalbusinessoutcomes. Developaplanforthefuture,whichidentifiesfutureworkloadlimitationsandchanges,aswellaspotential solutions. Ensuresthedepartment’slimitedresourcesaddressthemostcriticalbusinessneeds.

Tools and Resources

And a Few More Questions…

Whenwillthegapoccurandcanyouaddressitintime?

Isaddressingthegapinlinewithyourstrategicgoals?

Howdoesnotaddressingthegapimpactstaffmorale?

Isalaworrulechangenecessarytoaddressthegap?

Howdoesthepoliticalenvironmentimpactyourgappriorities?

And Still More Questions…

Isitwithinyourcontroltoimpactthegap?

DoyouhavetheKSAstoimpactthegap?Ifnot,canyouacquiretheresourcestoassistyou?

HowareotherareasofthedepartmentorStateGovernmentwithsimilargapsaddressingthem?

BusinessPlanDivisionandSectionWorkPlansBusinessResumptionPlanPandemicPlanStrategicPlanDepartmentRecruitmentTeamStrategicPlan

IRSStrategies/StrategicPlanIntranet/InternetforTrendsTimesheetDataAttritionDataMonthlyReportsStateBudgetRecentBoardMeetingNotes

16

Why is it important?

f.Aretheresourcesandskillsavailabletoaddressthegap?g.Canweaddressthegapintherequiredtimeframetomeetworkforceneeds?h.Willaddressingthegapcausestaffingshortagesor

excessesinotherareasoftheorganization?i.Isthegapatemporaryorpermanentproblem?

6.TalktootherareasofthedepartmentortheStatetodeterminehowtheirprioritiesaffectyourfuturestaffingneeds.

7.Prioritizethegapsanddocumenttheresultsusingtheanswerstotheitemsabove.

1.Areyourworkloadsmandated,critical,ordiscretionary?

2.Areyourmandatedandcriticalworkloadsadequatelystaffed?Ifnot,whenwillthecriticalworkloadsrequireadditional

staffsupportandforhowlong?

3.Whataretheconsequencesofdelayingornotperformingtheworkloads?

4.Whatprioritiesdoyourcustomersandstakeholdersplaceonthevariousworkloadsandbusinessoutcomes?

5.Whatisthepriorityofeachworkforcegapidentified?Whatfutureworkforcegapsarethemostcriticaltoaddressinyour

businessarea?

6.Whohastobuyintotheworkforcegappriorities?

7.Haveyoureceivedexecutiveinputonyourworkforcegappriorities?

8.Whatimpactwilladdressingtheworkforcegapshaveontherestoftheenterprise?Whatimpactwouldnotaddressingthe

workforcegapshaveontherestoftheenterprise?

Determine Gap Priorities WorksheetThefollowingquestionsmayassistyouwhenyouaredetermininggapprioritiesforyourworkforceplanningeffort:

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Tools and Resources

1.Determineifyouneedtogooutsideofyoursectionordivisiontofillthegap.

2.Determineifyouneedtofillthegapbytransfer,listappointment,crosstrainexistingstaff,TrainingandDevelopmentassignment,orothermethods.

3.Provideopportunitiesforknowledgetransferandjobshadowingbeforekeyretirements.

4.Updatepolicies,procedures,anddeskmanualsto facilitateknowledgetransfer.

5.Useindividualtrainingplansandprovide/selecttrainingtotargetstaffdevelopment.

6.Coachandmentorstaffsotheydevelopthenecessaryskillstofillthegap.

7.Assigncomplexissue/workloadstodevelopstaffwithinthefocusarea.8.Redistributeworkloadstomakevacancieseasiertofill.

9.Developrecruitmentplans,whichinclude:a.Recruitmentfromwithinyoursectionordivision.b.WorkingwiththeDepartmentalRecruitmentTeamtotargetoutsidesources.c.Identifyotherareaswithinthedepartmentor stategovernmentwithsimilarskillsetsto recruitfrom.d.PartneringwithotherareasofthedepartmentthatusestaffwithsimilarKSAs.

10.Reviewtheexamplanandrequestanyspecialexaminationsthatthefocusareaneeds.

11.Participateonexampanelstodetermineavailablestafftalent.

12.WorkwithHumanResourcestoidentifyalternateclassificationstofilltheworkforcegap.

13.Usetheappropriatebudgetprocesstorequestadditionalpositionstofillthegap.

Steps1-7providethedatafordevelopingthebestpossibleworkforceplanningsolutionthatenablesthefocusareato:Continuetomeetthedepartment’sstrategicgoalsandthecustomer’scriticalbusinessoutcomes.Developlongandshorttermplansandstrategiestofillthefutureworkforcegaps.Targetrecruitmentandretentioneffortsforspecificlevelsofstaffthatpossesstherightknowledge,skills,andabilities(KSAs).

Step 8 – Develop a Solution

Be Flexible

Useflexibleandcreativestaffingsolutions,suchas:

LimitedTermAppointments.

TrainingandDevelopmentAssignments.

Adjustmentstoskillsanddutiestorecruitatlowerclassifications.

RetiredAnnuitantstotransferknowledge.

ConsultwithHumanResourcesfordifficultclassificationissues.

Considerarecruitmentandretentiondifferentialtoaddresscompetitivesalaryissuesanddifficultiesrecruitingstaff.Expandonlineexamsforadditionaltestingopportunities.

QuantifythelevelofserviceavailablewithonlypartialornoadditionalPYs.

Some Other Ideas to Think About

BusinessPlanDivisionandSectionWorkPlansStrategicPlanDepartmentRecruitmentTeamStrategicPlanIRSStrategies/StrategicPlan

ExamStaffandExamSchedulesStatePersonnelBoardincludingtheTransferCalculatorIntranet/InternetPersonnelManagementConsultantsDepartmentalRecruitmentTeamAspenonlinetrainingresource

1818

Why is it important?

Develop a Solution Worksheet

1.Whatpositionorclassificationactionsshouldbeconsidered(includingconsolidatingclassifications,redefiningclassificationseries,

orestablishingnewclassifications)?

2.Whatstaffdevelopmentstrategiesshouldbeconsideredtoprepareemployeesforspecificpositionsorclassifications?

3.Whatrecruitment/selectionstrategiesmightbeconsideredtofindandhirerecentcollegegraduates,qualifiedcandidatesfrom

otherdepartments,orprivatesectorprospects?Whatstrategiescouldbeusedtoimproveexaminationresultsforopen

competitiveorpromotionalexamsthroughmodifiedminimumqualificationsand/orexamscope?

4.Whatretentionstrategiesshouldbeconsideredtoencourageemployeestostayintheorganization?

5.Whatknowledgetransferstrategiesneedtobeconsideredtocapturetheknowledgeofexperiencedemployeesbeforetheyleave

thedepartment?

6.Isthereenoughtimetodevelopstaffinternallyforanticipatedvacanciesornewcompetencies,orisspecial,fastpacedrecruitment

thebestapproach?

7.Doesexistingstaffdemonstratethepotentialorinteresttodevelopnewcompetenciesandassumenewormodifiedpositionsoris

externalrecruitmentneeded?

8.Willsomeorganizationsneedtoberestructuredtomeetbusinessneedsandstrategicobjectives?

Thefollowingquestionsmayassistyoutodevelopasolutionforyourworkforceplanningeffort:

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Step 9 – Implement the Solution1.Setupameetingschedulewiththeimplementationteam.

2.ChooseTeamLead,ifappropriate.

3.Reviewthesolutionsfrom(DevelopaSolution)anddocumenttheresults.

4.Brainstormtheimplementationtasks.

5.Developaworkplanthatincludes:a.Prepareatimelinewithestimatedbeginingandendingdates.b.Estimatethenumberofteammembersforeachtask.c.Assigntaskresponsibilities.d.Assignteammemberstoassistwitheachtask.e.Identifyresponsibilitiesforotherareasofthedepartment.f.Identifymilestones.

6.Estimatecostsofproposedsolutions.

7.Toestablishthecostofimplementingthesolution,identify thetools,people,information,andfundsfortheproject. Requesttheresourcesthroughappropriateprocesses.

8.Developperformancemeasurestoevaluatethesuccessofsolutions.

9.Developariskmanagementplan.

10.Developacommunicationplantoshareimpactswithaffectedstakeholders.11.UsetheImpactAnalysisandAudienceAnalysistemplatesontheProjectOversightandGuidance(POG)Websitetoassistwithdevelopingachangemanagementplanfortheimplementation.

12.Conductaretrospectiveofhowthingsprogressedanddocumentlessonslearnedastheyoccur.

13.Seekfeedbackfromtheimplementationteamandthestakeholderstomonitorprogressthroughouttheimplementationprocess.

Asuccessfulworkforcegapsolutionrequirescarefulplanning.Throughtheplanningeffort,thefocusareawill:Shareacommongoal.Communicateimplementationplans.Meettheirkeyobjectives.Facilitatechangemanagement.

Tools and Resources

Planning is the Key

Toensureasuccessfulimplementationrememberto:

Takesufficienttimeforplanningbeforeyoutakeaction.

Regularlymonitorprogressagainstyourplan.

Getfeedbackthroughouttheimplementationprocess.

Stayflexibleandwillingtoadapttochange.

Usetheprojectmanagementresourcesavailable

onthePOGWebsite.

WorkwiththeEmployeeDevelopmentServices

Sectiontoassistyouwithteambuildingand

meetingfacilitation.

Think of Implementation as a Project

POGWebsiteandStaffEmployeeDevelopmentServicesWebsiteandStaffWorkforcePlanningWorkPlanRiskManagementPlan

CommunicationPlanImpactAnalysisTemplateAudienceAnalysisTemplate

20

Why is it important?

Identifytheresourceneeds,timeframes,andtasksnecessaryforsuccessfulimplementation.Completealltasksandplanstimelyforasuccessfulrollout.Addresstimesensitiveissuesearly.

1.HasExecutiveManagement’ssupportforinitialandon-goingimplementationofyourplanbeensecured?

2.Havetheresourcesnecessarytocarryouttheworkforcesolutionbeenconfirmedandcommitted(i.e.PYs,equipment,

trainingdollars,etc.)?

3.Havetherolesandresponsibilitiesforimplementingthesolutionbeenconfirmed?Thisincludesidentifyingwhoisinvolved

inimplementingwhatandidentifyingtheneedforcoordinationandcommunicationamongdifferentpartsofthedepartment

orwithotherentities.

4.Haveacceptabletimelinesbeenestablishedandapproved?

5.Haveperformancemeasures,milestones,andexpecteddeliverablesbeendefined?

6.Haveanychangemanagementissuesbeenidentifiedandaplantoaddressthembeencreated?

7.Hasacommunicationplanbeenestablished?

Implement the Solution WorksheetThefollowingquestionsmayassistyouwhenyouareimplementingasolutionduringyourworkforceplanningeffort:

21

1.Gatherfeedbackfromstaffandstakeholderswhoparticipatedintheworkforceplanningprocess.

2.Brainstormwiththeworkforceplanningteamtodetermine what:

a.Wentwell?b.Didnotgowell?c.Lessonswerelearned?d.Wewouldrepeat?e.Wewoulddodifferentlynexttime?

3.Gatherdataandreportsthatreflecttheresultsoftheworkforceplanningeffort.

4.Comparetheresultsoftheworkforceplanningefforttothe performancemeasurestodeterminesuccessesorfailures.

Onceyouimplementthesolutiontotheworkforcegaps,evaluatetheresultsofyoureffortsinorderto:

Comparetheresultsagainsttheperformancemeasures.Determinethatyoumetobjectives.Identifyworkforcegapsthatremain.Evaluatetheprocesstoimproveandchangefutureefforts.Determineifthetimeandresourcessupportrepeatingtheprocess.

Determinethecosteffectivenessoftheallocatedbudgetandresources.Provideadocumentedhistory.Determineiffocusareastaffbenefitedasaresultoftheworkforceplanningefforts.Provideprojectclosure.

Tools and Resources

Communication and Documentation

Toobtainusefulfeedbackfromyourteam,staff,andstakeholdersonyourworkforceplanningefforts:

Measurethesuccessofyourchangemanagementandcommunicationeffortsthroughtheentireworkforceplanningandimplementationprocess.

Encourageparticipationtogetanhonestassessment.

Everyoneworkedhardanddevotedalotoftimeandeffort.Remembertocelebratesuccess!

Celebrate Success

POGWebSiteandStaffOfficeofCorporatePlanningStaff–ForSurveysandFocusGroupsProjectRetrospectiveProjectWorkPlanandProjectTemplates

ProjectCommunicationPlanProjectBrainstormingNotesSurveysFocusGroups

Step 10 – Evaluate the Results

5.Reviewthevariousworkplansandtemplatesfrom theprocessanddiscussthesuccessesandfailures.

6.Determinethefinalcostandbenefitoftheproject anddiscusswhetheravailableresourcesmetthe objectives.

7.Documenttheresults,includingacompilationofthelessonslearned.

8.Conductaprojectretrospectivewiththeworkforceplanningteam.

22

Why is it important?

1.Hasthestrategicplanchangedsincethebeginningofyourworkforceplanningefforts?Ifso,whataretheimplicationsforthestrategiesimplemented?

2.Hasthebusinessplanchangedsincethebeginningofyourworkforceplanningefforts?Ifso,whataretheimplicationsforthestrategiesimplemented?

3.Havetheimplementedstrategiesachievedtheintendedresults?

4.Whatworkedwellduringtheworkforceplanningeffort?

5.Whatdidnotworkwellduringtheworkforceplanningeffort?

6.Whatwasthecost/benefitofimplementingthesolution?

7.Towhatextentwerethedemandandsupplyprojectionsaccurate?

8.Isanewanalysisnecessarybeforerevisingthestrategies?

9.Whatadjustmentstothestrategiesareneeded?Whatchangeswouldyoumaketotheplanningprocessitself?

10.Wastheplaneffectivelycommunicated?

23

Thefollowingquestionsmayassistyouwhenevaluatingtheresultsofyourworkforceplanningeffort:

Evaluate the Results Worksheet

23

Notes

24

Projected Workforce Needs

Sample Matrix

Thefollowingchartdocumentsthecurrentworkforce;anticipatesfutureneedbasedonnewinitiatives,newskillsneeded,newprograms,andorganizationalstructurechanges;andexplainstheprojectedneed.

Classification Title PYs Needed Current Staff Gap Comments:

CEA

OfficeAssistant,Typing

AdministratorIII

AssociateTaxAuditor

AssociateOperationsSpecialist

LaborRelationsSpecialist

PersonnelSpecialist

SeniorInformationSystemsAnalyst

1

2

2

3

1

1

5

2

1

3

1

1

2

1

2

1

0

+1 Duetotechnology,supportstaffwilldecrease

Retirement

AcceptedPositionwithIRS

ProgramTransferredtoDCSS.

Needadditionalstafftosupportnewtechnology.

Appendix A

25

-1

-3

0

+1

-2

-1

Notes

26

FTB7613(NEW03-2008)