workforce planning workshop

8/8/2019 Workforce Planning Workshop

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WORKFORCE PLANNINGWORKFORCE PLANNING

South Carolina

Budget & Control BoardOffice of Human Resources



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SESSION PURPOSE AND TOPICS

Purpose: To develop a common understanding of workforce planning in terms of:

why it is needed

how it is done

activities to date

information and resources available

Topics:

Demographics of today¶s workforce

Who needs to be involved in workforce planning and why

Steps in the workforce planning process

Identifying gaps and surpluses, and strategies for addressing them

Your next steps



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WORKFORCE PLANNING IS:

Good management

Identifying and responding to the future HR needs of the organization

Having the right number of people with the right skills and experience in the

right jobs at the right time

WORKFORCE PLANNING IS NOT:

An exact science

Projections are not predictions«and even your best projections will not be precise!



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IT IS IMPORTANT TO US NOW BECAUSE:

Impacts of an aging workforce

Budget crunch

Competitive advantages and disadvantages of state government

employment

Continuing change



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Employee Age Brackets

-

2,000

4,000

6,000

8,000

10,000

12,000

14,000

FY97

FY2000

FY2001

FY2002

FY97 90 2,160 6,637 8,777 9,915 11,938 12,291 9,403 5,560 2,564 408 132 38

FY2000 129 2,308 6,088 7,880 9,702 11,172 12,580 11,200 6,827 2,884 535 132 66

FY2001 107 1,990 5,167 7,171 8,827 10,222 11,739 11,256 6,895 3,007 605 134 75

FY2002 66 1629 4651 6666 8351 9647 11413 10779 7585 3170 670 144 66

UNDER 20 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75 & UP

his six-year trend data reflects an aging workforce. Each bracket from 55 years of age and higher reflect higher numbers.

oincidentally, the lower age brackets show a decline in numbers during the same time period. his break point has moved

one age bracket since the prior report, from the 50-54 bracket to the 55-59 bracket. Again, the overall numbers are reflective

of our smaller workforce.



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Employees by Years of Service

-

5,000

10,000

15,000

20,000

25,000

FY97

FY2000

FY2001

FY2002

FY97 6,855 18,983 15,577 9,620 7,844 7,256 3,118 534 106 13 5 2

FY2000 7,828 19,412 13,141 11,738 6,416 6,964 5,013 835 123 27 5 2

FY2001 5,768 18,910 11,641 11,582 6,707 6,499 4,917 992 145 27 6 1

FY2002 4,263 18,638 11,523 10,822 7,409 5,981 4,684 1,289 194 28 5 2

Less than

11 - 5 6 - 10 11 - 15 16 - 20 21 - 25 26 - 30 31 - 35 36 - 40 41 - 45 46 - 50 Over 50

A data reporting error resulted in an incorr ect depiction of this i nform ation in prior year s. While the ma jority of our

em ployees are still in the 1±5 year pe riod in their state care ers, the rest of the data reflected does not point to any significant

trends. The numb ers within the 16 -20 group have grown, while the 2 1-25 and 26±30 group numb ers have declined. Th is chart

appears to be re flective o f the overall downsizing of state governm ent em ploym ent.



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Et c str to

45,811 46,45543,653 42,154

23,084 23,814

22,40221,499

1,1401,184

1,2341,018

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

97 2000 2001 2002

HER

BLACK

WHI E

The expected ro th or t represent t on has o o s een delayed y the o erall reduct on n the number o state

employees The only reported number reflect ng any gro th s the ³other´ category , and that ncrease s minimal.



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Three groups to consider«

Future

Employees

I ssues

Recr iti g

Selecti g

Becomi g Pro ctive

Those who will

be with you

I ssues

Retai i g

Developi g

Successio preparatio

A i g Value

Those who will

be leaving

I ssues

Tra s er o

k o le ge/ sk ills

Replaci g

Leavi g a legacy



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T REE APPROAC ES TO WORKFORCE

PLANNING

Work orce Approac :

examines the current workforce and occupations and projects the number and

characteristics of jobs and and number of employees needed to fill them at a specific

point in the future.

Workloa Approac :

focuses on the amount and type of work the organization anticipates handling at a

specific point in the future, and uses this information to project the number of

resources (people and skills) needed to perform that work.

Compete cy Approac :

identifies sets of competencies aligned with the organization¶s mission, vision and

strategic goals. This approach assumes the organization has already considered

workforce and workload and can focus not only on the number of people, but the

competencies employees must master for organizational success.

Adapted from Workforce Planning Resource Guide; IPMA



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COLLABORATION INVOLVES

Strategic pla i g

Budgeti g

Program ma ageme t

uma resource

developme t

uma resource

ma ageme t

Potential Activities:

± identify key players from

each area

± develop a planning team

± define roles

± determine priority goals and

critical areas of need

± review current T&D plan

± review relevant policies



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RESOURCES NEEDED

Commitme t o top leaders ip a d se ior ma ageme t

Communicate

Assure plans are aligned with strategic direction

Hold subordinate managers accountable

Commitme t o Program Ma agers

Lead the process in their own program areas

A automated system or a a d calculator a d ta let



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A FOUR STEP PROCESS

Step 1

ASSESS

current workforce

Step 2

IDENTIFY

future needs, gaps and

surpluses

Step 3

DEVELOP

plans for the transition

Step 4

EVALUATE

monitor progress of

efforts



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STEP 1: Assess t e Curre t Situatio

S can the environment - Review 2000 census data - Monitor economic and political trends

- Review state budget forecasts - Research local public/private sector

- Track anticipated changes in layoffs and hirings

state/federal laws or regulations - Be alert to technological innovations

_______________________________________________________________________________

_______________________________________________________________________________ _______________________________________________________________________________

Review the strategic plan

- Look for direction, goals, and - Review the Accountability Report

priorities with workforce - Identify other sources of information

planning implications - Provide input into strategic planning

________________________________________________________________

________________________________________________________________

________________________________________________________________



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Analyze current workforce data

- Project retirement eligibility - Analyze and project turnover

- Analyze diversity data - Analyze jobs

- Identify current and future skills needed - Develop a skills inventory

- Do workload projections

_________________________________________________________________________

_________________________________________________________________________

_________________________________________________________________________

Assess employee satisfaction

- Analyze exit interview data - Conduct employee surveys

- Find out what your top performers want - and - Find out who leaves and who stays -

don¶t want - in a job or work environment and why

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________



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ASSESS T E QUALITY OF STEP 1 DATA

Do you have data for every category in Step 1?

Is it current?

Is it reliable?

Can it be analyzed by:

business unit?

demographic categories?

class/occupational categories?

Can it be updated easily?

Does it point you toward strategies and actions that are needed?



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STEP 3: Select Strategies to Address Critical Needs

S uccession planning

Identify and develop a pool of people qualified to fill key positions if they

become vacant.

- Develop individual training plans - Consider re-deployment

- Arrange for transfer of knowledge - Develop a recruiting pool

______________________________________________________________________________________________________

______________________________________________________________________________________________________ ______________________________________________________________________________________________________

Targeted recruiting

Identify, attract, and / or develop diverse, qualified applicants.

- Develop relationships with schools - Make maximum use of pay options

- Target outreach to non-traditional groups

______________________________________________________________________________________________________

______________________________________________________________________________________________________

______________________________________________________________________________________________________



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Retention

Determine and respond to factors influencing why people leave or

stay.

- Offer flexible work options - Address work climate issues- Implement reward and recognition practices - Provide employees with necessary tools

- Make maximum use of pay options - Consider job design and ergonomics issues

________________________________________________________________________________________________

________________________________________________________________________________________________

________________________________________________________________________________________________

Training and Development

Develop the skills employees need to perform current and future jobs.

- Train or re-train in critical skills areas - Update Position Descriptions

- Use the EPMS planning stage - Develop individualized training plans

- Use knowledge transfer techniques - Provide career path information

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________



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SELECTING STRATEGIES FOR :

Sk ills Gaps

Succession Planning

Targeted recruitmentand selection

Customized Training

Career Development

Salary Flexibility

Sk ills Surpluses

Retraining

Reassignment

Voluntary

downshifting

VoluntarySeparation

Reduction in Force

Rete tio a d Productivity

Employee Surveys

Organizationaldevelopment initiatives

Pay Options

Challenging assignments

Reward and Recognition programs

Alternative work arrangements

Voluntary downshifting

EAP Referrals



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STEP 4: Determi e t e E ective ess o Your E orts

To what extent do you now have ³the right people with the right skills in the right

place at the right time´?

What progress has been made toward: closing skills gaps

reducing skills surpluses

achieving hiring and retention objectives

meeting diversity objectives

accomplishing agency mission and program goals



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IMPLEMENTATION

Basic project management:

Ensure buy-in, collaboration and support

Allocate resources

Clarify roles and responsibilities

Establish timelines and milestones Monitor success measures at designated intervals

Address new issues and adjust as needed

Communicate



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SELECTED RESOURCES (Co t¶d)

City, State a d Federal Web Sites

About NASA Workforce Data. <http://naade02.msfc.nasa.gov/workforce/about-data.html>

City of Minneapolis. ³Workforce Planning Best Practices Study´. February 25, 1999. <BSTPRACS.DOC>

Colorado. < http://www.state.co.us/dhr/workforce/>

Florida. <http://www.workforceflorida.com/wages/wfi/partners/planning.html>

Georgia. <http://www.gms.state.ga.us/agencyservices/wfplanning/index.asp>

Iowa. ³The 21st Century Workforce - Trends and Attitudes Mean Change´. <www.state.ia.us/Government/idop.index.html>

Kansas. ³State of Kansas Workforce Report´. <http://da.state.ks.us/ps/>

Maine. ³FY2

000 Annual Report´. www.state.me.us/bhr New York. <www.goer.state.ny.us/workforce/planning/links.html>

Office of Management and Budgets. ³Workforce Planning Resource Guide from OMB/HHS´.

<www..os.dhhs.gov/progort/ohr.wfpguide.html>

Office of Personnel Management. http://www.opm.gov.workforceplanning/index.htm

Oklahoma.www.opm.state.ok.us/html/mgt-serv_mgt-serv.htm

Pennsylvania. www.hrm.state.pa.us/oahrm/cep/view.asp?a=135&Q=125177&PM=1

South Carolina. Office of Human Resources Web Site. <www.state.sc.us/ohr/workforce01/wfplanmenu.htm>

Tennessee Valley Authority. ³How to Determine Future Workforce Needs´. www.workforce.com/archive/000/22/83.xci

Texas. <http://www.hr.state.tx.us/workforce/workforceplanning.html>

Washington.<http://hr.dop.wa.gov/workforceplanning/>

Wisconsin. <http://der.state.wi.us/static/pdf/workforce_planning.pdf>\

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