Workforce Planning: How to Get Started May 1, 2008 Marcia Isbell Principal Consultant EMA, Inc. misbell@ema-inc.com.

Workforce Planning: How to Get Started

May 1, 2008

Marcia IsbellPrincipal ConsultantEMA, Inc.misbell@ema-inc.com

This presentation

has 2 sections

1. A Model for Workforce Planning

2. Recruiting the Next Generation

A Model for Workforce Planning

Proactive Workforce Planning is…

…… a methodical process of analyzing your workforce, determining your future workforce needs, identifying the gaps to be addressed, and implementing SOLUTIONS to accomplish the mission, goals, and objectives of your organization.

Basic Steps

• Identify what you have (inventory)– Projected retirement data– Demographics and strategic Information– Existing training programs/opportunities

• Identify what you want (plan)– Leaders who understand and meet leadership competencies– Effective training which meets the organization’s needs

• Identify what you need to do (action)– Plan/phase-in a program which meets your needs– Establish measurable goals/monitoring program– Communicate the programs and goals

Base Your Plan on Data

What might the data tell you?• There is an immediate need for

trained field supervisors & superintendents• The organizations desired leadership

characteristics must be publicized and integrated in training programs

• The average age of your workforce is 52 and recruiting is not targeted at recent college graduates

Understand Organization’s Projected Retirements: 2008-2013

• Field Supervisors• Superintendents• Professionals• Managers• Engineers• Office Support• Blue Collar

• 65%• 60%• 38%• 25%• 23%• 22%• 15%

Prerequisites for Successful Workforce Planning are Essential

• Executive Leadership and Management Support• Understand Workforce Drivers

– Increasing Retirements– Tighter Labor Market– Expanded Skill/Talent Requirements

• Clear Strategic Direction with Well Defined Short and Long Term Goals

• Human Resource and Organizational Support

(Reference: “Workforce Planning Resource Guide”, IPMA 2002)

IPMA Generic Workforce Analysis Model Adapts To Your Utility’s Unique Needs

STEP 1Scan

STEP 2Supply and

Demand

STEP 3Gap

Analysis

STEP 4Action

Strategic plans

Internal factors

External factors

SWOT analysis

Workforce

Workload

Competencies

Compare current

to future needs

to identify the

gap/surplus

Recruitment/retention strategies

Implementation planLeadership Support

Change Management

CommunicationEvaluation

Modification

Feedback

Step 1: Scan – Utility’s Strategic Direction Sets “Goalposts” For Your Playing Field

• Strategic Plan – defines the business drivers for future workforce skills and the workforce changes that will impact your business

• Internal Factors – identifies your organizational capabilities and resources

• External Factors – identifies the external drivers and trends

• SWOT Analysis – analyzes your strengths, weaknesses, opportunities and threats

• Capability

• Resources

Analyze Internal Factors

Understand External Factors

• Trends

• Drivers

SWOT Analysis Aligns Organizational Strengths With Workforce Strategy Compare the external opportunities and threats

against your internal strengths and weaknesses

STRENGTHS OPPORTUNITIES

WEAKNESSES THREATS

Positives+

Negatives–

Internal Factors

ExternalFactors

Workload

Workforce

Analyze Future

Processes Competencies

Analyze Current Jobs

Analyze SkillsIDENTIFY

RESOURCES

Analyze Talents

Step 2: Supply And Demand – Analysis Approach Varies To Meet Needs

IDENTIFY WORK

A Mix of Approaches Can Be Used for Supply & Demand Analysis

• Workforce – analyze jobs that need to be done, identify types of positions needed to do the jobs, calculate the number of people needed to achieve organization strategies.

• Workload – identify the work processes, capture data (cycle time, volume, cost, performance measures), (consider reengineering!), forecast future workload.

• Competencies – focus is on “ideal” workforce, competencies derived from strategic planning, assess workforce to identify competency gap.

Step 3: Gap Analysis – Compare Current To Future Needs To Calculate Gap

Gap Analysis• New Regulations

• New Technology• New Facilities• Redesigned Practices

• New Hires• Transfers• Promotions• Recalls

• Retirements• Promotions• Demotions• Terminations• Disabilities• Lay-Offs

• Deficit Resources/Skills

• Surplus Resources/Skills

OutflowsInflows

Changing Work

FutureWorkforce

Needs

Gap Analysis Should Have These Generic Components

• Analyzing the current workforce• Identifying the workforce needed for the future• Comparing the present workforce to future

needs to identify gaps• Preparing plans to eliminate these gaps and

build the workforce needed in the future• Evaluating the processes and results to

ensure organizational objectives are met

Step 4: Action – Prioritize Your Plans Based On Analysis Results

• Strategic Planning• Additional Supply/Demand or Gap Analysis• Recruitment & Retention Strategies• Succession Planning• Training Programs• Redesign or Reorganization Opportunities• Diversity Initiatives• Leadership Development• Knowledge Management

WorkforcWorkforcee

andandWorkplacWorkplac

ee

WorkforcWorkforcee

andandWorkplacWorkplac

ee

FutureToday

CurrentReality

Business as Usual

Business as Usual

Visioning: What Will Be Your Future Workforce?

Future

What Does Your Desired Future Workforce and Workplace Look Like?

WorkforcWorkforcee

andandWorkplacWorkplac

ee

WorkforcWorkforcee

andandWorkplacWorkplac

ee

Today

CurrentReality

DesiredVision

Future Workforce and Workplace: What Might They Look Like?

• Workforce Composition?– Quantity, Skills Type/Mix – Talents, Knowledge, Experience – Flexible, Cross-Skilled, Tech-Savvy

• Workforce Diversity?– Gender, Ethnicity, Cultural Factors– Age, Longevity

• Workforce Environment?– Conditions, Flexibility– Culture, Feel– Learning, Growing, Mentoring

Workforce

andWorkplac

e

Workforce

andWorkplac

e

Today

CurrentReality

DesiredVision

Future

New Workforce Stra

tegy

New Workforce Stra

tegy

Business as Usual

Business as Usual

What Changes Are Needed To Achieve Your Desired Future Workforce?

Visioning Exercise:Answer Three Questions

1. Describe Your Workforce Current Reality2. Envision Your Desired Future Workforce

and Workplace3. What Changes (from Your Current

“Business as Usual”) are Needed to Get You There?

Recruiting the Next Generation

10 Most Difficult Jobs to Fill

1. Engineers2. Machinists/Machine

Operators (10)3. Skilled Trades4. Technicians (4)5. Sales

Representatives (1)

6. Accounting & Finance (8)

7. Mechanics (3)8. Laborers (9)9. IT Staff10. Production

Operators

IPMA Study 2007

Average Days to Hire = Up to 104!!

• HR asked to recruit• Vacancy announced• Application deadline• Testing evaluation begins• Testing evaluation complete• Hiring manager receives list• Time to being interviews• Hiring manager offers job• New hire reports to work

• 12• 8• 17• 12• 12• 11• 9• 8• 15

IPMA Study 2007

Recruiting Actions Reported by Public Agencies

• 2/3 of respondents are taking action to address workforce issues– 38% implementing training & development for

current workers– 24% implementing flexible schedules for

retirees to keep them working longer– 15% creating mentoring programs

• Only ½ take applications over Internet• 1 – 10 hours spent per recruitment• 83% do not calculate their cost per hire

IPMA Study 2007

Why is This a Problem for You?

Circumstances Have Changed:• Demographics and Workforce Projections • Aging Workforce• New Work and New Technology

New Circumstances Require New Responses And Strategies

Workforce Changes are Here!

• THE FUTURE– 27% NEXTERS, Echoes, Millenials 1980-2000– 16% GenXers, Generation X 1964-1980

• THE PRESENT– 29% Baby Boomers 1946-1964– 23% Veterans, Silents, Traditionalists 1922-

1946

What Do We Expect to Happen?

• 60% of Baby Boomers will retire by 2015• 61% of America’s youth between 18-24 will be

Hispanic by 2015• 21% of the U.S. population under age 25 in

2000 was foreign-born or first generation, up from only 7% in 1970

• The Asian population increased 48% from 1990 to 2000

Which Occupations Will be Most Impacted?

• Executive, Management, and Administration Jobs

• Professions with high educational requirements

• Jobs where downsizing or hiring freezes have skewed the age distribution

• Unionized jobs• Part-time jobs

Recruitment:What Do We Want?

• Sufficient Numbers of Qualified Employees to Meet Business Needs Today and Tomorrow

• Trained and Motivated Employees Available When Needed

Recruitment: What Do We Need To Know?

• Local Demographics• Target Audience(s) and Sites• Key Messages for Key Audiences (One

Size Does Not Fit All)• Required vs. Obtainable Skills

(for the positions being targeted)

Baby Boomers Workplace Values

• BABY BOOMERS: 29% of U.S. population– Qualified/experienced– Willing to work overtime– Willing to work until retirement– Loyal to employer– Identify self-esteem/personal

worth with job– Grateful for steady employment

Tools Used to Recruit Baby Boomers Reflected “Crowd Control” Techniques

• Multiple Hurdle Processes• Long, Formal, Inflexible Processes• “Paper” Intensive: Copies of Resumes,

Supplements, Licenses, Certifications, (No On-line Applications)

• Limited Feedback to Applicants• Complicated Civil Service Procedures

Today’s Target Audience: GenXers

• GENXERS: 16% of U.S. population– Lukewarm on overtime– Need job training/not necessarily qualified– Impatient/unwilling to wait for job perks– Expect portable benefits/customization– Seek personal satisfaction/independence– Do not identify their self-esteem with their jobs– Not likely to work until retirement at one

company

Updated Recruitment Tools Needed to Grab Attention of This New Market

• Online Job Applications and Quick Responses• Training and Independence Emphasis• Increased Communications/Outreach• Openness/Readiness for Change• Negotiation/Customization and Challenges

Learning: A Key to Keeping GenXers

the more GenXers learn;the more likely they stay.....

Recruitment: What Do We Need To Do?

• Identify New Target Pools• Try New Approaches to be More

Attractive• Look Outside of Your Industry: Be Bold! Take Risks!• Be Willing to Fail

Make Recruitment an Organization Priority

• Share The Vision!• Respond Faster/

Explain Better• Update All Written

Materials– Agency Mission– Agency Benefits– Job Announcements– Work Opportunities

• Improve Training and Availability

• Be Open and Ready for Change

Accentuate The Positive About Working at Your Organization

• Emphasize Assets: Location, Working Conditions, Salaries

• Identify Potential Benefits• Highlight Agency Mission: Environmental

and Public Health Stewardship• Identify Creative Work

What Workers Want!

Source: The New Employee/Employer Survey - Harris Interactive Poll of over 7,700 employees nationwide,originally sponsored by 30 major organizations.

10109Flexible WorkplaceJ.

997Work That is Worthwhile to SocietyI.

112Comprehensive Benefits PackageH.

554Work That's Personally StimulatingG.

8810Two Weeks Additional Paid VacationF.

245Work that is EnjoyableE.

421Comprehensive Retirement PackageD.

778Ten Percent More in Total CompensationC.

333Work that Enables Me to Learn and GrowB.

666Flexible Work ScheduleA.

To "Young" Workers(Age 18-34)

To "Mid-Career" Workers

(Age 35-54)

To "Mature" Workers(Age 55+)

What Matters (Rate 1-10; 1= Matters Most)

Get “Out Of The Box”!

• Look in New/Different Places for Talent• Highlight/Reward Creativity and Flexibility in the

Approach to the Job• Upgrade/Link Your Website to New Sites• If your old way is not meeting your

recruitment needs, take risks and “crank it up a notch”!

Are you listening to What Workers Want?

What’s In It For Your Agency?• Better managed organization

– Shared clarity on Strategic Plan priorities– Involvement of management in recruitment goals and

actions– Understanding of broad Human Resources

funding needs• More satisfied employees

– Challenges and opportunities– Communication and inclusion

• Enhanced reputation– More successful recruiting

Recruitment Exercise:What Do You Need to Do?

• Identify one NEW recruitment strategy that your organization could implement to significantly impact hiring results.

• List the action steps that are required to implement this recruitment strategy.

• Identify obstacles to the strategy and quick thoughts on actions to overcome obstacles.