BASICS OF WORKFORCE PLANNING Presenters: Max Reichert 225-342-8541 [email protected] Dwuena Wyre 225-342-8084 [email protected].

BASICS OFWORKFORCE PLANNING

Presenters:

Max Reichert225-342-8541

[email protected]

Dwuena Wyre225-342-8084

[email protected]

WORKFORCE PLANNING OVERVIEW

Max ReichertDepartment of State Civil

Service

Contact Information:

(225) 342-8541

[email protected]

WORKFORCE PLANNING DEFINED

Workforce planning is

• getting the right people

• with the right skills

• in the right jobs

• at the right time

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WHY IT IS URGENT

Why is workforce planning urgent now?

14% are eligible to retire in one year.

21% are eligible to retire within three years.

29% are eligible to retire within five years.

Pg. 2

GENERAL GUIDELINES FOR WORKFORCE PLANNING

Avoid overreaching. Don’t collect data

until you know how you will use it.

Keep it simple

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OVERVIEW OF STEPS IN WORKFORCE PLANNING

• Define your purpose for workforce planning.

• Get top management and leadership support.

• Integrate and align with strategic plan and budget.

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OVERVIEW OF STEPS IN WORKFORCE PLANNING

• Determine scope of workforce planning

• Form a task force• Predict future

workforce needs• Analyze workforce

supply

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OVERVIEW OF STEPS IN WORKFORCE PLANNING

• Determine gap between supply and needs

• Create action plan to address gap

• Create evaluation process to assess progress

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GETTING STARTED

Dwuena WyreDepartment of State Civil Service

Contact Information:

(225) 342-8084

[email protected]

GETTING STARTED

Determine the purpose

3 Good Reasons (out of many)…1. To create a pool of potential replacements2. To preserve critical knowledge3. To retain and recruit valuable employees

Ask, “Why do we need to do this?” Determine the goal of your workforce plan

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LEADERSHIP SUPPORT

Communicate to all the purpose, importance, & intentions

Designate an executive level employee to oversee efforts

Provide funding for staff development

Chief Executive Endorsement:

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ALIGNING THE PLANS

Strategic

Types of Plans We Have:

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Budget

WorkforceProvides information to support executive decisions. Includes the strategic vision.

PREDICTING FUTURE WORKFORCE NEEDS

Two Important Questions:

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1. What positions should be included within the scope of the workforce planning efforts?

2. What positions will need to be filled and when?

IN OR OUT?

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Determine which jobs or positions to include.

Jobs to consider:- difficult to recruit- require scarce or technical expertise- executive or managerial level- occupied by retirement eligible employee- mission specific- high turnover

YOU’RE LEAVING?

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Current workforce data- Timeframe for projections- Retirement eligibility- DROP participation

Determine when positions need to be filled.

AGENCY WORKFORCE PROFILES

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Data is for classified permanent and probational employees.

Data is organized by EEO-4 job categories. Data items include average age and the

number of employees:

- currently eligible to retire,

- in DROP, and

- eligible to retire in 5 years.

IMPACTS ON THE WORKFORCE

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Look to your strategic plan for guidance.

Should these vacancies be filled?

- Technology- New Knowledge, Skills, & Abilities- New Programs- Budget - Reorganizations

THE ANSWERS

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Many questions have to be answered when trying to predict future workforce needs.

Guess who has the answers…

YOU!

DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY

Max ReichertDepartment of State Civil

Service

Contact Information:

(225) 342-8541

[email protected]

DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY

THE GOAL:Create a pool of well

qualified applicants who will be available when the vacancy occurs

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THREE STRATEGIES

1. Fill with internal employees who do not need much training or development.

2. External recruitment.3. Train and develop

internal staff to succeed to vacancies when they occur.

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IDENTIFYING COMPETENCIES

Competency: the combination of knowledge, skills, abilities, attitudes and behaviors an employee must have to successfully perform a job or task

JOB PROFILING

A formal process for identifying and documenting competencies required and connecting them to job duties

WHO TO TRAIN AND DEVELOP?

• Use job-related objective criteria

• Do not just nominate people with “potential”

• Communicate to employees what to expect

WHAT ABOUT PRE-SELECTION?

Creating a pool is not pre-selection

Legal standards for hiring apply to selecting who gets into the pool

Use of details and double incumbency can be competitive

Two Key Decisions

1. Will training and development be mandatory for promotion to the position?

2. How to evaluate performance during training and development

CONTINUING THE PROCESS

Establish a schedule to assess progress

Get feedback from managers

Survey employees Modify and maintain

workforce plan as ongoing process

APPENDICESand HANDOUTS

Assessment Tools Classification and

Pay issues Job Profiling Websites Sources of

Competency Lists

WRAP-UP

Question and

Answer Session