1 / 19

STAFFING ASSESSMENT

Learn the 6 steps to complete a staffing assessment, including evaluating goals, identifying influencers, analyzing the current state, envisioning needs, conducting a gap analysis, and developing a solution plan.

hilliardd
Download Presentation

STAFFING ASSESSMENT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. STAFFING ASSESSMENT Massachusetts Nonprofit Network October 2018

  2. AGENDA Introduction 6 Steps to Complete a Staffing Assessment FBMS Assessment Results and Report Best Practices and Lessons Learned Questions

  3. Staffing Plans… • are used to identify not only head count additions and reductions but also the different skills and knowledge that might be needed. • may encompass employees, contractors, consultants or other experts. • are often used during budget cycles to help plan and allocate costs.

  4. A Staffing Plan… • has an operational/tactical focus. • generally has a one-year outlook. • is generally a head count plan. • addresses one future-state scenario.

  5. Staffing Plan Steps… • are used in developing a staffing plan. • help you ask the right questions to come to a clear understanding of the current and desired future state of the function and how to get there. • can be applied to any function within an organization – or the organization as a whole. • should be completed in order for best results.

  6. Six Steps to Complete a Staffing Plan1 • Evaluate goals: What does this function need to accomplish? • Identify influencers: What factors might affect the staffing plan? • Identify the current state: What is the starting point? • Envision needs: What is really needed (end state)? • Conduct a gap analysis: What differences exist between the current state and the end state? • Develop a solution plan: What types of staff are needed? When and where? 1How to Guide – “How to Develop a Staffing Plan” Society for Human Resources Management, January 11, 2018

  7. Step 1: Evaluate Goals What goals need to be achieved? Note: departmental goals should align and support organizational goals. Questions to ask when evaluating goals include: • What are the organization's major strategic and tactical goals for the upcoming year? • How will the function support those goals? • What goals do I need to set for my function to ensure I'm aligned with the company's goals? • What support are other functions/departments expecting from my department this year? • What internal goals would this function like to achieve this year?

  8. Step 2: Identify Influencers Determine the factors that might affect the staffing plan. Influencers can be internal or external to the organization. Questions to help identify influencers include: • What is the talent availability in our market? • What trends are affecting skill development? Will technology changes influence our labor supply or demand? • Will changes to regulations affect our workforce? • Do we have competitors that will affect the supply of labor? • Will economic or financial factors affect our staffing plans? • Do we need to account for constraints or impacts from facilities or infrastructure? • Are potential "game changers" affecting our industry?

  9. Step 3: Analyze the Current State of the Function Compile information on the current state of the function or create an inventory of the important components of the skill set currently in play. Questions to ask while analyzing the current state include: • What systems should I review for data on the current state? • Who are my current staff members? What positions affect how we get things done (e.g., what responsibilities require an HR manager versus an HR administrator)? • What expertise do staff members bring to their role? Continued on the next page

  10. Step 3: Continued • Do other employees outside of my function regularly influence achieving team goals (e.g., perhaps the employee in payroll who reports to the chief financial officer)? • Do vendors, contractors or others outside my organization regularly contribute to achieving team goals? • What are the competencies my current staff have? • Do I have any employees who are flight risks or who have personal issues that may affect their longevity with the organization?

  11. Step 4: Envision Needs Envision what will be needed to accomplish the goals set out in Step 1. Questions to ask while envisioning needs include: • What expertise does the function need to accomplish our goals for next year? • How many people will we need to meet our goals, and where should they be located? Continued on next page

  12. Step 4: Continued • Does staffing change throughout the year? What will it look like in six months? In 12 months? • What is the ideal mix of staff, contractors or outside expertise needed to meet our goals? Generally outside experts are costly specialists such as lawyers or consultants whom you may want on only a very limited basis but whose input is critical to the success of the plan. Contractors should be hired to fill short-term needs. • What budget will we need to meet our goals?

  13. Step 5: Conduct a Gap Analysis Step 5 identifies what is missing between the end state outlined in Step 4 and the current state identified in Step 3. Questions to ask when doing a gap analysis include: • If I compare the end state to the current state, in what areas are we currently unable to support outlined goals? • Where will we need to adjust current staffing? Will factors such as current performance or mobility affect the current staffing? • Do we lack staff with the right expertise in functional areas? • Do we have geographical gaps in which we need to hire staff? • Will cross-functional collaboration be needed? If so, how can we strengthen that partnership?

  14. Step 6: Develop a Solution Plan Put together a plan to achieve the stated goals for the upcoming year. The plan should include both end-state staffing and any interim staffing needed. Step 6 often encompasses determining timing (i.e., when to hire or promote specific staff) and assigning costs if the staffing plan is being done in conjunction with a budget cycle. • What level of expertise do I require in which roles? • How am I accommodating for the influencers identified in Step 2? Continued on next page

  15. Step 6: Continued • How am I addressing the gaps outlined in Step 5? Outside of hiring, would training or other methods help cover these gaps? Can we fill some of these gaps with technology? • How often do I need to revisit this plan to ensure it continues to meet organizational needs? Questions to ask while developing the solution plan include: • Given all the information above, how do I use it to achieve the goals outlined in Step 1? • At the end of the year, what should my staff composition consist of? • When and where will we need to adjust staffing levels to support organizational goals?

  16. FBMS – Results and Report • How the results were reported (and to whom). • What happened after the report was received? • How has the assessment been used? • What is the value of a staffing assessment?

  17. BEST PRACTICES AND LESSONS LEARNED

  18. QUESTIONS?

  19. Panelists Nadine F. Pfautz, SPHR & SHRM-SCP Owner & Founder Pfautz Consulting Group, LLC nadine@pfautzconsulting.com Deborah M. McCormick Associate Pfautz Consulting Group, LLC deborah@pfautzconsulting.com Terri MacNayr Director of Human Resources Father Bill’s & MainSpring tmacnayr@helpfbms.org

More Related