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Workforce Planning Foundation of a Successful Organisation or

Workforce Planning Foundation of a Successful Organisation or the Poor Cousin of Capability Building. Positive Futures ACWA Conference Management & Leadership Institute Sydney 2006. Presenters: Lucyna MacDermott and Lynne Dalton. Workforce Planning.

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Workforce Planning Foundation of a Successful Organisation or

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  1. Workforce Planning Foundation of a Successful Organisation or the Poor Cousin of Capability Building Positive Futures ACWA Conference Management & Leadership Institute Sydney 2006 Presenters: Lucyna MacDermott and Lynne Dalton

  2. Workforce Planning Having the right people with the right skills Doing the right jobs at the right time all the time More definitions: A comprehensive process that provides managers with a framework for making staffing decisions based on an organisation’s mission, strategic plan,budgetary resources, and a set of desired workforce competencies Or A continuous process of shaping the workforce to ensure that is is capable of delivering organisational objectives now and in the future

  3. Currentviews about WFP • It’s just a fad and not a priority • Don’t know what it means • It is not relevant to NGOs • Don’t have trouble getting staff • Planning is a luxury – we don’t have time • Short term planning seems to cope with day to day operational requirements • Confusion between WFP and staff resourcing and scheduling • Anxiety about WFP requirements

  4. The current NGO Context • Workforce linked to services outcomes (i.e. labour intensive) • Female dominated – 87% • High volunteer usage - 70% of the community workforce • Staff turnover average 16.3 compared to 10-12% to all Australian industry average • Low comparative salary levels – 72% of the average Australian individual • High level of part time roles • 46% of organisations had trouble attracting staff • More complex needs, more clients, more efficiency and budget pressures

  5. Population and Workforce trends Workforce is ageing – a ‘greying’NGO sector Retirements mean loss of leadership positions Loss of intellectual capital and organisational history Workforce is more diverse Increased competition for staff Workers with changing values and expectations and mobility Ever increasing expectations of improved service delivery by clients.

  6. Why Do Workforce Planning? • provides managers with a strategic base from which to anticipate change – initiative rather than reaction • provides knowledge base about current workforce and maps requirements for the future • minimises the cost of carrying vacancies - vacant positions do not automatically translate into savings • Lowers turnover and its cost – estimated turnover costs are between ¾ and 1 ½ times an employee’s salary • Allows to plan replacements and changes in workforce competencies - reactive recruiting benefits no-one • Career path and succession planning protect the organisation and benefit staff – higher morale, better retention

  7. Steps involved in WFP Develop strategies to manage the gap between need and have Step 4 Make workforce supply forecasts based on internal data and external trends Step 3 Step 2 Assess the staff needs for the scenario ( how many, qualifications, skills) Develop scenarios about future activity in accordance with the organisations strategic plan and other relevant external information Step 1

  8. Continuous activity integrated with overall management "rear-view mirror" approach or "future-focus" Assess Adjust Strategic direction Future requirements Scenarios Monitor Evaluate Demand Analysis Workforce quantity and quality Objectives Resources Timelines Responsibility Supply Analysis Implementation Gap analysis Possible Solutions Difference between demand and supply Actions and initiatives To close the gap

  9. Workforce Planning Tools Strategic HR Solutions Financial/Budgets Logistical Arrangements Staff Dev Solutions

  10. Workforce Planning Tool Skills Gap Skills Surplus AttractionIssue RetentionIssue Succession Management (Mentoring, Skills/knowledge transfer)    Specialised/targeted recruitment   Innovative simplified selection   Redeployment  Severance  Equity and Diversity Planning    Leave Management   Phased retirement   Alternative work arrangements(telecom, flexible hours, part time)    Strategic HR Solutions

  11. Financial/Budgets Skills Gap Skills Surplus AttractionIssue RetentionIssue Outsourcing/contract work  Link budgets to staff renewal   Salary packages, incentives    Attractive employment conditions    Logistical Arrangements Technology (Telecommuting, skill enhance/replace)    Accommodation   Transportation  

  12. Staff Dev Solution Skills Gap Skills Surplus AttractionIssue RetentionIssue Specialised Training    Re-Training   Career Development     Traineeships    Staff mobility(job rotation, acting, secondments)     Subsidies fees(Bursaries, HECs Scholarships)     Performance Management   

  13. Beyond Generic Workforce Planning Population based planning • Consumer/client based workforce planning • therefore • definition of the services the public need • then • decision regarding the skills,competencies, • numbers and types of staff

  14. Workforce Planning is the foundation on which organisations evolve  Workforce Planning can change your organization for the better quickly  Workforce Planning is definitely “do-able”

  15. References & Contact Details Wise M & Ridoutt L,2005, Demand Driven Human Services Workforce Planning, Public Administration Today pp22-27 A Practical guide to Workforce Forecasting Developing future scenarios for Workforce Planning, www.dpc.wa.gov.au Australian Community Sector Survey conducted yearly by ACOSS and NCOSS www.ncoss.org.au Department of Employment and Workforce Relations www.workplace.gov.au CONTACT: The Lumac Group Pty Ltd Lucyna MacDermott lumacd@optusnet.com.au 0409 749 701 Lynne Dalton, lynnedalton@bigpond.com 0410 512 792

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