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Workforce & Succession Planning

Workforce & Succession Planning. Gary Watkins Workplace Performance Technologies (Pty) Ltd trading as Workinfo.com. AGENDA. Introductions Admin Issues Workforce Planning – Intro Workforce Planning Models Phase 1 Phase 2. Admin Issues?. Breaks Tea : 10:00 – 10h30

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Workforce & Succession Planning

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  1. Workforce & Succession Planning Gary Watkins Workplace Performance Technologies (Pty) Ltd trading as Workinfo.com

  2. AGENDA Introductions • Admin Issues • Workforce Planning – Intro • Workforce Planning Models • Phase 1 • Phase 2

  3. Admin Issues? • Breaks • Tea : 10:00 – 10h30 • Lunch : 13h00 – 14h00 • Tea : 15h00 – 15h30 • Workbook and Exercises

  4. VP of Workforce Planning? "Being strategic demands that you look at the big picture, that you forecast and attempt to prepare for the future by taking into account as many variables as possible. Without forecasting fluctuations needed in the demand, supply, and movement of talent, a.k.a. “workforce planning,” HR will continue to get blindsided by "surprise" internal and external events.“ Dr. John Sullivan

  5. What is Workforce Planning? • Right people - With the Right skills - In the Right Place - At the Right Time or • Systematic approach for identifying the workforce competencies required to meet the company’s strategic business objectives and developing the strategies to achieve this

  6. What is Workforce Planning? Simply put….. • Attracting and retaining the talent / skills needed to survive…

  7. Main Drivers of Workforce Planning

  8. Why do Workforce Planning? • Addresses the organization’s competency/ skills needs • Provides workforce demographics, retirement projections, and succession planning. • Provides rationale linked to expenditures for recruitment, training, employee development, retention… • Provides tools to address changes • Assists in creating a high quality workforce • Provides critical information

  9. Why do Workforce Planning (2)? • EE numerical targets • WSP • BBBEE • Emerging competencies / tasks needed • Retrenchments • Transfers, mergers and acquisitions • New HR service delivery models • Human capital/talent management • Transformation initiatives in public sector • Labour market trends • Social/Market influences – HIV/AIDS,

  10. Why do Workforce Planning (3)? • Demographics and Trends in the workplace have changed. • These changes have impacted YOUR organisation • Recognising and being prepared (WFP) – you ensure you have the necessary human capital to achieve your mission (Business Strategy/objectives)

  11. Trends?[Activity] • Baby Boomers (BB) are getting older • BB redefine retirement age • Technology – changes HR Function • New Legislation • Labour pool is shrinking • Globalisation • Workforce needed for tomorrow is very different from today

  12. Trends????? IPMA Workforce Planning Resource Guide

  13. Therefore WFP is…. IPMA Workforce Planning Resource Guide

  14. WFP and Succession Planning? • WFP : Right People, right place, right time • Succession Planning : Subset of WFP – right leadership in every place in the organisation (prepare for advancement through development) – talent management! Page 9

  15. HR Strategic Plan

  16. Changing HR Roles and Strategy • HR – strategic HR Skills and abilities • Competencies • Leader – influence the direction of the business • Change Agent – addressing and initiating improvements • Business Partner • WFP – integral to your HR Strategy

  17. Exercise

  18. Shared Service Models

  19. Is there a generic model? • Both public and private, have developed models for workforce planning…the processes are all very much alike. • All rely on an analysis of • present workforce competencies (demographics, retirement projections, etc); • identification of competencies needed in the future; • a comparison of the present workforce to future needs to identify competency gaps and surpluses; • the preparation of plans for building the workforce needed in the future; and • an evaluation process to assure that the workforce competency model remains valid and that objectives are being met. Source: A Guide to Workforce Planning in the U.S. Department of the Interior, Office of Personnel Policy

  20. Workforce Planning Model

  21. WFP Model

  22. Phase 1 – Planning Stage

  23. Strategic planning (1) • Assemble workforce planning team • Assess organisational readiness for workforce planning • Resources and capabilities • Commitment • Expertise • Time • Money • Technology • Develop communication strategy • Assess employee

  24. Strategic planning (2) • Conduct analysis of business requirements • Determine scope of workforce planning project • Identify outcome priorities

  25. WFP Scope • What is the focus of the plan? • Why are we doing it? • What do we want to achieve? • Is this plan for the whole organisation or just for my work unit? • Where does the plan “fit” in terms of the organisation’s hierarchy of plans; that is, strategic, operational, corporate, specific purpose?

  26. Purpose of Planning Phase • Focus on function, not on peopleneeded to do the job. Once you have a strategic plan, you need to think about what functions you will need to perform in order to accomplish the strategic mission of your organization. • Key positions or their work requirements will NOT remain forever static. • There is no foolproof way to predict key positions with absolute certainty. Some possible approaches are:

  27. Analytic Tools & Exercises Exercise • Functional Scanning: A systematic process of examining external trends. • Economic, government/legal, technological, social, geographical, and other issues affecting the organization's external environment. • Organizational Analysis: A systematic process of examining how an organization is positioning itself to address future challenges (SWOT analysis). • How well-positioned is the organization to respond to the effects of future trends? • What action steps can the organization take to meet the threats and opportunities posed by future trends? • How can the organization maximize its strengths and minimize its weaknesses as the future unfolds?

  28. Impact Analysis • Overview of impact analysis template

  29. Results Matrix

  30. Phase 2 – Analysis Stage

  31. Phase 2 – Analysis Stage (ii)

  32. Supply Projection: • Workforce Profile • Business Outlook • Staffing • Company Strategies • Competencies Current State Base-Line GAP ? Future State Vision Strategy • Demand Forecast: • Projected Workforce • Future workloads • Competencies Needed • Technology Workforce Planning - Analysis • Key Questions • Approach : • How will you achieve your goals? (how will you reduce the gap?) • Challenges : • What are the strengths, weaknesses, opportunities and threats you must understand in order to achieve your vision • Benefits • What is your value proposition to business? • Metrics • How will you know if you are successful? Supply Analysisfocuses on identifying organizational competencies, analyzing staff demographics, and identifying employment trends. Competencies? Labour Market? Org. movement Business Activity Projected Needs? Impact of Changes? Technology? WFP IMPLEMENTATION ROADMAP Demand Analysisdeals with measures of future activities and workloads, and describing the competency set needed by the workforce of the future.

  33. Supply Projection: • Workforce Profile • Business Outlook • Staffing • Company Strategies • Competencies Current State Base-Line GAP ? Future State Vision Strategy • Demand Forecast: • Projected Workforce • Future workloads • Competencies Needed • Technology Workforce Planning - Analysis • Key Questions • Approach : • How will you achieve your goals? (how will you reduce the gap?) • Challenges : • What are the strengths, weaknesses, opportunities and threats you must understand in order to achieve your vision • Benefits • What is your value proposition to business? • Metrics • How will you know if you are successful? Supply Analysisfocuses on identifying organizational competencies, analyzing staff demographics, and identifying employment trends. Competencies? Labour Market? Org. movement Business Activity Projected Needs? Impact of Changes? Technology? WFP IMPLEMENTATION ROADMAP Demand Analysisdeals with measures of future activities and workloads, and describing the competency set needed by the workforce of the future.

  34. Analysis – Supply & Demand • Scan the environment • External Environment • Demand and Supply of workers • Emerging occupations • Retirements • Competitors • Legislation • Competitors • Economic conditions • …..

  35. Analysis – Supply & Demand • Workforce Profiles • How many employees at each organizational level? • What is the grade structure for these levels? • What is the average education level/grade/step/time in position for employees in this field? • What is the turnover rate? Are employees leaving the organisation to transfer to other organizations (public / private / competitors)? • Are employees in this field moving around within the organisation? • Are employees retiring when eligible? • What is the predicted retirement count for the next five year? • What is the average age and years of service at retirement? • What are the gender/racial/age/disabilities statistics for this field? • How are contract employees utilized? • Can / Should any of the work be outsourced?

  36. Analysis – Supply & Demand • Demand Analysis • Qualitative data on anticipated workload changes • Workforce changes during the planning period • Qualitative and quantitative data on future competency requirements

  37. Workbook Resources • Supply • Demand • Summarise

  38. Analysis – Competencies Competencies are a set of behaviours that encompass skills, knowledge, abilities, and personal attributes are critical to successful work accomplishment. • Workforce Skills Analysis • The skills needed to carry out the a function at an organisational level • Core Competencies • Across the organisation and between jobs • Individual Competencies

  39. Analysis – Skills & Competencies • What skills are currently available? • What skills will be needed in the future? • Gap? • Competency Model? • A map to display a set of competencies that are aligned to the company vision, mission and strategic goals.

  40. Analysis – Skills & Competencies • Developing Competency Sets • Perform Job Analysis to identify job tasks for critical positions • Broaden to include Knowledge, Skills and Abilities • Identify Job competencies (effective performance) • Develop model for new roles • Develop preliminary clusters for organisational positions Page 101 of exercise book

  41. Supply Projection: • Workforce Profile • Business Outlook • Staffing • Company Strategies • Competencies Current State Base-Line GAP ? Future State Vision • Demand Forecast: • Projected Workforce • Future workloads • Competencies Needed • Technology Gap Analysis Indication: • Future shortage Strategy: • Recruitment • Training • Succession • Critical gaps analysed • Timely intervention Supply is less than Forecast

  42. Supply Projection: • Workforce Profile • Business Outlook • Staffing • Company Strategies • Competencies Current State Base-Line GAP ? Future State Vision • Demand Forecast: • Projected Workforce • Future workloads • Competencies Needed • Technology Gap Analysis Supply is greater than Forecast Indication: • Future excess Strategy: • Skill sets no longer needed? • Retraining • Transfers • Separation incentives?

  43. Gap Analysis Process

  44. Action Items • Phase 3 – Implementation • Phase 4 – Evaluation & Monitoring

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