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Speed Bumps on the Road to Workforce Planning

Speed Bumps on the Road to Workforce Planning. Workforce. Planning. OSCPM. Alan Ross Tripp Workforce Planning Manager Office of Personnel Management. What is Workforce Planning?. Workforce planning is the strategic alignment of an organization’s human capital with its business direction.

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Speed Bumps on the Road to Workforce Planning

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  1. Speed Bumps on the Road to Workforce Planning

  2. Workforce Planning OSCPM Alan Ross Tripp Workforce Planning Manager Office of Personnel Management

  3. What is Workforce Planning? • Workforce planning is the strategic alignment of an organization’s human capital with its business direction. Or Having the right person with the right skills in the right job at the right time • It is also a methodical process of analyzing the current workforce, determining future needs, identifying gaps between the present and future, devising and implementing solutions, and evaluating results.

  4. The Big Picture Strategic Plan for Future How do we fill this gap? Current Workforce

  5. The Overall Process • Strategic Planning • Workforce Analysis • Implementation • Evaluation

  6. Strategic Planning Strategic Planning – This is the forward-thinking phase where the organization and/or the workforce planner anticipates the workforce of the future based on directions defined in the organization’s strategic plan. This is the stage where the workforce planning project is planned and defined in terms of scope, resources available, roles and responsibilities and leadership support.

  7. Workforce Analysis Workforce Analysis– This is the point where data about the current workforce is collected and analyzed as well as the need for future staff and future skills sets is projected and contrasted to current capacity.

  8. Implementation • Implementation – • This stage begins with the identification of strategies to address whatever gaps or workforce-related issues have been identified in the workforce analysis phase. It progresses to include development of a plan to deliver/implement those strategies and concludes with the actual implementation.

  9. Evaluation Evaluation – This is the follow-up stage designed to assess the success of the strategies selected. It includes obtaining feedback from those affected by the strategies, measuring the success of the strategies through monitoring systems established in the implementation phase, and revising the strategies and plan as necessary.

  10. Methods of Resource Management • Strategic Staffing • Succession Planning • Retention of institutional knowledge • Retention, Turnover, and Retirement

  11. Methods of Resource Management Strategic Staffing Where are we going to get future employees?

  12. Methods of Resource Management Succession Planning True succession planning involves competency identification and employee assessments, and a proactive approach to employee development by management to constantly ensure the leadership pipeline is filled with potential candidates.

  13. Methods of Resource Management Retention of institutional knowledge Focusing on the critical positions where knowledge loss is the greatest threat Identifying and prioritizing the specific knowledge and skills at risk Developing concrete, actionable responses to mitigate this loss

  14. Methods of Resource Management Retention, Turnover, and Retirement Identifies and analyzes reasons for employee retention, turnover, and retirement to minimize the impact on organizational functionality

  15. Why should we do it? • Because the strategic plan says we have too… • Because we get to have more meetings. • Because it’s really, really, Fun.

  16. The Average State Employee • Avg. Age 45.3 • Avg. St Svc 10.7 • Avg. Yrs 2 Ret 12

  17. The Average State Employee

  18. State Staffing Trends

  19. Short Term Reasons for Workforce Planning • Reductions in Force • Military Deployments • Immediate Retention and Turnover Issues • Legislation

  20. Succession Planning

  21. What is Succession Planning? A systematic effort and process of identifying and developing competencies for key leadership and professional positions in employees to ensure the continuity of management and leadership in an organization

  22. Succession Planning Is Not Replacement Planning Replacement planning is typically reactive. Replacement planning is compatible with and often overlaps succession planning. Succession planning is proactive

  23. Succession Planning Is Not Pre-selection Pre-selection involves choosing a successor without a formal interview or selection process Succession planning involves planned developmental activities for a group of employees.

  24. How does this help with short term problems? U.S. Army Example By identifying and developing competencies that are both job and leadership level specific, organizations are better prepared to align personnel in the event of unexpected shortages. .

  25. Reasons why Workforce Plans Fail They are too ambitious

  26. Reasons why Workforce Plans Fail Unprepared for the negative.

  27. Reasons why Workforce Plans Fail Ineffective internal movement.

  28. Reasons why Workforce Plans Fail Ignoring contingency workforce percentages

  29. Reasons why Workforce Plans Fail Managers didn't own it.

  30. Reasons why Workforce Plans Fail Targets are too narrow

  31. Reasons why Workforce Plans Fail Failure to Prioritize

  32. Thank You Any Questions?

  33. For More Information • www.ipma-hr.org • www.ok.gov/opm/About_OPM/Office_of_Workforce_Planning • www.workforce.com • http://www.naspe.net • Call OPM

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