Workforce Planning

1. Workforce Planning Designing a Workforce Planning Model for the Department of Military and Veterans Affairs Presented by: Civil Service, Workforce Planning and Recruitment Services

2. What Is Workforce Planning?Workforce Planning is the process for making human resource decisions which provides the: • Right People • Right Skills/Competencies • Right Place • Right Time

3. Why Is Workforce Planning Important? • Provides management with a strategic basis for making human resource decisions • Allows management to be proactive rather than reactive in anticipating workforce needs • Maximizes organizational effectiveness by integrating the organization's mission, strategic plan, budget resources, technology, and human resource needs

4. Lack of Workforce Planning Results in: • Gaps in staffing • Lesser equipped/experienced workforce • Work production/level of service suffers • Reduction in funding • Increased overtime costs • Decreased employee morale

5. Workforce Planning Results in Tangible Outcomes: • Reduced turnover costs • Identifies recruitment, development and training needs • Ability to accurately budget staffing needs • Regular business process review increases operational effectiveness • Bridge gaps due to attrition, retirement and downsizing

6. Workforce Planning Model

7. Set Strategic Direction • Executive management buy-in • Establish team - include HR, budget, IT, bureau representatives • Establish projection time frame E.G. 5, 10, 15 years

8. Current Workforce AnalysisData Sources: • Organization charts • Position inventory MIDB report MHR 1031 • Budget • Separations by type, position code description, etc. MIDB report MHR 1017

9. Current Workforce AnalysisStatus Checks: • Current strategic objectives • Current technology • Current skills - years of experience by class, level, performance reviews, developmental plans, eligibility of staff for promotions/ lateral job changes • Appropriateness of classifications for work being performed

10. Future Workforce AnalysisData Sources: • Regular retirement eligibility MIDB report MPR 1021 • Projected retirement eligibility MIDB report MPR 1022 • Seniority report MIDB report MRH1006

11. Future Workforce Analysis,Cont.Data Sources: • Budget appropriations • Projected labor outlook (DOL) http://www.bls.gov/ • Projected wage/salary costs MIDB report MPR1020

12. Future Workforce Analysis, Cont.Status Checks: • New programs being funded (managers) • New programs being planned (managers) • Changes in focus of programs (managers) • Technology changes/needs (manager, IT) • Education, certification, licensure requirement changes (CIS, colleges, managers)

13. Future Workforce Analysis, Cont.Status Checks, Cont.: • Changes to or new objectives in strategic plan • Pending or proposed legislation • Training requirements for staff to stay current • Training requirements for staff to meet new requirements • Changes in business processes (outsourcing, different skill needs, etc.) • Offices/work areas combining or splitting

14. Gap Analysis • Review available exit interview data • Project vacancies based on MIDB data • Project vacancies based on new program needs, assessment of current staff • Compare current knowledge base to new knowledge required: is training available, how long will it take to acquire the knowledge needed • Cost/benefit of training vs. New hires

15. Gap Analysis, Cont. • Review impact of retirements and other projected turnover • Cost benefit of redeployment/retraining vs. RIF • Determine if changes in business processes or organizational structure impact any bargaining unit issues • Determine if staff/supervisor ratios are still appropriate

16. Gap Analysis, Cont. • Evaluate wage/salary costs, needed capital outlay for space, technology, training and whether there are sufficient financial resources

17. Workforce Strategy and ImplementationHow to Address the Gaps: • Hiring needs: review/develop recruitment strategy(ies) and set specific hiring goals, streamline process, identify target classes • Training needs: review/develop training strategy and set specific timeframes and outcomes, determine providers • Technology needs: develop strategy to purchase, install and train on new equipment/software, determine providers

18. Workforce Strategy and Implementation, Cont.How to Address the Gaps: • Budget needs: determine priorities, supplemental requests • Organizational needs: make any required organizational structure changes • Labor relations issues: conduct labor management meetings, provide notice to OSE if bargaining unit impacts or RIF • Space needs: develop acquisition plan, moving schedule

19. Workforce Strategy and Implementation, Cont.How to Address the Gaps: • Policy/procedure, strategic plan impacts: make any necessary changes, updates • Monitoring needs: develop processes for determining success of training and recruitment, business process changes • Retention/succession issues: determine employee perks, promotional potential • Communication needs: develop plan to announce implementation of new initiatives

20. Measure, Monitor, Modify • Monitor impact of business process and technology changes • Measurement-establish new workload processing standards, develop production reports, exit interviews, CS surveys • Modify strategies as necessary

21. Lack of Workforce Planning Results in: • Gaps in staffing • Lesser equipped/experienced work force • Work production/level of service suffers • Reduction in funding • Increased overtime costs • Decreased employee morale

22. Make the Commitment: • Dedicate the time and resources • Incorporate workforce planning into the strategic plan The Result will be: • Increased efficiency, productivity and effectiveness • Continual improvement • Proactive response to business needs

23. Questions? . . . How can we help?