A-Workforce-Planning-Framework-for-the-Civil-Service-and-Non-Commercial-State-Bodies1 (1).doc

7/25/2019 A-Workforce-Planning-Framework-for-the-Civil-Service-and-Non-Commercial-State-Bodies1 (1).doc

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###################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################################5uidelines6 7orkfor8e 4l-nning 9r-meworkfor the :ivil ;ervi8e -nd


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Lsers 5uide 1his fr-mework is intended to provide - step/by/step guide to -ssistyour org-nis-tion in prep-ring - 7orkfor8e 4l-n in support of your str-tegi8 -ndbusiness pl-nning obje8tives?1he 7orkfor8e 4l-n should flow from -n -n-lysis ofyour st-ffing needs rel-tive to your business requirements using the M key steps ofthe 7orkfor8e 4l-nning 4ro8ess set out in this fr-mework? 1he fr-mework provides -toolkit to -ssist your org-nis-tion in prep-ring its 7orkfor8e 4l-n -nd 8omprises - suggested stru8ture for your 7orkfor8e 4l-n / 6ppendix Bsome key prompt questionswhi8h link dire8tly to the pl-nning steps / 6ppendix J - s-mple ;t-ff ;kills

;urvey form 6ppendix C- qu-ntit-tive -ppro-8h to identifying the key g-ps inst-ffing / 6ppendix -n ex-mple of - form-l methodology for ;u88ession 4l-nning /6ppendix ! s-mple templ-tes for workfor8e -n-lysis / 6ppendix M### ;364E *QRE@5E9$@R61 ####


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##:ontext Lnder the reform -gend- it is intended to h-ve -n integr-ted -ppro-8h to4ubli8 ;ervi8e @eform whi8h seeks to -lign - number of key initi-tives in8ludingthe 4ubli8 ;ervi8e @eform 4l-n the :omprehensive @eview of Expenditure whererelev-ntS the 4ubli8 ;ervi8e 6greement -nd -ny spe8ifi8 reform initi-tives whi8h-re linked to the 4rogr-mme for 5overnment 8ommitments? 1he @eform Aelivery $ffi8eis responsible for 8oordin-ting the delivery of the Gntegr-ted @eform Aelivery4l-ns? 1his 7orkfor8e 4l-nning 9r-mework is - supporting initi-tive to the 4ubli8;ervi8e @eform 4l-n th-t h-s been developed by the :ivil ;ervi8e 3@ Aire8tor-te in

the Aep-rtment of 4ubli8 Expenditure -nd @eform for the 8ivil servi8e -nd non/8ommer8i-l ;emi ;t-te bodies? ;ep-r-te workfor8e pl-ns will be developed byindividu-l se8tors in the publi8 servi8e in8luding the 3e-lth Edu8-tion Fo8-l6uthority Tusti8e -nd Aefen8e se8tors? 1he 5overnment is 8ommitted to -8hieving -pl-nned redu8tion of CN!OO st-ff in the publi8 servi8e to JIJ!OO by JOB! from -pe-k of CJOOOO in JOOI? 7orkfor8e 4l-nning is intended to help org-nis-tionsdeploy st-ffing resour8es more optim-lly espe8i-lly in the 8ontext of this pl-nnedredu8tion of BJ% in publi8 servi8e numbers over the medium term? 1he 8h-llenge fore-8h se8tor will be to m-n-ge this redu8tion in st-ffing levels while m-int-ining -high level of servi8e delivery to 8lients -nd poli8y support to 5overnment? 7hilethe prim-ry fo8us of publi8 servi8e numbers poli8y will rem-in the redu8tion in thepubli8 servi8e p-y bill there will be opportunities for sele8tive re8ruitment inthe 8oming ye-rs to reinfor8e the upskilling -nd reform of the 8ivil servi8e? Gtwill be - m-tter for lo8-l -nd dep-rtment-l m-n-gement -nd their -gen8ies toidentify emerging skills g-ps whether -rising from st-ff turnover or from 8h-ngesin the extern-l environment whi8h require new responses -nd new skill sets? 1he8ivil servi8e h-s to oper-te effi8iently -nd effe8tively -g-inst the b-8kdrop ofthese workfor8e pressures -nd -ddress potenti-l loss of 8orpor-te memory? 1he8h-llenge is to develop - le-ner more effi8ient -nd sust-in-ble 8ivil servi8e8-p-ble of delivering better v-lue for money out8omes? 7orkfor8e pl-nning is -nessenti-l tool for -nti8ip-ting possible future developments -nd m-int-ining -well/stru8tured workfor8e of -n -ppropri-te size whi8h is -ble to meet the8h-nging needs of the publi8 servi8e in - 8ost/effi8ient m-nner $E:A JOBBS4ubli8 ;erv-nts -s 4-rtners for 5rowthP 1ow-rd - ;tronger Fe-ner -nd RoreEquit-ble 7orkfor8e $E:A 4ublishing?##7orkfor8e 4l-nning 4ro8ess 7orkfor8epl-nning is - pro8ess to me-sure -nd 8omp-re your 8urrent workfor8e supplyS withyour future workfor8e dem-ndS rel-tive to your org-nis-tion s str-tegy -ndbusiness pl-nning pro8ess? 6n org-nis-tion oper-tes most effe8tively when the rightpeople with the right knowledge skills -nd 8ompeten8ies -re deployed-ppropri-tely? 7orkfor8e pl-nning should fo8us on the size -nd 8omposition of yourworkfor8e its deployment -8ross your org-nis-tion -nd the knowledge skills -nd8ompeten8ies ne8ess-ry to pursue your business obje8tives? Gt in8ludes -ll m-n-gedmovement into -round -nd out of your org-nis-tion in8luding re8ruitmentpromotion se8ondment tr-nsfer redeployment -ttrition -nd retention? 7orkfor8epl-nning is -bout ??developing -n underst-nding of the intern-l -nd extern-lenvironment -nd how those f-8tors will -ffe8t your 8urrent -nd future workfor8eunderst-nding the m-keup of your 8urrent workfor8e -nd the knowledge skills -nd8ompeten8ies th-t you require to -8hieve your intended business go-ls in the8urrent -nd 8h-nging environmentlinking hum-n resour8es str-tegies with yourbusiness obje8tives thinking -bout future servi8e pressures -nd needs -nd putting

in pl-8e st-ffing str-tegies to -ddress these##6 7orkfor8e 4l-nning system should ?be holisti8 in its -ppro-8h -nd link with your str-tegi8Ubusiness pl-nning -ndbudget pro8esses be built -round servi8e needs -nd the 8ompeten8iesUskills requiredto deliver - qu-lity servi8e be responsive to 8h-nge v-ri-bles su8h -s thee8onomi8 te8hnologi8-l -nd 5overnment m-nd-tes be supportive of 8ontinu-l le-rning-nd development 8on8epts be d-t- driven to -llow for s8en-rio building with8h-nging -ssumptions for different desired out8omes identify potenti-l problems -ndm-n-ge riskdevelop workfor8e skills th-t t-ke time to growt-ke -88ount of region-lstru8tures optimise the use of hum-n fin-n8i-l -nd other resour8es##1he stru8tureof your org-nis-tion will p-rtly determine how the pro8ess of workfor8e pl-nningin8luding 8onsult-tion -nd d-t- retriev-l should be progressed? @eg-rdless of the


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pro8ess 8hosen senior m-n-gement in e-8h org-nis-tion will need to -sk wh-telements of work -re 8riti8-l import-nt or desir-ble? ;ome key questions wouldin8lude for ex-mple ??7here is your org-nis-tion going -nd wh-t is its intendedgrowth in the next C/! ye-rs -nd into the longer termV 7hi8h -re-s of its work willredu8e or stop -nd whi8h will growV 7hi8h -re-s of its work will be delivereddifferently -nd in wh-t w-ysV 3ow 8-n te8hnologi8-l -dv-n8ements help wh-t yourorg-nis-tion doesV## 688ur-te fore8-sting is import-nt if org-nis-tions -re to-void h-ving ?- surplus of employees who -re not fully -nd effe8tively deployed

or - defi8it of employees whi8h m-y result in redu8ed produ8tivity -nd - sub/optim-l perform-n8e? ##6n overriding requirement of -ny workfor8e pl-n is th-t itshould be sust-in-ble -fford-ble -nd v-lue for money? Gn m-ny 8-ses 8h-llenging8hoi8es -nd de8isions will h-ve to be m-de between servi8e needs -nd fin-n8i-l8onstr-ints? 1he 8urrent e8onomi8 fin-n8i-l -nd demogr-phi8 8ontext dem-nds8-reful workfor8e pl-nning -nd str-tegi8 m-n-gement of hum-n resour8es to ensureth-t the publi8 servi8e m-int-ins the 8-p-8ity for servi8e delivery? $E:A JOBBS4ubli8 ;erv-nts -s 4-rtners for 5rowthP 1ow-rd - ;tronger Fe-ner -nd RoreEquit-ble 7orkfor8e $E:A 4ublishing?##


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;tep B / ;8ope -nd Gntegr-tion ##7ho 1he 7orkfor8e 68tion 4l-n should be developedby 5overnment dep-rtments -nd offi8es -s well -s non/8ommer8i-l semi/st-te bodies


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6n-lysis of your 8urrent st-ffing levels -nd the 8omposition of your 8urrentworkfor8e should 8onsider the following ?7h-t posts now existV3ow m-ny people -reworking in - p-rti8ul-r -re-V3ow essenti-l is e-8h postV6re there posts th-t -re nolonger neededV7h-t is the use of tempor-ry versus perm-nent st-ffVGn rel-tion toinform-tion on the skills -nd experien8e of your st-ff best pr-8ti8e indi8-testh-t 3@ R-n-gers should develop if they h-ve not -lre-dy done soS - d-t-b-sedet-iling in respe8t of e-8h st-ff memberP their profession-l qu-lifi8-tionsUrelev-nt tr-ining their key experien8e -8ross the key fun8tion-l -re-s of their

org-nis-tion e?g? 3@ G1 Gndustri-l @el-tions 9in-n8e :ommuni8-tion 4roje8tR-n-gement 4ro8urement 4oli8y 6n-lysis -nd ;pe8i-list -re-s su8h -s 1-x-tionGntelle8tu-l 4roperty et8?S -nd their key 8ompeten8ies? 6 ;t-ff ;urvey 9orm to8-pture skills -nd qu-lifi8-tions devised by the 1r-ining =r-n8h of the @evenue:ommissioners is set out in 6ppendix C for your inform-tion?Gn rel-tion to thepresent-tion of supply d-t- in your 7orkfor8e 68tion 4l-n gener-lly you 8-nin8lude -ny workfor8e dimensions th-t you 8onsider import-nt to your org-nis-tion sbusiness but these would norm-lly in8lude the following ? st-ff numbershe-d8ount full/time p-rt/time 8ontr-8tS gr-des by 8-tegory 5ener-l ;ervi8e4rofession-l 1e8hni8-l W Gndustri-lS -n org-nis-tion 8h-rt showing st-ff8-tegorised on - fun8tion-l b-sis / in the priv-te se8tor for ex-mple the8-tegories might be -long the lines of personnel pur8h-sing produ8tion s-lesfin-n8e -nd distribution or on the produ8t lines the 8omp-ny sells- profile ofst-ff by -ge ye-rs of servi8e gender lo8-tion qu-lifi8-tions experien8e -ndUor8ompeten8iesimport-nt trends -ffe8ting future st-ff levels su8h -s employment8ontrol fr-mework t-rgets proje8tions in rel-tion to retirements 8-reer bre-kstr-nsfers redeployments promotions intern-l -nd extern-lS -nd si8k le-vep-tterns histori8-l trends 8-n be useful to illustr-te how st-ffing levels h-ve8h-nged in re8ent ye-rs e?g? the l-st C to ! ye-rs##;upply d-t- for the purpose ofprofiling -nd trend -n-lysis in the 8ivil servi8e m-y be obt-ined from the 8ivilservi8e 3@R; system? ;ome d-t- 8olle8tion m-y require 8onsult-tion -nd di-loguewith m-n-gers -t se8tion or division level? 1he size -nd 8omplexity of yourorg-nis-tion will determine the -ppro-8h whi8h is most -ppropri-te to it?


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;tep :ondu8t - 5-p 6n-lysis ##5-p -n-lysis is the pro8ess of 8omp-ring your8urrent workfor8e supply ;tep CS to your workfor8e dem-nd ;tep JS -nd identifyingg-ps defi8its or surplusesS? 1he pro8ess of identifying the differen8es betweensupply -nd dem-nd est-blishes the ro-dm-p for your org-nis-tion s 7orkfor8e 68tion4l-n? 6 risk -ssessment 8-n be undert-ken for e-8h g-p how -re str-tegi8intents -nd desired out8omes imp-8ted by the g-pV Dou should prioritise those g-psth-t -re 8riti8-l to the delivery of your org-nis-tion s future go-ls? Dour fo8usshould be on these g-ps -t le-st initi-lly?5-ps in - workfor8e 8-n be defined in

terms of spe8ifi8 gr-des skills -nd experien8e 8ompeten8ies or some 8ombin-tionof theseX gr-de gener-l servi8e profession-l te8hni8-l industri-lSskillsprofession-l qu-lifi8-tions W relev-nt tr-iningSXexperien8e e?g? 3@ G1Gndustri-l @el-tions 9in-n8e :ommuni8-tion 4roje8t R-n-gement 4ro8urement4oli8y 6n-lysis -nd ;pe8i-list -re-s su8h -s 1-x-tion Gntelle8tu-l 4roperty et8?S-ndUor8ore 8ompeten8ies / the beh-vior-l 8h-r-8teristi8s th-t - person needs toperform - p-rti8ul-r job effe8tively:ompeten8ies 8-n be developed for -norg-nis-tion or p-rt of -n org-nis-tion or for gr-des or spe8ifi8 posts? Gn the8-se of the Grish 8ivil servi8e the following 8ompeten8ies h-ve been developedunder the 4RA; system for tr-ining -nd development purposesP 4erson-lEffe8tiveness;elf :onfiden8e68hievement Arive W :ommitment Gniti-tive1e-mworking:ommuni8-tions # 1hinking ;tyle W 4roblem ;olving6n-lyti8-l 1hinking:on8eptu-l1hinkingAe8ision R-king W Tudgment;pe8i-lised Expertise## R-n-ging for @esultsR-n-ging =udgets W @esour8esGnform-tion ;eeking W R-n-gement:on8ern for :l-rity W7ork 2u-lity# 5roup W Gnterperson-l Effe8tiveness


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:ompeten8ies h-ve -lso been developed by the 4ubli8 6ppointment ;ervi8e for thepurposes of sele8tion -nd re8ruitment in the 8ivil servi8e? Gn - 8ompeten8y/b-sedmodel - workfor8e g-p -rises wherever the profi8ien8y level for - 8ompeten8y isnot being met by -ny member or segment of the org-nis-tion or where there isdifferen8e between the level of profi8ien8y identified for e-8h 8ompeten8y -nd thelevel of profi8ien8y 8urrently demonstr-ted by e-8h member or segment of theworkfor8e? #Gn -ttempting to identify skills g-ps it m-y be useful to 8onsiderfo8using your -ttention on p-rti8ul-r posts within se8tionsUdivisions th-t deliver

essenti-l servi8es? 7orkfor8e ;egment-tion involves identifying the segments ofthe workfor8e whi8h -re the most 8riti8-l to the effe8tiveness your org-nis-tion? #:riti8-l workfor8e segments -re the positions th-t-re highly skilled highlytr-inedprovide - disproportion-te -mount of v-lue m-ke or bre-k - str-tegy h-ve the most v-lu-ble skills -nd -re gener-lly the h-rdest to repl-8e=y identifying8riti8-l workfor8e segments in your org-nis-tion you -re seeking to ensure th-tyour org-nis-tion se8ures -n -dequ-te supply of its most indispens-ble resour8es?6 qu-ntit-tive/b-sed questionn-ire developed by Aublin :ity :oun8il whi8h seeks toidentify priority business -re-s -nd the -dequ-8y of st-ffing levels is set out in6ppendix ? Gt would need to be -d-pted by individu-l org-nis-tions to suit theirp-rti8ul-r business 8ir8umst-n8es?


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;tep ! :re-te ;tr-tegy -nd 4l-n ##Dour Aep-rtmentU$ffi8e 8-n 8re-te - 7orkfor8e68tion 4l-n b-sed on inform-tion 8olle8ted through the g-p -n-lysis pro8ess -nddis8ussions with m-n-gers -t se8tion or division level -nd the R6:? 1his input willbe the b-sis for determining solution str-tegies th-t 8-n be 8onsidered toelimin-te identified g-ps? =y the time you get to this point you will h-ve - 8le-rpi8ture of the issues -nd 8h-llenges f-8ed -8ross your org-nis-tion by divisionfun8tion-l -re-s gr-des et8? :riti8-lly it is senior m-n-gement in e-8horg-nis-tion th-t must f-8ilit-te this pro8ess -nd sign-l buy/in to the pro8ess?1he

following questions will be of p-rti8ul-r relev-n8e in formul-ting your 68tion4l-n?7h-t -re the three to five most 8riti8-l workfor8e pl-nning 8h-llenges f-8ingyour org-nis-tion tod-yV 7h-t -re the most 8ommon themes th-t emerged from yourdi-logue with m-n-gers -nd supervisorsV 7h-t is the org-nis-tion-l imp-8t if these8h-llenges -re not -ddressedV 7h-t if -ny -8tions -re underw-y to -ddress these8h-llengesV Gs there enough time to develop st-ff intern-lly for -nti8ip-tedv-8-n8ies or new skill sets or is use of redeployment options or t-rgeted extern-lre8ruitment the best -ppro-8hV Aoes your org-nis-tion h-ve - poli8y of su88essionpl-nningVAo existing st-ff demonstr-te the potenti-l or interest to develop newskills -nd -ssume new or modified positionsV 7h-t is 4RA; telling you in rel-tionto the perform-n8e m-n-gement of your st-ff -nd their tr-ining -nd developmentneedsV7h-t l-bour m-rket 8ompetition exists for future skills G1 Feg-l 9in-n8i-l6n-lysis -nd Gntelle8tu-l 4ropertySVAo 8urrent job 8l-ssifi8-tions -nd postdes8riptions refle8t future fun8tion-l requirements -nd skillsV Ao somedivisionsUse8tions need to be reorg-nised to meet business needs -nd str-tegi8obje8tivesV Gs restru8turing or r-tion-lis-tion neededV 7h-t -re the re8ommendedsolution str-tegies th-t the org-nis-tion 8-n t-ke to -ddress the 8h-llengesV 6rethere -re-s of work where intern-l pro8ess improvement is neededV Gs outsour8ing-n optionV7h-t will be required in terms of hum-n -nd fin-n8i-l resour8es to 8-rryout these str-tegiesV ##1he 3@ -re- is typi8-lly the prim-ry re8ipient of the7orkfor8e 4l-nning output -nd is norm-lly but not ex8lusively responsible forexe8uting the 68tion 4l-n? 6ddressing ;kill 5-ps3@ m-ngers will need to explorethe full/r-nge of options when seeking to fill -ny skill g-ps th-t h-ve beenidentified? 1he options to 8onsider in8ludePupskilling your existing st-ff tobridge the skills g-ps st-ff tr-ining -nd developmentSredeploying suit-ble st-fffrom within your org-nis-tion -nd re-ligning your work where ne8ess-ry mobility-nd restru8turingS redeploying suit-ble st-ff from other -re-s of the 8ivil servi8e

where there -re surplus st-ff redeployment from within the 8ivil servi8eSredeploying suit-ble st-ff from the


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/ 8lose to de8iding to go -nd the dep-rture would 8-use gre-t disruption####


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Hey positions might in8lude le-dership positions or spe8i-list positions or roles th-t m-y be te8hni8-l or 8ontent spe8ifi8 or otherwise h-rd to repl-8e?1hese positions should -lre-dy h-ve been identified under ;tep of the pl-nningpro8ess -bove -nd should not require - sep-r-te exer8ise?S1he su88ession pl-nningpro8ess identifies -nd prep-res suit-ble employees through mentoring tr-ining -ndjob rot-tion to repl-8e key pl-yers within -n org-nis-tion -s those key pl-yersle-ve their positions for wh-tever re-sons retirement -dv-n8ement -ttritionet8? 4ositions should be prioritised for su88ession pl-nning b-sed on this

-n-lysis? Aep-rtment s m-y -ssign - numeri8-l v-lue to the 3igh Redium -nd Fow-ssessments in order to 8re-te - r-nk order of positions for su88ession pl-nning?6ltern-tively dep-rtments m-y 8hoose to fo8us on positions r-ted high for bothv-8-n8y risk -nd imp-8t? 6 form-l stru8tured -ppro-8h to su88ession pl-nning isset out in 6ppendix ! for inform-tion?6t - minimum su88ession pl-nning shouldinvolve the followingPidentifying the 8riti8-l posts -t -n e-rly st-geensuring th-trepl-8ement st-ff h-ve the skills knowledge -nd 8ompeten8ies to perform these jobsthrough job rot-tion or form-l tr-ining-ssigning - su88essor to sh-dow the 8urrentholder of the key post for - tr-nsition period before sUhe le-ves-n -greedpro8edure for the h-ndover of work -nd responsibilities key do8uments in8luding -8omprehensive briefing note of key issues - role profile - se8tion m-nu-l - listof key 8ont-8ts -nd key files et8?S doing it now don t w-it until you h-ve only four weeks to fill - key position


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;tep M Gmplement -nd Ev-lu-te ##7orkfor8e pl-nning is not - one/off -8tivity?1here is - need to monitor the progress of -greed -8tions -nd -ssess whether they-re h-ving the intended imp-8t? Gt is ne8ess-ry to 8he8k th-t milestones -re being-8hieved -nd to -djust the pl-n where ne8ess-ry to m-int-in the dyn-mism of the-ppro-8h? ;ome import-nt questions in the ev-lu-tion pro8ess would in8lude thefollowing?3-ve perform-n8e me-sures milestones -nd expe8ted deliver-bles beendefinedV3-ve -ny 8h-nge m-n-gement issues been identified -nd h-s - pl-n to -ddressthem been 8re-tedV3-s the business pl-n 8h-nged sin8e the beginning of your

workfor8e pl-nning effortsV Gf so wh-t -re the impli8-tions for the str-tegiesimplementedV3-ve the implemented str-tegies -8hieved the intended resultsV7h-t w-sthe 8ostUbenefit of implementing the solutionV1o wh-t extent were the dem-nd -ndsupply proje8tions -88ur-teV##,ote 5roups will be expe8ted to revise their 68tion4l-ns -nnu-lly to refle8t -mong other things 8h-nges in business pl-ns or theirstr-tegi8 dire8tion or -ny restru8turing initi-tives? ;u88essful implement-tionwill require - pro-8tive -ppro-8h by Aep-rtments $ffi8es -nd


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6ppendix BP 68tion 4l-n / ;tru8ture# ;364E *Q RE@5E9$@R61 ####


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6ppendix J 7orksheets 1he following worksheets link to the M steps of the7orkfor8e 4l-nning 4ro8ess##7orksheet B ;8ope -nd Gntegr-tion##7h-t -re the keyissues -nd 8h-llenges f-8ing the Aep-rtmentU$ffi8e th-t will -ffe8t its missionv-lues str-tegies -nd go-ls in the next B/J ye-rs -nd the next C/! ye-rsV3ow willthe Aep-rtment s org-nis-tion stru8ture look in C to ! ye-rsV 3ow will the 8urrentstru8ture evolveV 7h-t spe8ifi8 workfor8e issuesUproblems is your Aep-rtmentU$ffi8ef-8ingV7h-t -re the timefr-mes required to resolve e-8h of the issuesUproblemsV7h-tis the 8onsequen8e if e-8h issueUproblem is not resolved in the required timefr-meV

7orksheet J 6n-lyse Aem-nd##7h-t -re the 5overnment sU8ustomer s expe8t-tionsV 3ow -re they 8h-ngingV6re 8h-nges in8luding reformsS o88urring in other divisionsor se8tions th-t will imp-8t on your the work fun8tionsV6re you -ble to meet the8urrent volume of workV 7hi8h work fun8tions will rem-in un8h-ngedV 7hi8hfun8tions m-y be dis8ontinuedV 7ill -ny work fun8tions be 8onsolid-tedVGs thedep-rtment pl-nning to offer new servi8es whi8h will -dd new work fun8tions to yourdivisionUse8tionV7h-t -re the 8ompeten8ies skills -nd experien8e required toperform the workV 3ow will this 8h-nge in the futureV7h-t te8hnology 8h-nges willbe m-de or new te8hnology introdu8ed th-t m-y imp-8t your work fun8tionsV3ow doesyour Aep-rtment sU$ffi8e s region-lised stru8ture -ffe8t your -ppro-8h to workfor8e pl-nningVGn wh-t w-y will legisl-tion imp-8t on our Aep-rtmentU$ffi8eV7h-tprovisions -re likely to -rise during negoti-tions with the unions -nd wh-t imp-8tmight they h-ve on the org-nis-tionV7orksheet C 6n-lyse ;upply##7h-t jobs nowexistV 3ow m-ny people -re performing e-8h jobV3ow m-ny st-ff h-ve retired fromyour org-nis-tion in JOBB -nd JOBJ prior to the end of 9ebru-ry 5r-8e 4eriod V 7h-t -re the proje8ted r-tes of retirement for your org-nis-tion for the rest ofJOBJ -nd for e-8h of the ye-rs JOBC JOB -nd JOB!V7h-t -re the other f-8tors e?g?resign-tions redeployments 8-reer bre-ks tr-nsfers promotions et8S -ffe8tingyour -ttrition r-tes whi8h -re likely to 8h-nge or rem-in 8onst-ntV7h-t -re theother f-8tors -ffe8ting your -ttrition r-tes whi8h -re likely to 8h-nge or rem-in8onst-ntV 7h-t -re the edu8-tion -nd experien8e levels of the 8urrent st-ffV 3owwill you determine if existing st-ff possess the required level of 8ompeten8ies orskillsVGs there -n -dequ-te supply of people to re8ruit from redeploymentintern-lUextern-l p-nel listsVAo you -nti8ip-te -ny reorg-nis-tions whi8h 8ouldimp-8t the st-ffing supplyV7h-t use is m-de if -ny of tempor-ryU8ontr-8t st-ffversus perm-nent st-ffV7orksheet 6n-lyse 5-p ##7hen you 8omp-re the futuredem-nd to the existing supply is there - g-pV Gf so when will the g-p o88ur i?e?

B ye-r C ye-rs ! ye-rs -nd BO ye-rsSV Gf there is - g-p will you h-ve too m-nyst-ff or too few st-ff by fun8tion-l 8l-ssifi8-tion or gr-deV7h-t -spe8ts of thedivisionsUse8tion s work 8-n be 8l-ssified -s 8riti8-l import-nt or desir-bleV6reyour 8riti8-l -nd import-nt worklo-ds -dequ-tely st-ffedV Gf not when will the8riti8-l worklo-ds require -ddition-l st-ff support -nd for how longV:-n workfor8eg-ps be filled or p-rti-lly filled by w-y of redeploymentV7h-t will o88ur if theg-p is not -ddressed i?e? wh-t 8riti8-l business out8omes will not be metSV7h-tpriorities do the 5overnment 8ustomers -nd st-keholders pl-8e on the v-riousworklo-ds -nd business out8omesV6re there other -re-s within your Aep-rtmentU$ffi8efrom whi8h you 8-n dr-w suit-ble st-ff to fill skills g-psVGs extern-l re8ruitmentrequiredV 6re there est-blished intern-lUextern-l promotion p-nels th-t 8-n be usedto fill the g-psV 3-ve you 8onsidered using the intern pl-8ement s8hemeVGs there-ny 8l-ssifi8-tion or gr-ding issue th-t needs to be -ddressed to 8lose the

workfor8e g-pVAo existing st-ff need tr-ining to enh-n8e their 8ompeten8ies -ndskillsV Gf so is tr-ining -v-il-bleV Ao you need to develop spe8i-lised tr-iningV7orksheet ! / :re-te ;tr-tegy -nd 4l-ns ##7h-t -re the C/! most 8riti8-l workfor8epl-nning 8h-llenges f-8ing your org-nis-tion tod-yV3-s m-n-gement s support foriniti-l -nd on/going implement-tion of the workfor8e pl-n been se8uredV7h-t -re themost 8ommon themes th-t emerged from your di-logue with m-n-gersV 7h-t is theorg-nis-tion-l imp-8t if these 8h-llenges -re not -ddressedV 7h-tsele8tionUre8ruitment str-tegies -re you proposing -nd for wh-t postsV Gs thereenough time to develop st-ff intern-lly for -nti8ip-ted v-8-n8ies or new8ompeten8ies or is spe8i-l f-st p-8ed re8ruitment the best -ppro-8hV7h-t st-ffdevelopment str-tegies should be 8onsidered to prep-re employees for spe8ifi8


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positions or 8l-ssifi8-tionsV7h-t knowledge tr-nsferUmentoring str-tegies need tobe 8onsidered to 8-pture the knowledge of experien8ed employees before they le-veyour Aep-rtmentU$ffi8eVAoes your Aep-rtmentU$ffi8e need to be restru8tured to meetbusiness needs -nd str-tegi8 obje8tivesV3-ve -88ept-ble timelines been est-blished-nd -pprovedV


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7orksheet M / Gmplement -nd Ev-lu-te ##3-ve perform-n8e me-sures milestones -ndexpe8ted deliver-bles been definedV3-ve -ny 8h-nge m-n-gement issues beenidentified -nd - pl-n to -ddress them been 8re-tedV3-s - 8ommuni8-tion pl-n beenest-blishedV3-s the business pl-n 8h-nged sin8e the beginning of your workfor8epl-nning effortsV Gf so wh-t -re the impli8-tions for the str-tegies implementedV3-ve the implemented str-tegies -8hieved the intended resultsV7h-t worked wellduring the workfor8e pl-nning effortV7h-t did not work well during the workfor8epl-nning effortV7h-t w-s the 8ostUbenefit of implementing the solutionV1o wh-t

extent were the dem-nd -nd supply proje8tions -88ur-teVGs - new -n-lysis ne8ess-rybefore revising the str-tegiesV


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6ppendix CP ;t-ff ;kills ;urvey 9orm 1he -tt-8hed survey form w-s devised by the1r-ining =r-n8h of the $ffi8e of the @evenue :ommissioners?Gt links to ;tep C ofthe 7orkfor8e 4l-nning 4ro8ess?Gt would need to be -d-pted by individu-lorg-nis-tions to suit their own p-rti8ul-r business 8ir8umst-n8es? ##


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:ompleting the ;t-ff ;urvey 9ormGnstru8tionsP1o sele8t - field 8li8k on the fieldwith your left/mouse button? 1he field is highlighted re-dy for your input? 7henyou open the form the first field is highlighted by def-ult?1here -re three typesof fieldsP text fields 8he8k boxes -nd drop/down lists? Gn text fields simplytype your input? :he8k boxes permit - 8hoi8e from - r-nge of options / m-ke yoursele8tion by 8li8king into the -ppropri-te box with your left/mouse button? 6n Y isentered in the sele8ted box? 1o undo your sele8tion 8li8k into the box -g-in?Arop/down lists provide you with - list of options to 8hoose from? ;ele8t one of

the options by 8li8king on it? Gf you 8hoose the other/ple-se spe8ify option you will need to provide further inform-tion in the box provided?7hen you -refinished inputting d-t- in -ny field press 1-b to move to the next field?;-ve -ndreturn the 8ompleted form by e/m-il to //////////////////////////// 1r-ining=r-n8h? ,4< ///////S?


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;t-ff ;killsUHnowledge W 2u-lifi8-tions ;urvey4erson-l Aet-ils


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4rogr-mming## 9$@R:3E:H=$Y #### 9$@R:3E:H=$Y #### 9$@R:3E:H=$Y #### 9$@R:3E:H=$Y#### 9$@R:3E:H=$Y #### 9$@R:3E:H=$Y #####;ystems 6n-lyst## 9$@R:3E:H=$Y ####9$@R:3E:H=$Y #### 9$@R:3E:H=$Y #### 9$@R:3E:H=$Y #### 9$@R:3E:H=$Y ####9$@R:3E:H=$Y #####


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#9#$#@#R#1#E#Y#1# ###### # # # # ###### #9#$#@#R#1#E#Y#1# ###### # # # # #######9#$#@#R#1#E#Y#1# ###### # # # # ######## #9#$#@#R#A#@#$#4#A#$#7#


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#


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#6#p#p#e#n#d#i#x# ##P# #A#u#b#l#i#n# #:#i#t#y# #2#u#e#s#t#i#o#n#n#-#ires 6qu-ntit-tive -ppro-8h to identifying the 8riti8-l segments in -n org-nis-tion whereskills g-ps need to be -ddressed? 1hese questionn-ires were devised by Aublin :ity:oun8il for their 7orkfor8e 6n-lysis 4roje8t?1he questionn-ires link to ;tep ofthe 7orkfor8e 4l-nning 4ro8ess?1hey will need to be -d-pted by individu-lorg-nis-tions to suit their own p-rti8ul-r business 8ir8umst-n8es?##


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;ervi8e 6ssessment2uestionn-ire#################Aep-rtmentU$ffi8e# # # #######=usiness LnitP# # #######A-te :ompletedP# # ########################1i8k one box -nd m-rk s8ore##B#Gs the servi8e - st-tutory fun8tionV##################


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##########!#Gs there - risk of to Environment-l A-m-geV#################


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##########BO#7ould servi8e disruption 8-use neg-tive politi8-l 8onsequen8es ord-m-ge to the :ity s reput-tionV##############


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3@ 6ssessment 2uestionn-ire / 5r-de Fevel;urvey################################Aep-rtmentU$ffi8eP#######################=usiness LnitP# # #####################Employee 5r-de 1itle# # #####################


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#3-ve you su88ession pl-nning me-sures in pl-8eV#####################


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K#Aept % ;i8k Fe-ve r-te in the l-st ye-r######################$ver M%#$ver % lessth-n M%#Fess th-n %#;8ore#####B#C#M# ############################BO#4er8ent-ge ofemployees in this gr-de by 6ge 4rofile#####################O/ to BO%/ over !!#BO/CO% / $ver !!#CO% plus / $ver !!#;8ore#####B#C#M# #################3@ Fevel@-tingsP# # # # ##1ot-l ;8ore# ##### # # # # ## # #####! to BM Z &:-p-8ityBN to JI Z &6dequ-teJK to CN Z &Gnsuffi8ient######


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5uide to :ompleting 6ssessment 2uestionn-ires ##;ervi8e 6ssessment 2uestionn-ireE-8h business unit will -nswer -nd s8ore ten questions rel-ting to its oper-tions -nd the resulting tot-l s8ore will -llow senior m-n-gement to determine the business import-n8e or possible imp-8t of -ny disruptionU8urt-ilment to the unit s8urrent servi8e levels i?e?P;ervi8e Gmp-8tF$7REAGLR3G531he following guid-n8eshould be used when -nswering the eleven questionsPGs the servi8e - st-tutoryfun8tionV 9or the purposes of this exer8ise - st-tutory fun8tion is 8onsideredto be either - role 8-rried out -s - requirement of legisl-tion Grish F-w EL l-wS

-ndUor Aep-rtment-l :ir8ul-rs?Gf -ll -spe8ts of your unit s oper-tions -rest-tutory fun8tions you should -nswer 9ully ? $therwise -nswer


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Gs there - potenti-l for in8re-sed li-bility to fines pen-lties 8ompens-tionV;ignifi8-nt / 8urt-ilment of servi8e would undoubtedly result in8orpor-te finesUpen-lties for bre-8hing st-tutory requirements ;light /

potenti-l for 8ompens-tion 8l-ims from individu-lsUbusinesses


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Gs there - risk to ;o8i-l :ohesionUAevelopment -nd 4ubli8 $rderV ;ignifi8-nt / 8urt-ilment of servi8es 8ould result in both -n in8re-se in -nti/so8i-l

beh-viorU8rime-nd - l-8k of 8ommunity identityUinvolvement 4otenti-l /mediumUlong term risk of in8re-sed depriv-tion resulting in -re-s of so8i-l

ex8lusion


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Estim-te your st-ffing levels -t this gr-deS over the next BI months5ive -nestim-te of your st-ffing levels over the next BI months indi8-ting if you h-ve -surplus -dequ-te or insuffi8ient number of st-ff to meet your business unit sobje8tives?Gf your -nswer to 2uestion ! is either surplus or insuffi8ient enter the number of st-ff 8on8ernedEnter either the number of surplus or defi8it st-ff posts b-sed on - full time employee equiv-lent e?g? working sh-ring three d-ys - week 8ount -s O?M or four d-ys - week O?IS? 4le-se note th-tquestions I to BO will be -nswered by the 3@ se8tion


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6ppendix !P ;u88ession 4l-nningHey ;teps -nd ;-mple 1empl-tes 6 form-l qu-ntit-tive-ppro-8h to ;u88ession 4l-nning? ##


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;tep BP Gdentify Hey Fe-dershipU;pe8i-list 4osition1he dep-rtment s 3@ te-m shouldidentify key le-dership or spe8i-list positions by ev-lu-ting the imp-8t e-8hposition h-s on the org-nis-tion -8hieving its str-tegi8 go-ls -nd obje8tives?4osition 1itleP AivisionPGn8umbentP;e8tionPFo8-tionP##4osition Gmp-8t 9-8tor R-n-ger sU;upervisor s estim-te of diffi8ulty or effort required b-sed on the fun8tion responsibility -uthority priority ofstr-tegi8 obje8tives to repl-8e position in8umbent?C/ :riti8-l -nd unique knowledgeJ/ Gmport-nt pro8edur-l knowledge -nd skills B/ :ommon knowledge -nd skills

,-8-n8y @isk 9-8tor1he proje8ted retirement d-tes from the 7orkfor8e @etirement9ore8-st @eports m-rket-bility -nd other f-8tors for position turnover?C/4roje8ted @etirement d-te or other turnover f-8tors wUin B ye-rJ/ 4roje8ted@etirement d-te or other turnover f-8tors wUin ! ye-rsB/ 4roje8ted @etirement d-teor other turnover f-8tors gre-ter th-n ! ye-rs##4osition Gmp-8t 9-8tor multipliedby ,-8-n8y @isk 9-8tor Z 1ot-l 6ttrition 9-8tor##1ot-l 6ttrition 9-8torPEstim-ted effort -nd urgen8y to the delivery of progr-mmes -nd servi8es#3igh M -ndhigherS#Redium /M pointsS#Fow B/C pointsS##;tep JP Gdentify :ompeten8y ;kills-nd ;u88ess 9-8tors of Fe-derU;pe8i-list1he next step for the 3@ te-m is todo8ument the edu8-tion experien8es key 8ompeten8ies -nd other f-8tors ne8ess-ryfor su88ess for e-8h key le-dership position?4osition 1itlePAivisionP;e8tionPFo8-tion##Edu8-tion1hird Fevel Aegree or equiv-lentS##Experien8es##:ompeten8ies8he8k the key 8ompeten8ies for the position? Gt is suggested th-t you limit yoursele8tion to - m-ximum of ! 8ore 8ompeten8ies##;elf :onfiden8e68hievement Arive W:ommitment Gniti-tive1e-mworking:ommuni8-tions6n-lyti8-l 1hinking:on8eptu-l1hinkingAe8ision R-king W Tudgment;pe8i-lised ExpertiseR-n-ging =udgets W @esour8esGnform-tion ;eeking W R-n-gement:on8ern for :l-rity W 7ork 2u-lity


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;tep CP 6ssess :urrent =en8h ;trength 1he 3@ te-m should utilise this form to indi8-te the number of 8urrent employees who in their judgment -re either8urrently eligible or m-y be eligible within C/! ye-rs for e-8h of the prioritisedkey le-dershipUspe8i-list positions?4osition 1itleP 9in-n8e $ffi8erAivisionP;e8tionP 9in-n8e LnitFo8-tionP Aublin### @e-dy


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6ppendix M / ;-mple 1empl-tes1hese templ-tes rel-te link to ;teps J C -nd S


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1empl-tes / Aem-nd 6n-lysis##Aownw-rd 4ressures on ;t-ffing#Lpw-rd 4ressures on;t-ffing##### # ##########################AivisionU;e8tion#####6ny likely in8re-seUde8re-se in -8tivityUworklo-d? Gf yes ple-se st-te wh-t or whyP#6ny 8h-nges be8-use of te8hnologi8-l -dv-n8esV Gf yes ple-se st-te wh-t orwhy#6ny servi8e delivery 8h-nges e?g? 8h-nges in where -nd how the servi8e isdelivered? Gf yes ple-se st-te wh-t or whyP##################B?#B?#B?#############J?#J?#J?#############C?#C?#C?#############7h-t effe8t on st-ff numbers -nd skillsV#7h-t effe8t on st-ff numbers -nd skillsV

#7h-t effe8t on st-ff numbers -nd skillsU##6sst;e8# # # ##4$# # # ##64# # # ##6$# # # ##3E$# # # ##E$U;$# # # ##:$# # # ##5r-nd 1ot-l#####


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1empl-tes / ;upply 6n-lysis##$rg-nis-tion :h-rt by ,oteU 4rogr-mme # ;364E *QRE@5E9$@R61 ####


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5r-deUFo8-tion ####$ffi8esU=r-n8hes#


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9un8tion-l AivideAep-rtmentU$ffi8e##A-te# # ##9un8tion-l 6re-#


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:-tegoriesUFevelsAep-rtmentU$ffi8e##A-te# # ##FevelsU:-tegories#


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;kills -nd 2u-lifi8-tions;kills U Hnowledge Aet-ils;ee 6ppendix @evenueex-mpleS#4rofi8ien8y Fevel where ! is -n expert -nd O is no knowledgeS##


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6ge -nd ;ervi8e 6n-lysis 91ES#6ge#"JO#JO/JK#CO/CK#O/K#!O/!#!!/!K#>MO##De-rs ofservi8e#########"!##########!/K##########BO/B##########B!/BK##########JO/J##########J!/JK##########CO/C##########C!/CK##########O[##########1ot-l###########


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6ge5r-de#"JO#JO/JK#CO/CK#O/K#!O/!#!!/!K#>MO#1ot-l############6;e8###########4$###########64###########3E$U6$###########E$U;$###########:$###########$ther###########1ot-l###########Eligibility to @etire3e-d8ountS#########De-r#JOJO#OMI#MC?J%#BOO?O%###1ot-l#MCM#BOO?O%# ###=-sed on number re-8hing MO during the relev-nt ye-r##6ge#6ll

5r-des#% of 1ot-l#:omment##"J!#/#/####J!/JK#CO#M%#N%#below CO##CO/C#MO#BJ%# # ##C!/CK#MO#BJ%#BK%#below C!##O/#NO#B%#NO%#-bove O##!/ K#IO#BM%#!M%#-bove !##!O/!#BOO#JO%#O%#-bove !O##!!/!K#NO#B%#JO%#-bove!!##MO[#CO#M%# # ##1ot-l#!OO# BOO%# # ##


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5r-des Tune JOBJS#% -bove O#% -bove !#% -bove !O#% -bove !!##;e85en#BOO%#II%#IJ%#!C%##6ss;e8#KI%#KC%#IO%#!O%##4$#KJ%#NK%#MC%#CO%##64#IK%#N%#!C%#JN%##3E$#IC%#MM%#%#BI%##6$#JJ%#BO%#C%#C%##E$#MM%#!O%#CC%#BC%##;$#IJ%#NO%#!O%#BI%##:$#!%#O%#JN%#B%##;ervi8e $ffi8er #II%#N!%#MO%#%##1ot-l#MN%#!J%#CM%#BN%##5r-de Arift BKKN JOOK#BKKN#JOOO#JOON#JOOK#% Gn8re-seKN/OK#JOBB##################6?;e8########4$########64########3E$U6$########E$U;$########:$########$ther########;ervi8es########:le-ner########1ot-l########


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5-p 6n-lysis##Gdentified ;urplusU5-p #JOBB#JOBJ#JOBC#JOB#JOB!#1ot-l##E:9t-rgets#!K#!N#!M#!!#!M#/##@etirements#/BJ#/BN#/BN#/BI#/JO#/I##:-reer =re-kexits# #/!#/J#/# #/BB##:-reer =re-k returns# #B#B## #M##4roje8ted ;erving #!KM#!N!#!!N#!CK#!BK#/##;urplusUAefi8it #J#B#/N#/B!#/JN# ##:riti8-l ,-8-n8iesJOBJ/JOB!S5r-de#Foss#% Foss#@epl-8e#$ptions##6;e8######4$######64######3E$U6$######E$U;$######:$######$ther######1ot-l######4roposed @evised ;h-pe##########5r-de#JOBJ#JOBC#J########


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## \\\\\\\ r rn-2#########################hY)*##h 7M#!# :TI#$T##2T##-TI###h s #!# :TI#$T##2T##-TI###h s ##0#h # ##h s #!# =Q#:T##$T##2T##*# ph# #] #h s #!# =Q#:T##$T##2T##*# ph# #%#h s #!# =Q#:T #$T##2T##*# -T##ph #####j ####h K ##h s #L####h s #!# M# :T #$T##2T##*# -T## %#hY)*##h s #!# M# :T

#$T##2T##*# -T####hY)*##h s #!# :TI#$T##2T##-TI###h r+##h s #!# >Q#:TI#-TI####h s # !# :TI#-TI###########


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## _ d @"@####################################[#j###### #h * ##h * #$T##2T##L ##m3##n3##u### #h * ##h * #$T##2T##m3##n3##u###P## #jP ######h * ##h * #>Q#=Q#$T# #2T##L##m3##n3##ph## #u#####h * ##h * #$T##2T##m3##n3##u####h * ##h * #OT##$T##2T## m3##n3##u###j#####h * ##h * #OT##$T##2T##L##m3##n3##u#####h 7M#>Q#$T##2T####j##### h 7M#>Q#$T##2T##L#####hOs ##h 7M#!# :T#$T##2T##-TI###h 7M#!# :T#$T##2T##-TI###h # ##h 7M#!# :T #$T##2T##-TI###^ ##* ##) ## #####k####D### ###G


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