APS Workforce Planning Guide Templates

Contents

Templates overview.............................................................................................................................1

Document management.......................................................................................................................2

Template 1: Workforce planning project plan.....................................................................................3

Template 2: Stakeholder engagement plan..........................................................................................5

Template 3: Workforce planning project risk assessment...................................................................6

Template 4: Workforce segmentation document................................................................................7

Template 5: Job role profiling template..............................................................................................9

Template 6: Demand analysis (current and future)...........................................................................11

Template 7: Alternative future analysis............................................................................................13

Template 8: Workforce database.......................................................................................................15

Template 9: Workforce trend summary............................................................................................17

Template 10: Employee survey.........................................................................................................18

Template 11: Exit interview..............................................................................................................19

Template 12: Internal supply (current and future)............................................................................21

Template 13: External supply (current and future)...........................................................................22

Template 14: Workforce gap (current and future)............................................................................23

Template 15: Risk and options analysis............................................................................................24

Template 16: Action plan..................................................................................................................25

APS Workforce Planning Guide – Templates iii

Templates overview

These are the templates referred to throughout the eight modules of the Australian Public Service Workforce Planning Guide, designed to assist you with workforce planning in your agency or department.

These are generic templates outlining the basic information required and suggested format for collecting and structuring this information. Templates are referred to throughout the modules by their number and title, and the following symbol is also used throughout the modules to draw your attention to templates that might help you along the way, as you progress workforce planning in your organisation.

The structure of the eight modules as they relate to the workforce planning process is depicted in Figure 1.

Figure 1. Modules in the APS Workforce Planning Guide

Workforce planning explained

Initiation and planning for workforce planning

Segmenting your workforce

Gap analysis and strategy and initiative development

Demand analysis

Implementation and monitoring, evaluation, review and adjustment

Supply analysis

Introduction and how to use the guide

APS Workforce Planning Guide – Templates 1

Document management

Version history Date Author Description

Version Date Author Description

1.1 January 2013 Australian Public Service

Commission

Minor updates

1 December 2011 Australian Public Service

Commission

First version

2 APS Workforce Planning Guide – Templates

Template 1: Workforce planning project plan

You can complete this template at the beginning of the initial workforce planning process. It is a simple project plan providing all relevant people with an overview of the project.

Headings Key points

Name of project A unique name that describes the project accurately and succinctly

(e.g. Workforce Planning for the Environmental Division, Department

of Travel, June 2011).

Owner Who owns the project? Who is the key stakeholder for the business

area to which the workforce planning project applies? (e.g.

Environmental Division Head)

Responsibility This should be one person (e.g. the project manager), name and

position specified.

Project team Specify the names and positions of all members of the project team.

Timeline When will the project begin? When is it scheduled to finish (and be

integrated into business as usual)? What are the timeframes

associated with key components of the project (and their linkages to

key timeframes associated with business and financial planning,

etc.)?

Objective What is the outcome you are seeking to achieve from this workforce

planning project?

Output What will the output of the project be? (e.g. Environmental Division

(Department of Transport) Workforce Plan 2011–2014)

Target audience Specify who the project output (workforce plan) is intended to be

used by? (e.g. Environmental Division Head, Environmental Division

Business Manager, Environmental Division Directors)

Scope For what organisational level is the workforce plan being developed?

(e.g. unit, section, branch, division, group, agency, department, etc.)

Will the workforce plan cover all workforce segments or critical job

roles only? What are the main inclusions and exclusions of the

project? (e.g. due to data constraints a workforce profile will be

excluded)

Milestones What significant milestones can be used to track the progress of

workforce planning? (e.g. completion of a particular component of

the workforce planning project by a specified date)

Review timeframe

and responsibility

When will the project be reviewed and who is responsible for

undertaking the review/s required to maintain the workforce plan?

When is this going to happen?


APS Workforce Planning Guide – Templates

5

Template 2: Stakeholder engagement plan

This template is a table containing the main components of a stakeholder engagement plan. You can use it as a stakeholder engagement plan or attach it as an annex to a more extensive stakeholder engagement plan.

Stakeholder Involvement Risk Engagement Responsibilit Timing Approach

s y

Who is the

potential

stakeholder

?

How are they involved or

interested in the workforce

planning activity?

What are the

risks of not

engaging

them?

What level of

engagement is

appropriate? (e.g.

awareness, involvement,

commitment)

Who is

responsible for

engaging

them?

How often

should you

engage

them?

When?

How will the

stakeholder be

engaged? Through

what media?1

1 The communication media to be used for engaging with stakeholders depends on variables such as the purpose of the engagement, the size and nature of the target group, what communication has occurred before, and time and resource constraints (including budget). Stakeholder engagement can be very resource intensive.


Template 3: Workforce planning project risk assessment

You can use this template to assess the risks associated with your workforce planning project and develop mitigation strategies.

Risks Likelihood Consequence Criticality Mitigation strategies

What is the potential risk? What is the

likelihood? (e.g.

extreme, high,

moderate, low,

negligible)

What is the

consequence?

(e.g. extreme,

high, moderate,

low, negligible)

What is the

criticality? (e.g.

extreme, high,

moderate, low)

What are some potential strategies for mitigating

the risk?


Template 4: Workforce segmentation document

You can use this template to help you define the workforce segments within your organisation and outline the job capability requirements for each segment. Workforce segments should draw upon the job families, job functions and job roles in the APS Job Families Model. This template will provide the link between your workforce demand and workforce supply (defined in terms of skills and capabilities). You can use this template to communicate your workforce breakdown to employees and other stakeholders. Depending on your organisation, you may choose to add other columns to the table.

Job family Job function Job capability requirements

Outputs to be delivered Essential skills, capabilities

and characteristics

Desirable skills, capabilities

and characteristics


Template 5: Job role profiling template

You can use this template to systematically collect and manage information about particular positions or types of roles. A job profile is basically a comprehensive list of the responsibilities and tasks undertaken in a position or role plus a list of critical skills and capabilities needed to perform these responsibilities and tasks.

Job family information

Job family

Job function

Job role

Australian and New

Zealand Standard

Classification of

Occupations

(ANZSCO) code (if

applicable)


Profile information

Role purpose

Core responsibilities

Demonstrated

behaviours

Preferred

qualifications,

certifications, Is the qualification mandatory, or can it be acquired over a period

of time in the role?

licenses Mandatory

1–2 months

2–6 months

6–12 months

12+ months

Preferred knowledge

Role specific

technical knowledge

Source

Australian Public

Service classification

range

Security clearance Baseline

Negative vetting

1

Negative vetting

2

Positive vetting

Vacancy criticality High Medium Low


Template 6: Demand analysis (current and future)

You can use this template to determine your workforce demand, current and future.

Your full demand analysis should contain: Information on your critical job roles.

An outline of your demand forecasting method.

Your demand forecast findings (the known path, as well as the most plausible other scenarios and their impact on demand). In particular, it is important

that you list the key internal and external drivers of workforce demand and explain how these are expected to impact on demand. This will inform

workforce planning in the future as well as help you evaluate the accuracy of forecasted future demand.

The table below allows you to summarise your current and future workforce demand and as such will also show the gap between these two. The future demand in this table should be based on your known path. Bear in mind that workforce demand is the workforce you desire, however, it will need to be reconciled to the supply and budget.


Job family Job function Job role Current

demand

Future

demand

(+ 1 year)

Future

demand

(+ 2 years)

Future

demand

(+ 3 years)

Future

demand

(+ 4 years)

FTE

Level

Locati

on

FTE

Level

Locati

on

FTE

Level

Locati

on

FTE

Level

Locati

on

FTE

Level

Locati

on

FTE = full-time equivalent APS = Australian Public Service


Template 7: Alternative future analysis

As part of your demand forecasting process you will identify the ‘known path’ (the most likely path for your organisation) and alternative futures, scenarios and events that could impact your demand. You can use this template to record alternative futures and how they will affect demand as well as supply.

Scenario (name)

Description

Timeframe

Likelihood

Workforce demand

implications

Capacity

(size, structure)

Capability

(skills, capabilities)

Affordability

(full-time equivalent)

Workforce supply

implications

Capacity

(size, structure)

Capability

(skills, capabilities)

Key risks

Mitigation strategies


Template 8: Workforce database

You can use this template to collate a comprehensive list of employee information. You should use your demographic payroll data and skills and capabilities audit to populate the table. You can use this table as a basis for your internal supply analysis. Note: if your organisation is large, an information database will be much easier to manage than a spreadsheet.

Em

plo

yee

iden

tifi

cati

on

Nam

e

Ag

e

Male

or

fem

ale

Fir

st

sta

rt d

ate

Job

fam

ily

Job

fu

ncti

on

Job

role

Locati

on

Cla

ssifi

cati

on

Level Employment

Status

(Permanent,

full time,

part time,

casual)

Fu

ll-t

ime

eq

uiv

ale

nt

Ab

ori

gin

al /

Torr

es

Str

ait

Isla

nd

er

Dis

ab

ilit

y

Skills and

capabilitie

s

Oth

er

att

rib

ute

s

an

d c

hara

cte

risti

cs Qualifications

Skill

Cap

ab

ilit

y

Ed

ucati

on

Tra

inin

g


Template 9: Workforce trend summary

You can use this template you to summarise your organisation’s workforce inflow and outflow trends from past years. This will enable you to get an overview of how inflow and outflow have changed over time and can give you an idea of what they will be over the coming years.

Yearly workforce statistics

Workforce inflow Curre

nt

-1 yr -2

yrs

-3

yrs

-4

yrs

-5

yrs

-6

yrs

Recruitment

Secondments

Transfers

Total

Workforce outflow Curre

nt

-1 yr -2

yrs

-3

yrs

-4

yrs

-5

yrs

-6

yrs

Terminations

Secondments

Transfers

Resignations

Retirements

Redundancies

Deaths

Total

Template 10: Employee survey

You can use this template to survey employee opinion, experience and intentions to complement your quantitative information.

Employee survey

Where did you work before this agency?

What attracted you to the job?

What would make you leave?

What are your career/retirement intentions

over the next year, next two years, next five

years?

Where do you see yourself in two years’ time?

Would you recommend the organisation to

others? Why? Why not?

APS Workforce Planning Guide - Templates

Template 11: Exit interview

It is important that your organisation conducts and analyses exit interviews for the purpose of your workforce planning. You can use this template for suggested questions if your organisation doesn’t undertake exit interviews.

Exit interview

Why are you leaving the organisation?

Would you recommend the organisation to

others? Why? Why not?

Would you return to the organisation? Why?

Why not?


Template 12: Internal supply (current and future)

Based on Template 6 you should now be able to populate the first three columns of this template, which you can use to gain an overview of the skills and capabilities of your current workforce. Then, using workforce trend data and the information from your employee surveys, you should attempt to predict what your workforce will look like at the end of your specified timeframe, if no attempt is made to reconcile it with future demand.

Job

fam

ily

Job

fu

ncti

on

Job

role

Current internal supply Future internal

supply*

(+1 yr)

Future internal

supply*

(+2 yrs)

Future internal

supply*

(+3 yrs)

Future internal

supply*

(+4 yrs)

FTE Lev

el

Locati

on

FT

E

Lev

el

Locati

on

FT

E

Lev

el

Locati

on

FT

E

Lev

el

Locati

on

FT

E

Lev

el

Locati

on

For

example,

2

APS

5

Sydney

FTE = full-time equivalent*Assuming no change to trends

Template 13: External supply (current and future)

You can use this template to examine your workforce’s current and future external supply. Knowing the market availability of skills and capabilities that you require will be useful when you’re assessing the options for closing your workforce gaps. You do not need to distinguish between employees and contractors if you do not have this information available.

Skills and

capabiliti

es in

demand

(in order

of

criticality

)

Availability of supply Competitors Supply

impedimentsEmployees Contractors Note on

locationCurren

t

Yr 1 Yr 2 Yr

3

Yr 4 Curren

t

Yr 1 Yr 2 Yr 3 Yr 4

E.g.

project

managem

ent

E.g. shortage

worst in Western

Australia

E.g. main

competitor is

industry

E.g. high cost


= skill is in high supply = skill is in moderate supply = skill is low supply


Template 14: Workforce gap (current and future)

Using the information you have entered into Templates 5 and 10, you can use this table to show your workforce’s current skills and capability gaps as well as the predicted future gap if no specific measures are taken to address this gap.

Job

family

Job

functio

n

Job role FTE

Current Future (Yr 1) Future (Yr 2) Future (Yr 3) Future (Yr 4)S

up

ply

Dem

an

d

Gap

Su

pp

ly

Dem

an

d

Gap

Su

pp

ly

Dem

and

Gap

Su

pp

ly

Dem

and

Gap

Su

pp

ly

Dem

and

Gap

5 3 -2 3 4 1 3 4 1 3 4 1 3 4 1

FTE = full-time equivalent


29

Template 15: Risk and options analysis

When you’re developing strategies and initiatives to address your workforce gaps you will have several options. Some may address only one of your gaps, while others may address several. You can populate this template to assess the various strategies by comparing the gaps they will address, noting the potential limitations of implementing the strategies and initiatives.

Gap

s t

o b

e

ad

dre

ssed

Lik

elih

ood

Con

seq

uen

c

e Ris

k r

ati

ng

Mitigation

strategy/initiati

ve options

Other gaps the

strategies will

address

Potential

limitations

Alignment

with

organisation

objectives

Su

ccess

likelih

ood

Resid

ual

risk

Esti

mate

d

cost

Resp

on

sib

ilit

y Exp

ecte

d

ben

efi

t

E.g.

shortag

e of

policy

Analyst

s

E.g.

likely

E.g.

high

E.g.

high

E.g. introduce

graduate policy

program

E.g. likely retirement

of 20 personnel with

policy skills in 3

years.

E.g.

budgetary

constraints,

policy

graduates

are

becoming

harder to

find.

e.g.

high,

mediu

m, low


= extreme = high = moderate = low


Template 16: Action plan

You can use this template to outline your chosen strategies and initiatives (in order of priority) and the responsibilities, key performance indicators, timeline, milestones and resources requirements. You should involve line managers and HR managers in this process to ensure you develop a tangible and realistic action plan. If there are links between existing strategies and initiatives and the strategies and initiatives you identify in your action plan, you should make those responsible for implementing them aware of this, and ensure they have the tools needed to coordinate them.

Strategies and

initiatives

Priori

ty

Responsibility Key

performance

indicator and

target

Timeline Milestones and

deliverables

Budget and resource

requirements

E.g. introduce

graduate policy

program

E.g.

high,

mediu

m, low

E.g. Human

Resources Manager

(implementation)

Chief Executive

Officer (owner)

E.g. Dec 2011

to Mar 2012

E.g. Dec 2011—advertise

positions

Feb 2011—candidate

interviews

Mar 2011—announce

positions

Mar 2011—candidates

start

E.g. 2 x Human

Resources Directorate

staff required for

duration of timeline


= high = medium = low


33

APS Workforce Planning Guide Templates

Documents

Transcript of APS Workforce Planning Guide Templates