Industrial Consultancy Services by Varahii Consultancy Services Mumbai
Follow us on Twitter: @NWEmployers Web: North West Employers’ core objective is: “providing a...
-
Upload
rosamund-bryant -
Category
Documents
-
view
213 -
download
0
Transcript of Follow us on Twitter: @NWEmployers Web: North West Employers’ core objective is: “providing a...
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
North West Employers’ core objective is:
“providing a network of support, advice and consultancy services on all people matters”
I am here today as a representative associate of North West Employers.
North West Employers provide and broker events for authorities' very specific and diverse needs. Our aim is to help improve current skills and grow new ones by designing bespoke courses for councillors, officers, administrators and front line staff; to offering an extensive regional programme of events to meet individual and organisational needs. For more information on how we can help you ring Pat Wilson: 0161 214 7103, email: [email protected], visit our website or follow us via Twitter below.
We very much hope you find today’s event of value and look forward to any feedback you may have.
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Supporting the Workforce Planning Process
8th September 2011
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Aim
To assist HR or other staff to develop an overall understanding of the process and to enable them to support managers who will be developing workforce plans.
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
ObjectivesObjectives
At the end of the workshop participants will have:- • Explored and built an understanding of the workforce
planning process• Identified and discussed issues and questions in
relation to workforce planning and how to assist managers to resolve these issues
• Clarified roles and responsibilities within the process• Considered strategies to support colleagues• Shared good ideas/ good practice • Identified sources of additional information and
support• Produced actions plans for taking the learning
forward.
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
ContentWhat is it? DefinitionsWhy do it? Drivers/Benefits/FitWorkforce Planning in your AuthorityHow to do it? A processWhat issues does it raise? Points to considerWhere can I access further information and
support?What do I need to do now?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Definitions“Workforce Planning is the process of ensuring
that a business has the right number of employees; with the right knowledge, skills and behaviours in the right place at the right time” (IRS Employment Review 790).
“Workforce Planning is about trying to predict the future demand for different types of staff and seeking to match this with supply” (Developing the NHS Workforce).
“A process in which an organisation attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet that demand” (Reilly 1996).
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Workforce Planning –What is it?
Identification of future service shape
+ Future skill, knowledge and job
requirements+
Current workforce situation
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Exercise
Why should we undertake Workforce Planning?
What is driving the process?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Why do it?
Political and policy changeLabour Market changeDemographic and social
changeTechnological change
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Political and policy change
Examples:• Economic drivers• “Right to provide”• Choice for service users (personalisation agenda)
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Labour Market – The Local Government Workforce
Local Government workforce is generally older than that of the whole economy
Average sickness absence rate in Local Government is just over 10 days per employee per year which compares to a whole economy figure of 6.6 days per annum ( 2010)
Shift towards more P/T workingTransfer of staff to other organisations
(TUPE)
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Demographic and Social Change
Rapidly changing global economyAgeing and increasingly diverse
populationGrowing expectations of
responsivenessEnvironmental pressures
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Technological Change
The content of the ww web doubles every 90 days
Number of years to reach 50 million users
Radio 38 yearsTelevision 18 yearsCable 12 yearsThe web 5 years
Mobile Phone 2 years
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Exercise
What do you consider will be the benefits of effective workforce planning for your organisation?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
NWE Template • Starting the journey• Identification of future needs• Assessment of current situation• Planning for action• Implementation• Review and evaluation
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Your template
What template is being used in your Authority?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
1. Starting the journey
• Who is responsible for workforce planning?• Have the key drivers been identified?• Is there commitment and underpinning skills and
resources?• Is this carried out with partners- internal and
external?• How do the workforce planning processes link
with other processes e.g. financial planning?• Do you have an effective change management
process?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
2. Identification of Future Needs
Exercise
What options can you identify for the provision of HR
services in your authority in 2016?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
2 Identification ofFuture Needs
Managers will need to identify:-
Corporate visionImpact of future Central Government Initiatives/
other external driversKey objectives for their service area Planned major changesPredicted workforce profile in 5 / 10 yearsFuture fundingDemographic changes that could impact on
servicesWorkforce risks
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
3. Assessment of current situation
Data collection – Exercise • What information do you
currently have – both people and performance?
• How is it be collected and collated?
• What issues do you have about workforce data?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Current position
Remember , this is not just a data collection exercise. It is the analysis of that information that is critical to the process.
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
3. Assessment of CurrentSituation
Numbers of staff part time/full time/ agency & costs
Age /gender/ethnicity/disability etc.Turnover / absence/ overtimeQualifications/ skillsCurrent labour market trends / e.g
shortagesWorkforce risksPerformance data
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
4. Planning for action
Compare the information from Stages 2 and 3
Identify the implications for staffingSet the priorities (with partners)Develop the strategy and action planEnsure ongoing employee
engagementDevelop workforce strategyDevelop action plan
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Exercise
What opportunities/activities are available to you to “fill the gap”? i.e. manage the workforce implications
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Planning for action
Some examples:-
Provide greater work flexibilityOutsourceJob redesign and remodellingEnhance promotion opportunities for internal
staffExtend sources of recruitmentProcess redesign and remodellingSuccession planning/talent managementDevelop skills of current staffPartnership delivery
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
5. Implementation
Mainstream workforce planning processes
Regular review of progressEvidence that solutions are having
desired impact/corrective actions taken
Regular risk assessmentProactive governance
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
6. Review and evaluation
Evidence based approach to review and evaluation
Update key driversProcess and plan in place to
update workforce strategy and plan
Share good practiceCelebrate success
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Useful Support Information
Internal – E.g. Business Planning Support Teams,
HR and OD Teams, Finance and IT Teams External
www.idea.gov.uk ( LGID)www.audit-commission.gov.ukwww.lge.gov.ukwww.lga.gov.ukwww.improvementnetwork.gov.ukwww.nwemployers.org.uk
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Issues
What issues does the whole process raise for you?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Possible issues
Will your managers seek your support when writing their plans?
Do you have sufficient knowledge to provide the right level of support?
Are you adequately skilled to provide this support (e.g. internal consultancy skills)?
How can you influence changes to ineffective or outdated policies and processes?
How can a seamless support service be provided?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
What do I need to do now?
What stage are you in the process?
How will you plan to do what is required?
What resources will you need to commit to this?
What impact will this have on your other priorities?
Follow us on Twitter: @NWEmployersWeb: www.nwemployers.org.uk
Contact Details:
Pat WilsonNorth West Employers
6th Floor, Delphian HouseRiverside
New Bailey StreetManchester M3 5AP
Tel: 0161 214 7103Fax: 0161 831 7268
Email: [email protected]: www.nwemployers.org.uk
Twitter: @NWEmployers