Speed Bumps on the Road to Workforce Planning

Workforce

OSCPM

Alan Ross Tripp

Workforce Planning Manager

Office of Personnel Management

Planning

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.

The Big Picture

Strategic Plan for Future

Current Workforce

How do we fill this gap?

The Overall Process

• Strategic Planning• Workforce Analysis• Implementation • Evaluation

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.

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.

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.

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.

Evaluation

Methods of Resource Management

• Strategic Staffing

• Succession Planning

• Retention of institutional knowledge

• Retention, Turnover, and Retirement

Methods of Resource Management

Strategic Staffing

Where are we going to get future employees?

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.

Methods of Resource Management

Retention of institutional knowledge

Focusing on the critical positions whereknowledge loss is the greatest threat Identifying and prioritizing the specificknowledge and skills at risk Developing concrete, actionableresponses to mitigate this loss

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

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.

The Average State Employee

• Avg. Age 45.3

• Avg. St Svc 10.7

• Avg. Yrs 2 Ret 12

The Average State Employee

4,000

9,000

14,000

19,000

24,000

29,000

34,000

Now 5 years 10

years

15

Years

Number ofRetirements

State Staffing Trends Number of State Employees By Fiscal Year

34,000

35,000

36,000

37,000

38,000

39,000

40,000

41,000

42,000

Fiscal Year

Sta

te E

mp

loye

es

Short Term Reasons for Workforce Planning

• Reductions in Force

• Military Deployments

• Immediate Retention and Turnover Issues

• Legislation

Succession Planning

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

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

Pre-selection involves choosing a successor without a formal interview or

selection process

Succession planning involves planned developmental activities for a group of

employees.

Succession Planning Is Not Pre-selection

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. .

How does this help with short term problems?

Reasons why Workforce Plans Fail

They are too ambitious

Reasons why Workforce Plans Fail

Unprepared for the negative.

Reasons why Workforce Plans Fail

Ineffective internal movement.

Reasons why Workforce Plans Fail

Ignoring contingency workforce percentages

Reasons why Workforce Plans Fail

Managers didn't own it.

Reasons why Workforce Plans Fail

Targets are too narrow

Reasons why Workforce Plans Fail

Failure to Prioritize

Any Questions?

Thank You

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