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Welcome to Workforce Planning

Welcome to Workforce Planning

Overview and Getting Started

AgendaAgenda

1. Workforce and Succession Planning1. Workforce and Succession Planning

2. Guides and Steps 2. Guides and Steps

3. Strategic Planning – Management Buy-In 3. Strategic Planning – Management Buy-In

4. Our Multi-Generational Workforce 4. Our Multi-Generational Workforce

5. Next Steps5. Next Steps

Workshop ObjectivesWorkshop Objectives

Learn why strategic planning is important

Learn why strategic planning is important

Recognize the difference between workforce planning and succession planning

Recognize the difference between workforce planning and succession planning

Walk away with the resources to start workforce planning

Walk away with the resources to start workforce planning

Understand the Multi-Generational Workforce

Understand the Multi-Generational Workforce

Get tips for obtaining management buy-in

Get tips for obtaining management buy-in

Identify the steps in the workforce planning process

Identify the steps in the workforce planning process

What is Workforce Planning?What is Workforce Planning?

Workforce Planning is having the right people with the right skills, experiences, and competencies, in the right jobs, at the right time.

Workforce planning addresses the people requirement of a strategic plan.

IPMA Defines Workforce Planning

IPMA Defines Workforce Planning

Workforce Planning is the strategic alignment of an organization’s human capital with its business direction.

It is process where you: • analyze the current workforce, • identify future workforce needs, • establish the gap between the present and the future,• and implement solutions so the organization can accomplish its mission, goals, and objectives.

Workforce Planning IS NOTan Exact Science

Workforce Planning IS NOTan Exact Science

Projections are not predictions… and even your best projections will not be precise!

Plans should be flexible, reviewed often, revised, and evaluated for effectiveness.

Not a one time project and then you’re done, it’s a process.

What is Succession Planning?What is Succession Planning?

Succession Planning is an important subset of workforce planning. Its goal is the same, but its focus is specifically on having the right leadership in place at every level of the organization.

What About the Merit System?What About the Merit System?

The State Constitution provides for a State Personnel Board appointed by the Governor to administer the civil service system. SPB is responsible for ensuring that civil service, permanent appointments, and promotions are based on merit and competitive exams.

Why Are Workforce and Succession Planning Important?

Why Are Workforce and Succession Planning Important?

They enable an organization to proactively plan for and address changes in the workforce.

They provide an awareness of workforce composition now and in the future.

They encourage an organization to more effectively and specifically develop existing and newly hired staff.

Why now?Why now?

Workforce and Succession Planning are hot topics lately…. Why is that?

• Changing workforce o Baby Boomers retiringo Millennials entering workforce

• Budget issues• HR changeso transactional to strategic

Changes in WorkforceChanges in Workforce

Labor MarketLabor Market

Projected Top OpeningsProjected Top Openings

Silicon Valley VideoSilicon Valley Video

300,000 job openings are expected due to retirements in Silicon Valley alone.

50% of management and professional employees are eligible to retire in the next few years.

Let’s watch video

California as the State EmployerCalifornia as the State Employer

If we were in the Fortune 500, by size, we would be ranked 15th.

State Employees By AgeState Employees By Age

In the nextIn the next5 years:5 years:

• 62%62% of CEAs/Exempts

• 50%50% of Mgr/Sups

• 35%35% of Rank & File

will be will be eligibleeligibleto retireto retire

In the nextIn the next5 years:5 years:

• 62%62% of CEAs/Exempts

• 50%50% of Mgr/Sups

• 35%35% of Rank & File

will be will be eligibleeligibleto retireto retire

Workforce & Succession Planning Models

Workforce & Succession Planning Models

• DPA Model – in your registration packet

• FTB Model – program level, online

• Succession Planning Models Michigan (handout)

• Information Technology State of CA CIO Website –

IT Succession Planning toolkit http://www.cio.ca.gov/Government/Publications/pub.html

NASCIO Survey Report (handout)

Models From Other StatesModels From Other States

Use BEST practices from other states doing it right.

Government Performance Project www.pewcenteronthestates.org Georgia Iowa Virginia

IPMA MODELIPMA MODEL

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THREE APPROACHES TO WORKFORCE PLANNINGTHREE APPROACHES TO WORKFORCE PLANNING

Workforce Approach:

Examines the current workforce and occupations and projects the number and characteristics of jobs and number of employees needed to fill them at a specific point in the future.

Workload Approach:

Focuses on the amount and type of work the organization anticipates handling at a specific point in the future, and uses this information to project the number of resources (people and skills) needed to perform that work.

Competency Approach:

Identifies sets of competencies aligned with the organization’s mission, vision and strategic goals. This approach assumes the organization has already considered workforce and workload and can focus not only on the number of people, but the competencies employees must master for organizational success.

Adapted from Workforce Planning Resource Guide; IPMA

DPA ModelDPA Model

WFP Status CheckWFP Status Check

WFP StepsWFP Steps

Steps What This Step Accomplishes

1. Create or Update Strategic Plan

Provides the mission and measureable goals, objectives and timeframes for accomplishing them.

2. Choose the scope for the workforce planning effort

Determines the focus of the workforce planning effort. This is where you’ll tailor your efforts for your department. Leadership should determine the scope.

3. Data Collection Workforce, Workload and CompetenciesIdentify the work functions that needs to be

performed to meet the strategic goals

4. Identify Key Positions

Identify the staff, both in number of staff and competencies, required to accomplish the work functions (staffing demand)

WFP StepsWFP Steps

5. Project Future Staffing Supply

Project the workforce needed, including numbers and competencies, to accomplish the goals (projected staffing supply) – Look at Strategic Plan

6. Conduct a Gap Analysis

Compare the staffing requirements with the projected workforce supply . This will show us where we may not have an adequate workforce to perform future work functions

7. Develop Priorities and Create Solutions

Establish priorities for the gaps identified and create solutions to meet those needs.

8. Implement the Solutions

This may include a written implementation plan

9. Evaluate the Plan Assess what’s working and what’s not. Make adjustments as needed. Address new workforce and organization issues.

Strategic PlanningStrategic Planning

What if there’s no strategic plan?

Can we still do workforce planning?

Are there goals? Use that.

Still nothing? Don’t do a gap analysis, just figure out what it will take to maintain what you have now based on who’s leaving.

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Three groups to consider…Three groups to consider…

Future Employees

Issues

Recruiting

Selecting

Becoming Productive

Those who will be with you

Issues

Retaining

Developing

Succession preparation

Adding Value

Those who will be leaving

Issues

Transfer of knowledge/ skills

Replacing

Leaving a legacy

Data and AnalysisData and Analysis

Workshops at this conference:Data CollectionWorkforce Analysis

SCO – reports you can request through MIRS

SPB – age demographic info, workforce analysis

EEO issues

CompetenciesCompetenciesA competency is an observable

SkillDemonstration of knowledgeAbilityPersonal characteristic

…that results in behaviors that are measureable and contributes to more effective performance.

Competency DictionaryCompetency Dictionary

Available on DPA’s websiteCreated by HR Mod

CommunicationListens to others and communicates in an effective manner.

• Knows that listening is essential to understanding• Ensures that others involved in a project or effort are kept informed about developments and plans• Ensures that important information from management is shared with employees and others as appropriate• Shares ideas and information with others who might find them useful• Keeps manager informed about progress and problems• Ensures that regular consistent communication takes place within area of responsibility• Gives and receives constructive feedback

Implementing solutionsImplementing solutions

Examples of solutions i.e. start formal mentoring program

Staffing Shortage Solutions – HANDOUT

RetentionTraining and DevelopmentCareer DevelopmentOrganizational Development

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Selecting Strategies For:Selecting Strategies For:Skills Gaps

• Succession Planning

• Targeted recruitment and selection

• Customized Training

• Career Development

Skills Surpluses

• Retraining

• Reassignment

• Voluntary downshifting

• Voluntary Separation

• Reduction in Force

Retention and Productivity

• Employee Surveys

• Organizational development initiatives

• Pay Options

• Challenging assignments

• Recognition programs

• Alternative work arrangements

• EAP Referrals

Evaluating the PlanEvaluating the Plan

Use Performance Measuresi.e. - We’ve reduced turnover by 10% by

implementing a manager training program.- We saved $50K by revising outdated

processes.

Next StepsNext Steps

How to get started on your workforce planning project:

Do you have management buy in?

Current strategic plan?

How to get management buy inHow to get management buy in

REALITY CHECK

Do a draft “retirement eligibility” report for exec staff

DPA Employees Eligible to Retire

Facts:

Within five years 43% of DPAs staff will be eligible to retire. ALL Executives (Directors and Chiefs) are currently eligible or will be eligible to

retire in 6 years. 48% of DPAs managers are eligible to retire right now. Our immediate problem is succession (leadership) planning.

Division 20-44 45-49 50-54 55-59 60+ Total Executive (Directors and Chiefs) 0 3 4 2 1 10 Eligible to retire now 20% 10% 30% Eligible to retire in 5 years 40% 20% 10% 70% Management Team (E99s except execs) 8 7 3 15 1 33 Eligible to retire now 45% 3% 48% Eligible to retire in 5 years 9% 45% 3% 57% Admin 13 2 4 0 0 19 Eligible to retire now 0% Eligible to retire in 5 years 21% 21% Benefits 9 7 4 4 3 27 Eligible to retire now 15% 11% 26% Eligible to retire in 5 years 15% 15% 11% 41% CCD 6 4 10 3 2 25 Eligible to retire now 12% 8% 20% Eligible to retire in 5 years 40% 12% 8% 60% Executive Office 2 1 0 0 0 3 Eligible to retire now 0% Eligible to retire in 5 years 0% Labor 4 2 4 1 1 12 Eligible to retire now 8% 8% 16% Eligible to retire in 5 years 33% 8% 8% 50% Legal 23 1 6 4 4 37 Eligible to retire now 11% 11% 22% Eligible to retire in 5 years 16% 11% 11% 38% SPP 15 5 5 0 1 26 Eligible to retire now 4% 4% Eligible to retire in 5 years 19% 4% 23% TOTAL STAFF 80 32 40 29 13 194 Eligible to retire now 15% 7% 22% Eligible to retire in 5 years 21% 15% 7% 43%

How to get management buy inHow to get management buy in

Include senior management in the WFP process

Create an action plan and get management to approve it

Initiating WFP Can Be Challenging

Initiating WFP Can Be Challenging

• Department-wide efforts need Executive support• May need to start where you have program management interest• May need to focus on one or two functions• Don’t just project problems, develop and implement solutions that show results • Internal expertise may be lacking• Set reasonable timeframes• Start NOW!

Implementing Culture ChangeImplementing Culture Change

Implementing culture change – it’s not a project, it’s a continuous process

Stress the importance of communication

Strategic PlanStrategic Plan

Current strategic plan?

Yes? Great! Review it.

No? Talk to your Director. Offer to lead a team to create and/or update the plan.

SWOT Analysis - HANDOUT

Meet with Your DirectorMeet with Your Director

Verify the Strategic Plan

Lay out the Action Plan

Get their view on the Scope

Workforce Planning is an Workforce Planning is an EXECUTIVE function, leaders EXECUTIVE function, leaders must take ownership of thismust take ownership of this

Set up Two TeamsSet up Two Teams

Stakeholder Group• Steering Committee for project. Provides management buy in and accountability, they define scope of project, approve priorities and recommendations from Design team.

Design Team• Does the data collection and workforce analysis. Reports to Stakeholder group recommendations for priorities and solutions. Create implementation plan.

CommunicateCommunicateCommunicate

CommunicateCommunicateCommunicate

Where to Get HelpWhere to Get Help

List of resources - HANDOUTDGS MSA – on Resources List

DPA Statewide Workforce Planning Program

New website/Toolkit up in December

Ad Hoc group – meets Dec. 9 at 10 a.m. at SPB auditorium

Questions??Questions??

THANK YOU FOR CHOOSING THIS WORKSHOP!

I HOPE YOU ENJOYED OUR TIME TOGETHER!

THANK YOU FOR CHOOSING THIS WORKSHOP!

I HOPE YOU ENJOYED OUR TIME TOGETHER!