Workforce Planning Designing a Workforce Planning Model for the Department of Military and Veterans Affairs Presented by: Civil Service, Workforce Planning and Recruitment Services

What Is Workforce Planning What Is Workforce Planning? Workforce Planning is the process for making human resource decisions which provides the: Right People Right Skills/Competencies Right Place Right Time

Why Is Workforce Planning Important? Provides management with a strategic basis for making human resource decisions Allows management to be proactive rather than reactive in anticipating workforce needs Maximizes organizational effectiveness by integrating the organization's mission, strategic plan, budget resources, technology, and human resource needs

Lack of Workforce Planning Results in: Gaps in staffing Lesser equipped/experienced workforce Work production/level of service suffers Reduction in funding Increased overtime costs Decreased employee morale

Workforce Planning Results in Tangible Outcomes: Reduced turnover costs Identifies recruitment, development and training needs Ability to accurately budget staffing needs Regular business process review increases operational effectiveness Bridge gaps due to attrition, retirement and downsizing

Workforce Planning Model

Set Strategic Direction Executive management buy-in Establish team - include HR, budget, IT, bureau representatives Establish projection time frame E.G. 5, 10, 15 years

Current Workforce Analysis Data Sources: Organization charts Position inventory MIDB report MHR 1031 Budget Separations by type, position code description, etc. MIDB report MHR 1017

Current Workforce Analysis Status Checks: Current strategic objectives Current technology Current skills - years of experience by class, level, performance reviews, developmental plans, eligibility of staff for promotions/ lateral job changes Appropriateness of classifications for work being performed

Future Workforce Analysis Data Sources: Regular retirement eligibility MIDB report MPR 1021 Projected retirement eligibility MIDB report MPR 1022 Seniority report MIDB report MRH1006

Future Workforce Analysis, Cont. Data Sources: Budget appropriations Projected labor outlook (DOL) http://www.bls.gov/ Projected wage/salary costs MIDB report MPR1020

Future Workforce Analysis, Cont. Status Checks: New programs being funded (managers) New programs being planned (managers) Changes in focus of programs (managers) Technology changes/needs (manager, IT) Education, certification, licensure requirement changes (CIS, colleges, managers)

Future Workforce Analysis, Cont. Status Checks, Cont.: Changes to or new objectives in strategic plan Pending or proposed legislation Training requirements for staff to stay current Training requirements for staff to meet new requirements Changes in business processes (outsourcing, different skill needs, etc.) Offices/work areas combining or splitting

Gap Analysis Review available exit interview data Project vacancies based on MIDB data Project vacancies based on new program needs, assessment of current staff Compare current knowledge base to new knowledge required: is training available, how long will it take to acquire the knowledge needed Cost/benefit of training vs. New hires

Gap Analysis, Cont. Review impact of retirements and other projected turnover Cost benefit of redeployment/retraining vs. RIF Determine if changes in business processes or organizational structure impact any bargaining unit issues Determine if staff/supervisor ratios are still appropriate

Gap Analysis, Cont. Evaluate wage/salary costs, needed capital outlay for space, technology, training and whether there are sufficient financial resources

Workforce Strategy and Implementation How to Address the Gaps: Hiring needs: review/develop recruitment strategy(ies) and set specific hiring goals, streamline process, identify target classes Training needs: review/develop training strategy and set specific timeframes and outcomes, determine providers Technology needs: develop strategy to purchase, install and train on new equipment/software, determine providers

Workforce Strategy and Implementation, Cont. How to Address the Gaps: Budget needs: determine priorities, supplemental requests Organizational needs: make any required organizational structure changes Labor relations issues: conduct labor management meetings, provide notice to OSE if bargaining unit impacts or RIF Space needs: develop acquisition plan, moving schedule

Workforce Strategy and Implementation, Cont. How to Address the Gaps: Policy/procedure, strategic plan impacts: make any necessary changes, updates Monitoring needs: develop processes for determining success of training and recruitment, business process changes Retention/succession issues: determine employee perks, promotional potential Communication needs: develop plan to announce implementation of new initiatives

Measure, Monitor, Modify Monitor impact of business process and technology changes Measurement-establish new workload processing standards, develop production reports, exit interviews, CS surveys Modify strategies as necessary

Lack of Workforce Planning Results in: Gaps in staffing Lesser equipped/experienced work force Work production/level of service suffers Reduction in funding Increased overtime costs Decreased employee morale

Make the Commitment: The Result will be: Dedicate the time and resources Incorporate workforce planning into the strategic plan The Result will be: Increased efficiency, productivity and effectiveness Continual improvement Proactive response to business needs

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