1. WORKFORCE PLANNING

2. WHAT IS WORKFORCE PLANNING? Continuous process of matching workforce requirements to organisational objectives. A management framework that links human resourcing decisions to the organisation’s plans and budgetary resources. Continuous process of matching workforce requirements to organisational objectives. A management framework that links human resourcing decisions to the organisation’s plans and budgetary resources.

3. WORKFORCE PLANNING Are most effective when done in consultation with other planning – the best time to consider workforce needs is in conjunction with your MOP. Managers/HODs should be fully involved as they are in the best position to assess their needs. Plans should focus on occupations which have the most impact on the achievement of organisational objectives (largest number, greatest turnover or have key issues involved). Are most effective when done in consultation with other planning – the best time to consider workforce needs is in conjunction with your MOP. Managers/HODs should be fully involved as they are in the best position to assess their needs. Plans should focus on occupations which have the most impact on the achievement of organisational objectives (largest number, greatest turnover or have key issues involved).

4. PLAN STEPS 1.Develop Scenarios 2.Estimate Demand 3.Forecast Supply 4.Identify Gaps 5.Identify Issues 6.Develop Strategies to address Issues 1.Develop Scenarios 2.Estimate Demand 3.Forecast Supply 4.Identify Gaps 5.Identify Issues 6.Develop Strategies to address Issues

5. WHY PLAN? Determine the workforce needed for the future. Provide a basis for training and budget bids. Achieve maximum organisational effectiveness in staffing. Ensure that staff are available to deliver required organisational outcomes. Plan for and address workforce gaps. Determine the workforce needed for the future. Provide a basis for training and budget bids. Achieve maximum organisational effectiveness in staffing. Ensure that staff are available to deliver required organisational outcomes. Plan for and address workforce gaps.

6. DEVELOPING SCENARIOS Why? Because the future is not set and may change Build on last year’s plans Scenarios are simply the possible future Why? Because the future is not set and may change Build on last year’s plans Scenarios are simply the possible future

7. MAKING A START Do not make it complicated, the simplest approach is usually best If all information is not available, collect what is and plan to collect more for next year. Use a variety of information, both quantitative and qualitative. Involve key staff in the process, in order to validate your plans. Do not make it complicated, the simplest approach is usually best If all information is not available, collect what is and plan to collect more for next year. Use a variety of information, both quantitative and qualitative. Involve key staff in the process, in order to validate your plans.

8. HOW? Review available information. MOP, budget, feedback, KDP, last year’s plans, both internal and external Interview and/or workshop with stakeholders, Analyse information Develop possible scenarios Review available information. MOP, budget, feedback, KDP, last year’s plans, both internal and external Interview and/or workshop with stakeholders, Analyse information Develop possible scenarios

9. EXAMPLE Government confirms that they want to improve the way scholarships are handled, hence, recommended centralisation of the scholarships office with MLHRD. One scenario is PSO HRMC Training section to be relocated/transferred out of PSO Government confirms that they want to improve the way scholarships are handled, hence, recommended centralisation of the scholarships office with MLHRD. One scenario is PSO HRMC Training section to be relocated/transferred out of PSO

10. JOB CLUSTERS The recommended JOB CLUSTERS (occupational groups) are: MANAGEMENT PROFESSIONAL/TECHNICAL CORPORATE SERVICES SUPPORT SERVICES The recommended JOB CLUSTERS (occupational groups) are: MANAGEMENT PROFESSIONAL/TECHNICAL CORPORATE SERVICES SUPPORT SERVICES

11. EXAMPLES Management: Secretary, DS, Division Heads… Professional/Technical: Structural Engineer, Civil Engineer, Nurse, Teacher Corporate Services: Admin Staff, Account Staff, Human Resources… Support Services: Cleaners, Drivers, Security, Storeman Management: Secretary, DS, Division Heads… Professional/Technical: Structural Engineer, Civil Engineer, Nurse, Teacher Corporate Services: Admin Staff, Account Staff, Human Resources… Support Services: Cleaners, Drivers, Security, Storeman

12. INTERNAL DEMAND Work on your most likely scenarios first! POSITION Numbers Realistic estimate of how many POSITIONS you will need (and are likely to get) POSITION Mix Realistic estimate of what job roles you will need and what key changes may emerge in roles Skill Requirements Define what skills and qualifications the POSITIONS require Work on your most likely scenarios first! POSITION Numbers Realistic estimate of how many POSITIONS you will need (and are likely to get) POSITION Mix Realistic estimate of what job roles you will need and what key changes may emerge in roles Skill Requirements Define what skills and qualifications the POSITIONS require

13. INTERNAL SUPPLY Supply focuses on PEOPLE Develop a workforce profile to analyse trends in staff movement Forecast future staff movement based on history Estimate skill availability based on current skill levels Estimate supply in 1, 3 and 5 years Supply focuses on PEOPLE Develop a workforce profile to analyse trends in staff movement Forecast future staff movement based on history Estimate skill availability based on current skill levels Estimate supply in 1, 3 and 5 years

14. WORKFORCE PROFILE Current establishment and number of employees in job clusters Long term vacancies Employment status ( Permanent, temporary) Gender and age of employees Length of Service Turnover rates ( redundancy, termination, resignation, death, promotion) Forecast future staff movement based on trends Example Current establishment and number of employees in job clusters Long term vacancies Employment status ( Permanent, temporary) Gender and age of employees Length of Service Turnover rates ( redundancy, termination, resignation, death, promotion) Forecast future staff movement based on trends Example

15. SKILLS AVAILABILITY Internal availability Capability mapping External availability Returning in-service scholarship holders Trainees currently completing targeted programs (eg, nurses, teachers) Skills in the community Returning pre-service scholarship holders Internal availability Capability mapping External availability Returning in-service scholarship holders Trainees currently completing targeted programs (eg, nurses, teachers) Skills in the community Returning pre-service scholarship holders

16. GAPS AND ISSUES Identify the Gap between Demand and Supply Gaps may be numerical or skills Gaps may be surplus or shortage Identify the Issue with the Gap Develop strategies to address the Issues Identify the Gap between Demand and Supply Gaps may be numerical or skills Gaps may be surplus or shortage Identify the Issue with the Gap Develop strategies to address the Issues

17. STRATEGY DEVELOPMENT Strategies should relate to ISSUES and may include. Changes in organisational structure Job redesign Recruitment, Retention, relocation, redeployment programs Career development plans, succession plans HRD activities Strategies should relate to ISSUES and may include. Changes in organisational structure Job redesign Recruitment, Retention, relocation, redeployment programs Career development plans, succession plans HRD activities

18. CONSIDERATIONS Ensure all strategies are consistent with each other and with organisational objectives Costs associated with strategies for addressing skills gaps Viability of retraining to fill skills gaps Sourcing of skills through sharing resources Ensure all strategies are consistent with each other and with organisational objectives Costs associated with strategies for addressing skills gaps Viability of retraining to fill skills gaps Sourcing of skills through sharing resources

19. WORKFORCE PLAN Required to be submitted to PSO To be completed at the Ministry level to enable you to assess your Gaps identify strategies to address these Identifies more than HRD needs Can refer to the Workforce analysis when requesting HRD Activities Required to be submitted to PSO To be completed at the Ministry level to enable you to assess your Gaps identify strategies to address these Identifies more than HRD needs Can refer to the Workforce analysis when requesting HRD Activities

20. HRD PLANNING Work force Planning is a prerequisite to HRD Plans. Without Workforce Planning HRD planning, for in-service training will not be possible. Updated format for HRD plans, based on feedback from last year’s plans. Review what you submitted last year and update for 2012 Must be submitted from the MINISTRY level Must include MINISTRY priorities Work force Planning is a prerequisite to HRD Plans. Without Workforce Planning HRD planning, for in-service training will not be possible. Updated format for HRD plans, based on feedback from last year’s plans. Review what you submitted last year and update for 2012 Must be submitted from the MINISTRY level Must include MINISTRY priorities

21. HRD PLAN FORMAT List activities in PRIORITY order in each category, starting from 1 and going down All activities (except academic) to have notional costs Include your report on outcomes from 2011 List activities in PRIORITY order in each category, starting from 1 and going down All activities (except academic) to have notional costs Include your report on outcomes from 2011