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

1. 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

2. 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

3. 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

4. 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

5. Workforce Planning Model

6. 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

7. 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

8. 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

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

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

11. 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)

12. 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

13. 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

14. 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

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

16. 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

17. 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

18. 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

19. 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

20. 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

21. 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

22. Questions? . . . How can we help?