1. BASICS OF WORKFORCE PLANNING
Presenters:
Max Reichert
Dwuena Wyre

2. WORKFORCE PLANNING OVERVIEW
Max Reichert
Department of State Civil Service
Contact Information:
(225)

3. WORKFORCE PLANNING DEFINED
Workforce planning is
getting the right people
with the right skills
in the right jobs
at the right time
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4. Why is workforce planning urgent now?
WHY IT IS URGENT
Why is workforce planning urgent now?
14% are eligible to retire in one year.
21% are eligible to retire within three years.
29% are eligible to retire within five years.
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5. GENERAL GUIDELINES FOR WORKFORCE PLANNING
Avoid overreaching.
Don’t collect data until you know how you will use it.
Keep it simple
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6. OVERVIEW OF STEPS IN WORKFORCE PLANNING
Define your purpose for workforce planning.
Get top management and leadership support.
Integrate and align with strategic plan and budget.
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7. OVERVIEW OF STEPS IN WORKFORCE PLANNING
Determine scope of workforce planning
Form a task force
Predict future workforce needs
Analyze workforce supply
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8. OVERVIEW OF STEPS IN WORKFORCE PLANNING
Determine gap between supply and needs
Create action plan to address gap
Create evaluation process to assess progress
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9. Department of State Civil Service
GETTING STARTED
Dwuena Wyre
Department of State Civil Service
Contact Information:
(225)

10. GETTING STARTED Determine the purpose
Ask, “Why do we need to do this?”
3 Good Reasons (out of many)…
To create a pool of potential replacements
To preserve critical knowledge
To retain and recruit valuable employees
Determine the goal of your workforce plan
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11. LEADERSHIP SUPPORT Chief Executive Endorsement:
Communicate to all the purpose, importance, & intentions
Designate an executive level employee to oversee efforts
Provide funding for staff development
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12. ALIGNING THE PLANS Strategic Budget Workforce Types of Plans We Have:
Provides information to support executive decisions. Includes the strategic vision.
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13. PREDICTING FUTURE WORKFORCE NEEDS
Two Important Questions:
What positions should be included within the scope of the workforce planning efforts?
2. What positions will need to be filled and when?
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14. IN OR OUT? Determine which jobs or positions to include.
Jobs to consider:
difficult to recruit
require scarce or technical expertise
executive or managerial level
occupied by retirement eligible employee
mission specific
high turnover
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15. YOU’RE LEAVING? Current workforce data Timeframe for projections
Determine when positions need to be filled.
Current workforce data
Timeframe for projections
Retirement eligibility
DROP participation
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16. AGENCY WORKFORCE PROFILES
Data is for classified permanent and probational employees.
Data is organized by EEO-4 job categories.
Data items include average age and the number of employees:
- currently eligible to retire,
- in DROP, and
- eligible to retire in 5 years.
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17. IMPACTS ON THE WORKFORCE
Should these vacancies be filled?
Look to your strategic plan for guidance.
- Technology
- New Knowledge, Skills, & Abilities
New Programs
Budget
Reorganizations
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18. Guess who has the answers…
Many questions have to be answered when trying to predict future workforce needs.
Guess who has the answers…
YOU!
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19. DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY
Max Reichert
Department of State Civil Service
Contact Information:
(225)

20. DEVELOPING A STRATEGY FOR EACH POTENTIAL VACANCY
THE GOAL:
Create a pool of well qualified applicants who will be available when the vacancy occurs
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21. THREE STRATEGIES
Fill with internal employees who do not need much training or development.
External recruitment.
Train and develop internal staff to succeed to vacancies when they occur.
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22. IDENTIFYING COMPETENCIES
Competency: the combination of knowledge, skills, abilities, attitudes and behaviors an employee must have to successfully perform a job or task

23. JOB PROFILING
A formal process for identifying and documenting competencies required and connecting them to job duties

24. WHO TO TRAIN AND DEVELOP?
Use job-related objective criteria
Do not just nominate people with “potential”
Communicate to employees what to expect

25. WHAT ABOUT PRE-SELECTION?
Creating a pool is not pre-selection
Legal standards for hiring apply to selecting who gets into the pool
Use of details and double incumbency can be competitive

26. Two Key Decisions
Will training and development be mandatory for promotion to the position?
How to evaluate performance during training and development

27. CONTINUING THE PROCESS
Establish a schedule to assess progress
Get feedback from managers
Survey employees
Modify and maintain workforce plan as ongoing process

28. APPENDICES and HANDOUTS
Assessment Tools
Classification and Pay issues
Job Profiling
Websites
Sources of Competency Lists

29. Question and Answer Session
WRAP-UP
Question and Answer Session