1. Workforce Planning Foundation of a Successful Organisation or the Poor Cousin of Capability Building Presenters: Lucyna MacDermott and Lynne Dalton Positive Futures ACWA Conference Management & Leadership Institute Sydney 2006

2. Workforce Planning More definitions: A comprehensive process that provides managers with a framework for making staffing decisions based on an organisation’s mission, strategic plan,budgetary resources, and a set of desired workforce competencies Or A continuous process of shaping the workforce to ensure that is is capable of delivering organisational objectives now and in the future Having the right people with the right skills Doing the right jobs at the right time all the time

3. Current views about WFP It’s just a fad and not a priority Don’t know what it means It is not relevant to NGOs Don’t have trouble getting staff Planning is a luxury – we don’t have time Short term planning seems to cope with day to day operational requirements Confusion between WFP and staff resourcing and scheduling Anxiety about WFP requirements

4. The current NGO Context –Workforce linked to services outcomes (i.e. labour intensive) –Female dominated – 87% –High volunteer usage - 70% of the community workforce –Staff turnover average 16.3 compared to 10-12% to all Australian industry average –Low comparative salary levels – 72% of the average Australian individual –High level of part time roles –46% of organisations had trouble attracting staff –More complex needs, more clients, more efficiency and budget pressures

5. Workforce is ageing – a ‘greying’NGO sector Retirements mean loss of leadership positions Loss of intellectual capital and organisational history Workforce is more diverse Increased competition for staff Workers with changing values and expectations and mobility Ever increasing expectations of improved service delivery by clients. Population and Workforce trends

6. Why Do Workforce Planning? provides managers with a strategic base from which to anticipate change – initiative rather than reaction provides knowledge base about current workforce and maps requirements for the future minimises the cost of carrying vacancies - vacant positions do not automatically translate into savings Lowers turnover and its cost – estimated turnover costs are between ¾ and 1 ½ times an employee’s salary Allows to plan replacements and changes in workforce competencies - reactive recruiting benefits no-one Career path and succession planning protect the organisation and benefit staff – higher morale, better retention

7. Steps involved in WFP Develop scenarios about future activity in accordance with the organisations strategic plan and other relevant external information Step 1 Step 2 Assess the staff needs for the scenario ( how many, qualifications, skills) Step 3 Step 4 Make workforce supply forecasts based on internal data and external trends Develop strategies to manage the gap between need and have

8. Demand Analysis Supply Analysis Gap analysis Possible Solutions Implementation Monitor Evaluate Strategic direction Future requirements Scenarios Workforce quantity and quality Difference between demand and supply Actions and initiatives To close the gap Objectives Resources Timelines Responsibility Assess Adjust Continuous activity integrated with overall management "rear-view mirror" approach or "future-focus"

9. Workforce Planning Tools Strategic HR Solutions Financial/Budgets Logistical Arrangements Staff Dev Solutions

10. Retention Issue Attraction Issue Skills Surplus Skills Gap Strategic HR Solutions  Succession Management (Mentoring, Skills/knowledge transfer)  Redeployment  Innovative simplified selection  Specialised/targeted recruitment  Leave Management  Equity and Diversity Planning  Severance  Alternative work arrangements (telecom, flexible hours, part time)  Phased retirement Workforce Planning Tool

11. Retention Issue Attraction Issue Skills Surplus Skills Gap  Accommodation  Technology (Telecommuting, skill enhance/replace)  Link budgets to staff renewal  Attractive employment conditions  Salary packages, incentives  Outsourcing/contract work  Transportation Logistical Arrangements Financial/Budgets

12. Retention Issue Attraction Issue Skills Surplus Skills Gap  Re-Training  Traineeships  Career Development  Specialised Training  Subsidies fees (Bursaries, HECs Scholarships)  Staff mobility (job rotation, acting, secondments) Staff Dev Solution  Performance Management

13. Beyond Generic Workforce Planning Population based planning Consumer/client based workforce planning therefore definition of the services the public need then decision regarding the skills,competencies, numbers and types of staff

14. Workforce Planning is definitely “do-able” Workforce Planning is the foundation on which organisations evolve  Workforce Planning can change your organization for the better quickly  

15. References & Contact Details Wise M & Ridoutt L,2005, Demand Driven Human Services Workforce Planning, Public Administration Today pp22-27 A Practical guide to Workforce Forecasting Developing future scenarios for Workforce Planning, www.dpc.wa.gov.auwww.dpc.wa.gov.au Australian Community Sector Survey conducted yearly by ACOSS and NCOSS www.ncoss.org.au Department of Employment and Workforce Relations www.workplace.gov.au CONTACT: The Lumac Group Pty Ltd Lucyna MacDermott lumacd@optusnet.com.au 0409 749 701lumacd@optusnet.com.au Lynne Dalton, lynnedalton@bigpond.com 0410 512 792lynnedalton@bigpond.com