1. WORKFORCE PLANNING...aligning the needs of the business with those of its workforce..seeking a balance between both...

2. “over the next couple of decades nothing will impact OECD economies more profoundly than demographic trends” Jean-Phillippe Cotis, Chief Economist OECD March 2005. “this is a once in a generational opportunity” OECD (2005) Teachers Matter: Attracting, Developing and Retaining Effective Teachers www.oecd.org/edu/teacherpolicy www.oecd.org/edu/teacherpolicy “the future doesn’t just arrive it sends signals along the way” Creating Preferred Futures www.cpfonline.orgwww.cpfonline.org Copyright JSM 2008

3. Workforce Planning will enable you to.... understand your current and projected workforce profile: who you have how you can retain them who you need and from where you will attract them make business decisions on evidenced based and not anecdotal data measure cost and productivity impact of retention and recruitment implement sustainable workforce development strategies use this information to be more competitive in the Australian and Global labour market Copyright JSM 2008

4. Key Messages Urgent Crunch time is very close Productivity impact Evidenced based planning Critical job groups Hard to fill job groups Cohorts –new entry, mid career and transition workforce Risk assessment/mitigation Supply source identification Workforce development strategies Collaborate to compete Systematic approach to data gathering and analysis Tools and templates – incoming and exit projections New discipline New competencies Regional /industry workforce development Standards Australia Best Practice Copyright JSM 2008

5. Educate and Engage  Clarification of roles and responsibilities – Government, industry peak bodies, boards, executive and senior managers, industry skills sector, SME’s, education sector, not-for-profit sector, the workforce, OD, Policy and Planning, HR......  Recognition of diversity of understanding and competency - issue, tools, techniques, opportunities and challenges....  Delivery - concept to implementation – case studies, best practice methods, networks, proven strategic and operational workforce planning processes and systems...  Onwards – accreditation, networks, monitoring, mapping, measuring....  Integrated and sustainable workforce planning methods and practice Copyright JSM 2008

6. Are you ready for crunch time? …more exits than incoming…. © Julie Sloan Management Pty. Ltd. April 2008

7. Key drivers National and global demographics Reduced labour supply Changes in way people want to work Ageing workforce Increasing job vacancy rates Global employment markets Unemployment rates Workforce generational profile Workforce mobility Employment arrangements Changing service demands Productivity impact - capability and return Copyright JSM 2008

8. © Julie Sloan Management Pty. Ltd. April 2008

10. Who is Responsible? Everyone….. Copyright JSM 2008

11. What’s happening in other industries? Denial Acceptance Individual action Competition Collaboration Conceptual Strategic Operational JSM June – July 2008 Agriculture Food Transport, Storage, Logistics Emergency Services Aviation Mining Defence Government – all sectors Health and Aged care Community Services Economic Development Planning and Infrastructure Risk Management Primary Industries Energy Forestry Education Copyright JSM 2008

12. Supply calculations..getting the numbers right..or as close as you can Job Group/Division/Location – priority job groups x timeframes Current position – FTE’s, other, vacancies, working arrangements Estimated losses – turnover, regrettable turnover (high performers, succession positions etc.) retirement Projected needs – increases/decreases in service demands and rationale e.g. Technology, close down, amalgamations Workforce supply gap calculations (templates) Risk assessment - impact on service delivery Supply source identification (ABS, peak bodies, associations, underutilized workforce, migration) Workforce development strategy (retention, attraction, branding, job design, Copyright JSM 2008

13. Workforce pressure points Worker fatigue – not just older workers Workplace bullying The language of ageism in the workplace Deal with it...... Copyright JSM 2008

14. Common barriers to Workforce Planning  Low level executive commitment  Failure to link with business directions  Focus on ‘quick fix’  Ignoring key workforce segments  Using old strategies to tackle new problems  Relying on anecdotal or limited data  To much data  Omitting risk assessment  Confusing language  Job/role design – closed view  Level of delegation for operational workforce planning Copyright JSM 2008

15. Make sure the signposts are clear… Critical element in making sure the signposts are accurate…. and that yours are noticed by the right people!

16. Workforce Planning Process Standards Australia 2008 Environmental scan (Business case) Authority to proceed (Strategic direction and support) The workforce planning ‘team’ (operational capability) External expertise Communication strategy Workforce profiling Verifying critical and hard to fill job groups The data story – better data better decisions Supply risk assessment Supply source identification Risk mitigation strategy Workforce development strategy Mapping and monitoring Integration into normal business planning process Copyright JSM 2008

17. A global story..... “We believe HR leaders who implement workforce planning strategies will improve overall workforce effectiveness, including reducing turnover of newly hired executives...increase business performance, cut talent turnover risk and increase revenue. Employers who are not addressing future workforce changes will have significant challenges, especially given the fast paced and ever changing business world in which we all operate”. Cindy Keaveney, Executive vice president with Aon Consulting and co-leader of the Human Capital Consulting practice...outcomes of a 2008 Benefits and Talent Survey of more than 1,100 organisations, Chicago, USA. Copyright JSM 2008

18. © Julie Sloan Management Pty. Ltd. April 2008