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? Workforce Planning is the process for making human resource decisions which provides the: 4 Right People 4 Right Skills/Competencies 4 Right Place 4 Right Time

2 Why Is Workforce Planning Important? 4 Provides management with a strategic basis for making human resource decisions 4 Allows management to be proactive rather than reactive in anticipating workforce needs 4 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: 4 Gaps in staffing 4 Lesser equipped/experienced workforce 4 Work production/level of service suffers 4 Reduction in funding 4 Increased overtime costs 4 Decreased employee morale

4 Workforce Planning Results in Tangible Outcomes: 4 Reduced turnover costs 4 Identifies recruitment, development and training needs 4 Ability to accurately budget staffing needs 4 Regular business process review increases operational effectiveness 4 Bridge gaps due to attrition, retirement and downsizing

5 Workforce Planning Model

6 Set Strategic Direction 4 Executive management buy-in 4 Establish team - include HR, budget, IT, bureau representatives 4 Establish projection time frame E.G. 5, 10, 15 years

7 Current Workforce Analysis Data Sources: 4 Organization charts 4 Position inventory MIDB report MHR Budget 4 Separations by type, position code description, etc. MIDB report MHR 1017

8 Current Workforce Analysis Status Checks: 4 Current strategic objectives 4 Current technology 4 Current skills - years of experience by class, level, performance reviews, developmental plans, eligibility of staff for promotions/ lateral job changes 4 Appropriateness of classifications for work being performed

9 Future Workforce Analysis Data Sources: 4 Regular retirement eligibility MIDB report MPR Projected retirement eligibility MIDB report MPR Seniority report MIDB report MRH1006

10 Future Workforce Analysis, Cont. Data Sources: 4 Budget appropriations 4 Projected labor outlook (DOL) 4 Projected wage/salary costs MIDB report MPR1020

11 Future Workforce Analysis, Cont. Status Checks: 4 New programs being funded (managers) 4 New programs being planned (managers) 4 Changes in focus of programs (managers) 4 Technology changes/needs (manager, IT) 4 Education, certification, licensure requirement changes (CIS, colleges, managers)

12 Future Workforce Analysis, Cont. Status Checks, Cont.: 4 4 Changes to or new objectives in strategic plan 4 4 Pending or proposed legislation 4 4 Training requirements for staff to stay current 4 4 Training requirements for staff to meet new requirements 4 4 Changes in business processes (outsourcing, different skill needs, etc.) 4 4 Offices/work areas combining or splitting

13 Gap Analysis 4 Review available exit interview data 4 Project vacancies based on MIDB data 4 Project vacancies based on new program needs, assessment of current staff 4 Compare current knowledge base to new knowledge required: is training available, how long will it take to acquire the knowledge needed 4 Cost/benefit of training vs. New hires

14 Gap Analysis, Cont. 4 Review impact of retirements and other projected turnover 4 Cost benefit of redeployment/retraining vs. RIF 4 Determine if changes in business processes or organizational structure impact any bargaining unit issues 4 Determine if staff/supervisor ratios are still appropriate

15 Gap Analysis, Cont. 4 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: 4 Hiring needs: review/develop recruitment strategy(ies) and set specific hiring goals, streamline process, identify target classes 4 Training needs: review/develop training strategy and set specific timeframes and outcomes, determine providers 4 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: 4 Budget needs: determine priorities, supplemental requests 4 Organizational needs: make any required organizational structure changes 4 Labor relations issues: conduct labor management meetings, provide notice to OSE if bargaining unit impacts or RIF 4 Space needs: develop acquisition plan, moving schedule

18 Workforce Strategy and Implementation, Cont. How to Address the Gaps: 4 Policy/procedure, strategic plan impacts: 4 Policy/procedure, strategic plan impacts: make any necessary changes, updates 4 Monitoring needs: 4 Monitoring needs: develop processes for determining success of training and recruitment, business process changes 4 Retention/succession issues: 4 Retention/succession issues: determine employee perks, promotional potential 4 Communication needs: 4 Communication needs: develop plan to announce implementation of new initiatives

19 Measure, Monitor, Modify 4 Monitor impact of business process and technology changes 4 Measurement-establish new workload processing standards, develop production reports, exit interviews, CS surveys 4 Modify strategies as necessary

20 Lack of Workforce Planning Results in: 4 Gaps in staffing 4 Lesser equipped/experienced work force 4 Work production/level of service suffers 4 Reduction in funding 4 Increased overtime costs 4 Decreased employee morale

21 Make the Commitment: 4 Dedicate the time and resources 4 Incorporate workforce planning into the strategic plan The Result will be: 4 Increased efficiency, productivity and effectiveness 4 Continual improvement 4 Proactive response to business needs

22 Questions?... How can we help?