Workforce Planning: Applying the Inform Model to the City of London Corporation Nicky Johnson, City of London Marcus Morrison, Inform Impact

Operating Model Impact on Structure Degrees of organisational and workforce change Traditional Transitional Transformed Other Other Other Directly employed Directly employed Directly employed www.infohrm.com

Planning for the Future – Better Way? Need to move from traditional budget-driven to more service-driven decision making Budget-driven decisions Service-driven decisions Budget Allocation Budget Allocation Resource Requirements Resource Requirements Services Provided Analyse, Prioritise & Agree Service Needs www.infohrm.com

Workforce Planning Process Steps and Outcomes

Workforce Planning Framework Scenario Forecasting External Drivers Industry International Technology Government Business Strategy Operational Excellence Innovative Leadership Growth Workforce Data Labour Market Conditions Demographic Trends Individual Preferences Lifestyle choice Generational Differences Workforce Analysis Performance Assessment Career Orientation Demand Forecasting Job Roles Skills Numbers Supply Forecasting Retirements Terminations Review Matching Forecasted Human Resource Supply and Demand Workforce Capacity Recruitment Retirement Workforce Composition Workforce Availability Workforce Capability Learning & Development Job Design Workflow Succession Management

Background Inform work for Capital Ambition CAA Use of Resources KLOE 3.3 (!) City people management context: basics now in place varying levels of workforce/succession planning Increasing pace of chance /staff demographics Chance to look forward and plan better Bullet 3: Give quick overview of City - varied private and public etc Currently decentralised HR, 18 departments therefore v varied progress

What We Did (1) Chief Officer interviews to identify: critical roles 3-5 year demands/changes Senior manager interviews to: Cross check critical roles Understand demand/supply as known Gathered workforce data Age, turnover, retirement timeframes Senior managers actually very interested to participate Mixed on both ability to predict forward period and in needs

What We Did (2) Interview data and HRIS data combined and analysed Reports produced for each department Corporate report produced NIT

What We Found Retirement and therefore succession a major issue Some skills changes need to be planned for the future Some commonality in requirements – opportunities to join up for efficiency Key skill groups will be hard to recruit to so we need to look at options for succession over medium term Particularly in certain teams where critical mass over 55/60 – Marcus can you insert some e.g.s without naming the teams? E.g. in Open Spaces – change of skills to manage spaces in line with climate change or Surveyors to deal with peaks and troughs in market – deal making – making rental income more effective E.g. around security, cleaning etc. E.g. engineers and??

Solutions to Develop Knowledge Management Transfers for when people are retiring Targeted strategies where there are recruitment and retention difficulties Use of agency staff - and looking at opportunities to grow our own Looking at service change requirements and planning ahead for the skills/numbers needed Looking at new options for service provision

What next? Feedback analysis to departments Work with them to identify local priorities and action plans – integrate into business plans Recurring themes and corporate level issues informing HR Strategy priorities for 2010-13