Staffing Plans: Getting the Right Mix. December 5, 2013 Mary Kay Cerovich

Transcription

1 Staffing Plans: Getting the Right Mix December 5, 2013 Mary Kay Cerovich

2 What is a staffing plan? SWOT Analysis Developing a Staffing Plan Maximizing Internal Resources Questions Recap Final thoughts

3 A staffing plan is a system that works to monitor and control the costs of human capital while creating an infrastructure to support effective decision-making in an organization. The plan uses relevant workload and outcome measures that can aid organizations in assessing current and future staffing needs. Source: Society for Human Resource Management (Strategic Staffing Plans, June 2002)

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5 Isn t it just a lot of work and guessing about the future over which the company has no control? Don t we have better things to do? I don t know where to begin. We ve never done one before. Why now? A staffing plan helps organizations better plan for the future in identifying current and future staffing needs. Source: Workforce Planning: The Strategy Behind Strategic Staffing, 2004

6 A staffing plan assists organizations in identifying contingency plans, should a gap exist between desired staffing levels and available resources. An organization can better explain or defend its decisions to hire or reduce personnel based on the objective analysis and clear reasoning that a staffing plan offers.

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8 Strengths: What advantages does your organization have? What do you do better than anyone else? Weaknesses: What could you improve? What should you avoid? Opportunities: What interesting trends are you aware of? Changes in technology and markets on both a broad and narrow scale. Threats: What obstacles do you face? What are your competitors doing? Are quality standards or specifications for your job, products or services changing?

9 Strengths Commitment to a learning environment Competitive wages and benefits Weaknesses Age structure of the existing workforce Constraints within the collective agreement Opportunities LHIN funding opportunities Capital renewal strategy Threats City budget pressures and structure and political climate Inadequate and prescriptive provincial funding model

10 The traditional business hiring notion of finding the best people to fill job openings has been replaced by a much more dynamic concept. It s generally referred to as strategic staffing, which means putting together a combination of workers both internal and external that is strategically designed to meet the needs of your business and the realities of the labor market. Source: Max Messmer from Human Resources Kit For Dummies, 3rd Edition

11 Step 1. Demand Forecast What does your current workforce look like and what will you need and when Step 2. Supply Forecast What does your current workforce look like and what are the supplies available in the external market Step 3. Gap Analysis Step 4. Strategy Identification What are you going to do to address the gaps Source: Washington State Human Resources

12 Staffing Level: How many positions will be needed in core job areas? Regular Turnover: What is the projected turnover rate due to competition? Retirement Turnover: What is the projected turnover rate due to anticipated retirements? Knowledge and Skill Loss: What percentage of staff s knowledge and skills will become outdated without any training or development?

13 Internal Availability: How many employees will be promotable within the target timeframe? External Availability: How many people are doing similar work in the target recruitment area? How many people are regularly hired away from other employers?. Future Labor Supply: How many people will be entering the qualified labor pool from schools and training programs in the target recruitment area? Current Training and Development: What percentage of core knowledge and skill loss is presently being mitigated by training and development efforts?

14 Current Staffing Level: Anticipated Staffing Level in 3 yrs: Current Non-retirement Turnover: Anticipated Non-retirement Turnover: 5% / year Retirement Eligibility in Next 3 Yrs: 20% / year Anticipated Actual Retirement Turnover: 10% / year Total Anticipated Demand: 45 people Currently Qualified Internal Candidates: Average Hires from External Sources: Total Anticipated Supply: 20 people Knowledge and Skill Loss over time 5% / year Impact of Training and Development 5% / year 3 Year Gap: 25 people

15 Identify planning priorities for the immediate and near future Identify key actions to be taken Priority: Employees who are fully involved, proud and committed to their work. Action steps: Staff recognition framework for formal and informal recognition opportunities ( ) Divisional wellness committees Divisional committee review

16 Retention: Reorganization: Work Process Redesign:

17 Utilize current skills and knowledge: Review workload patterns:

18 For some vacancies, you may not have to hire at all. Evaluate projects and focus on only those that grow revenues, increase efficiency, reduce expenses, or meet other company priorities. Ask if the needs of the company have changed since the job was last open. Is a full-time individual still required? Should the job description and qualifications be updated?

19 Recap of topics covered Staffing plan key points: don t wait until the need actually arises, forecast in advance! staffing is an ongoing process A staffing plan will put you in a better position to respond to: position suddenly vacated peak demands employees who are vacationing or on extended leave

20 Any additional questions or thoughts? 20

21 Thank you for your participation! An evaluation will be ed to you within the next 48 hours. Contact if you have any questions. 21