Workforce Planning. John Sunderland. Inspiring People Management. June 2006

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1 Workforce Planning John Sunderland Inspiring People Management June 2006

2 Workshop SCIE People Management website What is Workforce Planning? Workforce Planning and Development Forecasting Leavers Your Workforce Plans E-learning resources

3 People Management website

4 Why Workforce Planning? Difficulties attracting and retaining staff High vacancy level in key roles Ongoing skills shortages Ageing workforce Change in the way services are provided Statutory qualifications for various job roles National Minimum Standards Inspection requirement

5 WORKFORCE PLANNING MODEL Audit and Investigation Current workforce profile and longer-term context of the services Forecasting Numbers and skills needed to deliver future service and gaps Planning Develop plans and actions to address gaps and staffing issues Implementation and adjustment Actions monitored and adjusted

6 What is workforce planning? Workforce planning answers four basic questions about the future: 1. How many people do we need? 2. What sort of people / skills do we need? 3. How do we attract and retain high quality people? 4. How do we give people the ability to use and develop their skills? 1

7 AUDIT AND INVESTIGATION

8 Workforce Structure Staff Pyramid - Adults Services Staff Pyramid - Older People Services Job Groups Job Groups Staff Number Staff Pyramid - Children and Families Staff number Job Groups Number staff

9 Example age profile Number Staff < 25 >55 years old 3.5% 15% staff 30 staff Age (years old)

10 Length of service profile Years 0 Number of staff

11 Local Labour Market Working population Economically active / inactive Unemployed / seeking work Live / work in local area Skill / qualification levels Occupational structure Anticipated changes

12 FORECASTING

13 Forecasting WORKFORCE BEHAVIOUR STATISTICS QUALITATIVE ANALYSIS SHAPE OF FUTURE SERVICES SKILLS MIX CRITICAL ROLES NUMBERS

14 Leavers Why are leavers so important? Why do people leave? Can turnover be predicted?

15 Why are leavers important? Cost of replacement Dislocation Loss of skills Loss of organisational memory Motivation falls Anxiety about the future

16 Why Do People Leave? Pay* Training & development* Career change* Promotion* Downsizing Relocation Personal Maternity* Caring* Ill health* Retirement*

17 Can turnover be predicted? Retirement Early retirement / ill-health Involuntary leavers dismissals Voluntary leavers natural wastage Induction crisis Career plateau

18 Leaving - Triggers More pay. Better prospects. More security. Better opportunity to develop skills/career. Better working conditions. Relationship with boss. Relationship with colleagues. Bullying or harassment.

19 Starters Recruitment success rates Difficult to fill roles Time lag to fill vacancies Poor appointments failed probation Induction crisis early leavers Survival index

20 SHAPE OF FUTURE SERVICES Staffing drivers Expansion/contraction of services / funding, changes in service user population / labour market, govt policy etc Broad staffing implications Key staffing issues Jobs which will be critical to success in the future, emerging skills needed, etc.

21 Modelling Outflows turnover at different levels Inflows recruitment Churn movement internally Gap analysis Scenario building If nothing changes % changes in turnover / recruitment success

22 PLANNING

23 STRATEGIC QUESTIONS Retention how do we hold onto existing staff? Workforce development can we grow our own talent? Who should we train? Recruitment how do we develop and source skills in the local population?

24 Actions Fast track those who have potential Partnership with agencies to provide work experience Identify diverse talent pools / target new migrant communities Employee survey Focus retention efforts on key roles

25 IMPLEMENTATION AND ADJUSTMENT

26 Measure and evaluate Incorporate workforce targets in planning and monitoring framework Agree key statistics / indicators Measure the effect of any initiative Evaluate to find causes and effects Revise targets systematically Give space for learning

27 Your workforce plans What are your future workforce needs? What will future local labour markets look like? Why do people leave your organisation? Can you predict how many will leave? How can you work with partners to source, retain and develop staff?

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