Assignment 94
Delp10
WEEK-1IntroductiontoWorkforcePlanning.pptxManage Workforce Planning
what is workforce planning in human resource management?
Workforce planning refers to the process of ensuring an organisation has current and future access to the human capital it needs to perform effectively.
Workplace planning involves identifying current and future personnel needs and exploring the most appropriate and cost-effective methods to recruit and retain these individuals.
Manage Workforce Planning
The basic objective of workforce planning is to ensure that an organization has the right people with the right skills, in the right place at the right time.
Manage Workforce Planning
Strategic workforce planning is a systematic process for identifying the human capital required to meet organisational goals over a specific timeframe or planning horizon, and then developing strategies to meet these requirements.
Typical timeframes for workforce planning span three to five years, but may be much shorter or longer depending on the organisation and its needs.
To Conclude: What is workforce planning?
safe staffing: making sure there are enough staff to deliver high-quality care and support.
recruitment and retention: ensuring you recruit and retain people with the right values and skills.
developing your workforce: identifying the skills required now and over time and developing training to support your workforce.
succession planning: identifying and developing existing staff to fill roles in the future.
Some questions you might consider in workforce planning
How many of your staff aged 50 plus, are likely to retire in the next three years?
How many of these are care workers, senior careers or managers?
What strategy do you have in place to address any workforce gaps?
Have you considered your current business plans and where you want to be in the future?
What changes do you need to make to make this happen?
What does your workforce need to look in the future to support your business plans and trends in your local area?
What is your current vacancy and turnover rate?
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Why is WORKFORCE PLANNING Done?
The main goal of workforce planning is to make sure that the business always has the human capital it needs in order to run efficiently and effectively, both now and in the future.
Developing a cost-effective talent acquisition strategy that closes any talent gaps you may have is also a major component
Steps: Strategic Workforce Planning Cycle
Establish the organizational context
Establish current workforce Profile
Identify ad close gaps
Review and evaluate
Establish future profile
What are the organisation's goals? What is the timeframe? What is the external economic, technological, social and political environment that the organisation operates within?
How many people does the organisation employ? What are their roles? What are their skills? What are their otrì1r qualities?
look at trends such as recruitment rates, turnover rates, and the future labour market to estrblish your future workforce profile.
identify gaps that exist between your organisation's projected workforce at some time in the future and your needs then. You will need to develop and implement strategies to close the gaps.
review and evaluate workforce planning. This final stage is crucial to organisational learning and continuous improvement
Workforce planning process
The essential steps in developing workforce plan are:
Analyse the business plan: identify the directions, goals and objectives of the business, and the activities and resources required to achieve these.
Establish your current workforce profile: Confirm all aspects of your current workforce profiles including the roles, skills, capabilities, strengths, weaknesses and status (i.e. full-time, part-time) of each person.
Forecast future workforce needs (also known as demand analysis): You would normally carry out this step out after conducting an analysis of the business plan, and identifying specific requirements for people with the right skills to achieve future business goals.
Workforce planning process
4. Supply analysis:
There are two key elements to this step.
First, you must identify the current supply (both internally and externally) and,
Second, you should use trend data to identify future supply.
For example, on the internal side, you may be able to predict your organisation's future profile based on recruitment and turnover rates. You may also be able to predict future labour supply by looking at external trends such as unemployment rates, job advertisements, immigration statistics, and relevant qualification enrolments and graduations.
5. Gap analysis - identify real or potential gaps between the projected supply of skilled labour and the demand from the business at a future point in time.
Workforce planning process
6. Develop strategies
Develop strategies for obtaining the workforce resources required by the business to achieve the goals and objectives identified in the business plan. For example, you will need to develop recruitment, retention diversity or staffing strategies to ensure workforce needs are met. You will also need to assess uncertainty and risk and develop risk management and contingency plans should labour supply not meet demand.
7. Implement strategies –
Implement the programs and actions required to develop and maintain the capabilities of the workforce required by the business. Importantly it may be essential to delegate some tactical staffing decisions, for example, to line managers who, working within the broad strategic framework, may be better able to take effective, specific action to satisfy near-term needs
Workforce planning process
8. Monitor and evaluate –
As with any organisational activity, there is a need to monitor and evaluate workforce planning to ensure it brings about the outcomes the organisation wants.
Strategic vs. operational planning
Strategic workforce planning is about looking at an organisation's high-level business objectives within a specific time period, and identifying and accessing the human resources they will need to achieve these objectives.
The difference between strategic workforce planning undertaken by the senior management and HR team is the wider, longer-term perspective taken.
Staffing decisions may be made to fulfil a short-term need without regard for longer-term implications and general sustainability.
Hiring contractors over full-time staff to cover excess demand in the short term may mean the organisation loses the opportunity to develop a sufficient talent pool of loyal workers, who may become the next generation of leaders.
Sources of data
Data sources may include:
Balanced scorecards
HR information such as turnover, leave and absences, often available through organisationaI record keeping software and human resource Management (HRM) systems
Training records
Surveys of employees and managers
Formal audits of workforce planning effectiveness and reception by the business.
Demographics
The demographics of your workforce include quantifiable characteristics of its people.
Useful demographics may include, for example, average age, numbers of workers nearing retirement, gender ratios, or rates of minority employment.
Turnover
Employee turnover is one of the most commonly used measures of the rate at which workers exit an organisation.
Turnover is generally expressed as a rate. The rate is calculated as:
Turnover
An important issue to consider is the definition of 'exiting‘ staff.
Does your number of exits relate only to:
voluntary exits, retirements or terminations; or does it cover all exits?
Break down the turnover information into categories so that the causes of turnover may be more fully accounted for.
Turnover is a crucially important factor in determining the organisation's ability to retain staff and meet future needs.
As it is generally much less costly to retain and develop employees for roles than to recruit, it is also an important factor in meeting organisational cost-related goals.
