WHAT IS WORKFORCE PLANTING WORKFORCE PLANNING

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1 Workforce Planting Guide Growing a Healthy Future for Larimer County

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3 WHAT IS WORKFORCE PLANTING Larimer County, with its long history of agriculture, is known for nurturing both crops and community. Since County employees are an important part of our past and current successes, they are a critical component for laying the groundwork for the County s future achievements. By harnessing and sharing the knowledge and experience of our current employees, we can ensure that the County is equipped to face whatever the future holds and continue to meet or exceed the expectations of our citizens. We developed this Workforce Planting guide to help County leaders with the important process of workforce planning. We chose the planting analogy since good workforce planning is very much like creating a healthy ecosystem. Just as you d need the right seeds, the right soil, and the right conditions in order to have a successful crop, County leaders need to devote sufficient time and energy to cultivating or developing the skills of our current employees to prepare them to meet the County s future operational needs. This guide includes easy-to-use tools to help you assess your current and future operational needs as well as ideas and resources for developing your employees. WORKFORCE PLANNING Without exception, every single position at Larimer County has the potential to become vacant. Life happens; people retire, move away, decide to change jobs (either internally or externally), etc. Some things you can see coming; some you can t. That s why it s important to plan for how you ll continue to meet your department s strategic goals no matter what life brings. Workforce planning is the process to help you in this effort. Generally speaking, workforce planning is part of a holistic approach designed to ensure future business success which is strongly tied to the organization s overall objectives. It can include a variety of strategies, such as monitoring workforce demographics and skill levels, identifying key positions within each work area, and actively developing employees so they can successfully fill those positions. We encourage you to adopt a succession planning mindset that looks at the needs of organization as a whole; this is different than replacement planning, which focuses more on finding an heir apparent to replace a specific person, although you might use some of the same tools for either process. 1 Workforce Planting Guide, November 2013

4 The focus of this phase of workforce planning is to identify key positions and grow employees in order to keep these key positions filled; this will include supporting employee personal and professional growth in both the long-term and the short-term. You ll begin this important process by clearly identifying both your key positions and your key performers. There are a myriad of reasons that you might consider either a position or an employee to be key, especially since each service area has its own unique culture. While it s true that all positions and employees are important to the overall operation of County government, it s also true that losing a key position or a key performer can have a detrimental impact on a service area from which it can be harder to recover quickly. That s why it s important to actively plan to mitigate that risk. The overall aim of workforce planning is to plant seeds for future success at all levels of County government by developing our current employees skill levels. If we re successful, we should have a variety of qualified internal candidates for any position vacancies that occur in the future. A side benefit of this process is that it will give you important information to help shape each individual employee s staff development efforts. So, which positions and employees are the most critical to the successful operation of your service area? The rest of this guide will describe tools that can help you and your leadership team with this important analysis. GETTING STARTED We in Human Resources can partner with you in this effort by providing (1) a framework that will help you work through a workforce planning process, and (2) personalized assistance as you follow any or all of these steps: Step 1 Step 2 Step 3 Step 4 Identify Your Key Performers & Key Positions Risk Level & Success Factors Analysis Determine The Best Strategies To Use Monitor, Evaluate, & Adjust Strategies Periodically Depending on your department s specific needs, you might choose to do all these steps at once, or you might want only want to do one or two of the steps at a time. Either way, we re here to help you. GOOD NEWS: HR has workforce planning coaches available to help you work through these steps. 2 Workforce Planting Guide, November 2013

5 STEP 1: IDENTIFY YOUR KEY PERFORMERS & KEY POSITIONS You and your leadership team will start by analyzing each of your employees and positions to identify which are critical (or key ) to fulfilling your business needs and overall strategic objectives. Note that not all incumbents in key positions are key performers; you may find that you have a non-key employee in a key position or a key employee in a non-key position. To aid in this process, HR will provide you with a Position Review Worksheet spreadsheet which lists all your employees and their position titles (see Appendix 1 of this guide for a sample). This spreadsheet will serve as the collector of your leadership team s analysis as of a given point in time. Start by looking at your employees names and choosing the appropriate code in the Key Code Person/Position column for each employee using the following: Key Performer/Position Analysis Codes Code KK KN NK NN Key Code Person/Position key performer in a key position key performer in a non-key position non-key performer in a key position non-key performer in a non-key position IMPORTANT: the key code you select for the employee should not come as a surprise to him/her; your supervisors should have already identified and discussed any gaps between an employee s skill set and the needs of the employee s current position as a normal part of your ongoing performance management processes. For each key position you ve identified above (the KK and NK codes), you ll now answer the question: what makes this position key?. Using the following checklist, circle the applicable reason codes(s) on the spreadsheet in the Key Position Reason Codes column. Note that you may end up choosing several different reason codes for any given position. Key Position Analysis Checklist/Codes Code Position Reason Code Description 1 unique to your service, especially any position with very specific education and/or experience requirements 2 managerial or supervisory position 3 specialist position 4 technical position 5 prolonged vacancy would undermine current or future service levels 6 in the past, has been difficult to find qualified applicants with the required expertise 7 incumbent possesses wealth of knowledge or a unique skill set 8 current or projected labor market shortage in this occupational area 9 vital link to outside agencies, vendors, or business partners 10 other (please be specific): 3 Workforce Planting Guide, November 2013

6 STEP 2: RISK LEVEL & SUCCESS FACTORS ANALYSIS Your leadership team s next task is to determine and record your level of risk for each of your people/positions. Again, there is a myriad of reasons that you might consider yourselves to be at risk of experiencing either a vacancy or some other negative business consequences for a specific position; perhaps a key position is already vacant, perhaps a key performer is dissatisfied with job duties or working conditions, perhaps an employee hasn t been able to complete a critical knowledge transfer, perhaps you have a non-key performer in a key position, etc. Ask yourself and your leadership team: how urgent is it that we develop an up-to-date action plan for this performer or this position (or both)? Select the appropriate risk level in the far right column of the spreadsheet from the following options: Risk Level Options Low Medium High No immediate risk of vacancy and/or no potential for negative business consequences at this time. Some risk of vacancy and/or some potential for negative business consequences at this time, though imminent risk is not present. Imminent risk of vacancy and/or high potential for negative business consequences at this time. After you complete the Position Review Worksheet, you and your leadership team might want to perform a more in-depth analysis of certain employees and positions. If so, we suggest you fill out a Performer/Position Success Profile for each person/position; you ll find a sample profile in Appendix 3 of this guide. If you currently use a different method to capture this type of analysis, feel free to use that instead. If you choose to use this profile, start with the position s job description. Enter specifics of the position s needs in each of the areas listed under success factors, then describe how the employee currently fits each listed need. Make notes as needed if any gaps are found. Whether you choose to use these worksheets or not, it s a good idea to have an up-to-date risk mitigation plan for every key performer and key position in your area to avoid any foreseeable negative business consequences. These risk mitigation plans will vary by the needs of your specific department and work unit. We strongly suggest that you and your leadership team do this performer/position analysis on a regular basis, especially when you experience any changes in strategic direction, introduction of new technology, any substantial developments in your workload (e.g. new initiatives, sun-setting programs), etc. 4 Workforce Planting Guide, November 2013

7 STEP 3: DETERMINE THE BEST STRATEGIES TO USE Depending on the specifics of your situation, your next steps may include one or more of the following options: Identify internal applicant(s) and/or gauge other employees interest in exploring and learning key skills Flexible work schedules Cross-training, backfilling Ask employee for engagement ideas Challenge assignments Career counseling Performance management strategies Specific skill development, either personal or professional Mentoring Reorganize work unit/department Job shadowing Updating job descriptions Reassign duties Perform job duty time studies Updating job aids and procedures Updating vacancy screening tools Legacy/history capture Performance coaching Job reclassification Promotion/demotion/lateral move Additional options not listed here Before choosing any strategies for your workforce planning efforts, it is vital that everyone involved fully understands the following: Depending on the needs of the department, you and your leadership team may decide that it s necessary to focus your efforts on a subset of selected employees and selected positions. If an employee participates in any career development or selfnomination activities, such participation is not a guarantee of future promotion and/or job selection. Having discussions and encouraging overall personal and professional development for all employees is an important and normal part of leadership and management. Regardless of the reason for having a development conversation, the manager and the employee should candidly and honestly explore the employee s interests and any perceived barriers to the employee s job performance and career growth. Your managers can assist their employees by providing specific and honest feedback based on observation and assessment of the employee s abilities and potential. Now let s look at your potential strategies. Start with reviewing your answers from the Position Review Worksheet plus any Performer/Position Success Profile sheets you ve completed. The following matrix shows suggested strategy options for each situation; note that we ve highlighted in red the situations that tend to be considered higher priority. The actual strategies you choose to implement may differ from the matrix depending on the specific reasons you ve selected a key code and risk level for a certain person/position. Remember, you can always consult with your department s HR Generalist for further suggestions and guidance. 5 Workforce Planting Guide, November 2013

8 Key Performer/Position Strategy Options Key Code Person/Position NK (non-key performer, key position) Risk Level Low Medium High HR Generalist Support Skill & career development Review the job description Is this the right position for the employee? Cross-training Performer/Position Success Profile Build your bench strength, gauge other employees interest in key skills & competencies HR Generalist Support Skill & career development Review the job description Is this the right position for the employee? Cross-training Performer/Position Success Profile Build your bench strength, gauge other employees interest in key skills & competencies HR Generalist Support Skill & career development Review the job description Is this the right position for the employee? Cross-training Review screening questions, prepare for posting. Performer/Position Success Profile KK (key performer, key position) Consider challenge assignments Skill & career development Position documentation PDQ, time study, Dog Bone Legacy Ask employee for engagement/retention ideas Build your bench strength, gauge other employees interest in key skills & competencies Consider challenge assignments Skill & career development Position documentation PDQ, time study, Dog Bone Legacy Ask employee for engagement/retention ideas Review and update job description Job shadowing, crosstraining Build your bench strength, gauge other employees interest in key skills & competencies Consider challenge assignments Skill & career development Position documentation PDQ, time study, Dog Bone Legacy Ask employee for engagement/retention ideas Review and update job description Review screening questions, prepare for vacancy Job shadowing, crosstraining Build your bench strength, gauge other employees interest in key skills & competencies Performer/Position Success Profile KN (key performer, non-key position) Consider challenge assignments Skill & career development Ask employee for engagement/retention ideas Consider challenge assignments Skill & career development Ask employee for engagement/retention ideas Consider challenge assignments Skill & career development Ask employee for engagement/retention ideas Review the job description Review screening questions, prepare for vacancy Performer/Position Success Profile NN (non-key performer, non-key position) Skill & career development HR Generalist support if applicable Skill & career development HR Generalist support if applicable Skill & career development HR Generalist support if applicable Review and update job description Review screening questions, prepare for vacancy 6 Workforce Planting Guide, November 2013

9 STEP 4: MONITOR, EVALUATE, & ADJUST PLANS PERIODICALLY The final step in the process is monitoring and evaluating the effectiveness of any action plan and/or development strategy you decided to implement in Step 3. Workforce planning strategies are designed to be an inclusive opportunity to increase the available talent pool of candidates for key positions and the future needs of County government. You will need to continuously monitor the results to see whether your chosen strategies are meeting your specific needs and make adjustments as needed. AVAILABLE RESOURCES The overarching goal of workforce planning is to have the right people in the right place at the right time with the right skills. HR is here to help you with this important process including providing the following specific workforce planning support: coaching and guidance in implementing workforce planting steps demographic data for your specific area and/or the County as a whole developing action plans to support specific people or positions updating job descriptions and doing job time studies reviewing business plans, including reclassifications and reorganizations policy considerations and more! Also feel free to take advantage of these additional tools on the County s Bulletin Board: CareerWow video series (12 results-driven career development videos with useful worksheets to help employees clarify their career interests): Cross Organization Teams toolkit (framework to explore ways to create opportunities for collaboration, resource sharing, training, support, and efficiency for employees and departments): Dog Bone Legacy toolkit (ideas and worksheets to help discover the expertise and capture the legacy of employees): 7 Workforce Planting Guide, November 2013

10 Sample Appendix 1, Workforce Planting Guide Position Review Worksheet Department: ABCXYZ Department Analysis Date: January 15, 2014 First Name Last Name Key Code Person/Position Job Title Key Position Reason Codes Risk Level Cho Chang KK KN NK NN Customer Service Supervisor L M H Albus Dumbledore KK KN NK NN Accounting Supervisor L M H Hermione Granger KK KN NK NN Department Head L M H Rubeus Hagrid KK KN NK NN Accountant L M H Alice Longbottom KK KN NK NN Accounting Technician L M H Neville Longbottom KK KN NK NN Assistant Department Head L M H Draco Malfoy KK KN NK NN Customer Service Specialist L M H Minerva McGonagall KK KN NK NN Senior Accounting Technician L M H Pansy Parkinson KK KN NK NN Customer Service Specialist L M H Harry Potter KK KN NK NN Assistant Department Head L M H Rita Skeeter KK KN NK NN Accounting Technician L M H Severus Snape KK KN NK NN Senior Accounting Technician L M H Ginny Weasley KK KN NK NN Senior Customer Services Specialist L M H Ron Weasley KK KN NK NN Performance Improvement Coach L M H First Name Last Name: Spreadsheet comes pre-populated with the name of the current employee. Key Code - Person/Position: Select the applicable Key Performer/Position Analysis Code. Job Title: Spreadsheet comes pre-populated with the job title. Key Position Reason Codes: Select the applicable Key Position Analysis Checklist/Code(s). Risk Level: Select the appropriate level of urgency for completion of an action plan from the following options: L = low: no immediate risk of vacancy and/or no potential for negative business consequences at this time. M = medium: some risk of vacancy and/or some potential for negative business consequences at this time, though imminent risk is not present. H = high: imminent risk of vacancy and/or high potential for negative business consequences at this time. 8 Workforce Planting Guide, November 2013

11 Appendix 2, Workforce Planting Guide Cheat Sheet for Position Review Worksheet Key Performer/Position Analysis Codes Code Key Code Person/Position KK key performer in a key position KN key performer in a non-key position NK non-key performer in a key position NN non-key performer in a non-key position Key Position Analysis Checklist/Codes Code Position Reason Code Description 1 unique to your service, especially any position with very specific education and/or experience requirements 2 managerial or supervisory position 3 specialist position 4 technical position 5 prolonged vacancy would undermine current or future service levels 6 in the past, has been difficult to find qualified applicants with the required expertise 7 incumbent possesses wealth of knowledge or a unique skill set 8 current or projected labor market shortage in this occupational area 9 vital link to outside agencies, vendors, or business partners 10 other (please be specific): Risk Level Options Low Medium High No immediate risk of vacancy and/or no potential for negative business consequences at this time. Some risk of vacancy and/or some potential for negative business consequences at this time, though imminent risk is not present. Imminent risk of vacancy and/or high potential for negative business consequences at this time. 9 Workforce Planting Guide, November 2013

12 Sample Appendix 3, Workforce Planting Guide Performer/Position Success Profile Employee Name: Neville Longbottom Business Unit/Department: ABCXYZ Department Position Title: Assistant Department Head Analysis Date: January 15, 2014 SUCCESS FACTORS POSITION S NEEDS EMPLOYEE S FIT TO THE POSITION NOTES Education Bachelor s degree in related field Has Master s degree Exceeds minimum Experience 5 years experience in field, 2 years in supervisory role Has 10 years experience in field, 5 years as supervisor/lead worker Exceeds minimum Specific Tasks This, That, The other thing Does all these well Explore options to share this expertise with others Required (or Assumed) Roles Serves as dept liaison with overall oversight committee, Attends dept head meetings Excels as dept liaison with overall oversight committee, Adds value to dept head meetings Explore options to share this expertise with others Job Specific Skills Blah, Blah-blah, Blah-blah-blah Does Blah & Blah-blah well, Struggles with Blah-blah-blah Needs to increase Blah-blahblah skills Critical Behaviors such as Support of Agency Values and Demonstration of Results Holds others accountable, Delegates effectively, Meets deadlines, Models good customer service attitude Meets deadlines, Models good customer service attitude, Tends to micromanage, struggles with holding others accountable & delegating Needs to increase effective delegation skills and holding others accountable, Interpersonal Skills, Developmental Orientation Eager & willing to learn, good negotiation and facilitation skills, good self awareness, pursues self development opportunities Eager to learn, Excellent negotiator, Struggles with facilitation, selfawareness, & interpersonal problem solving Needs to increase his skill level in facilitation, self-awareness, & interpersonal problem solving Leadership Skills (formal or informal) Empowers direct reports, Acts as mentor to employee action committee members Struggles with empowering direct reports, Excellent mentor for employee action committee members Needs to increase skill level with empowering others, Maybe provide cross training to direct reports on mentoring? 10 Workforce Planting Guide, November 2013