WORKFORCE PLANNING GUIDE

Transcription

1 WORKFORCE PLANNING GUIDE LGNSW

2 CONTENTS PART 1 OVERVIEW OF THE FRAMEWORK... 1 Intrductin... 2 Overview and backgrund... 2 Capability framewrk aims... 3 Capability framewrk structure... 3 Capability framewrk uses... 3 Capability framewrk benefits rganisatinal... 4 Capability framewrk benefits individual... 4 Supprting material and tls prvided by LGNSW... 4 PART 2 INCORPORATING CAPABILITIES INTO WORKFORCE PLANNING 6 Incrprating capabilities int wrkfrce planning prcess... 7 Intrductin... 7 Capabilities in wrkfrce planning... 7 Develping a wrkfrce plan... 8 Further Infrmatin PART 3 TEMPLATES TEMPLATE 1 Wrkfrce Planning Cnsideratins TEMPLATE 2 Wrkfrce Plan Template... 14

3 PART 1 OVERVIEW OF THE FRAMEWORK Page 1

4 Part 1 Intrductin This guide was prduced by Lcal Gvernment NSW (LGNSW) t assist cuncils understand hw capabilities can be incrprated in their wrkfrce planning prcess. It is nt intended t be a cmprehensive guide t establishing a new wrkfrce planning prcess. Instead, the guide fcuses n hw the Lcal Gvernment Capability Framewrk can be incrprated int existing wrkfrce planning prcesses. The guide cnsists f tw parts: Part 1 is a general intrductin t the Lcal Gvernment Capability Framewrk and Part 2 specifically addresses incrpratin f capabilities in cuncil wrkfrce planning prcesses. Overview and backgrund The Lcal Gvernment Capability Framewrk (the capability framewrk) prvides a set f cre capabilities, expressed as behaviurs, which set ut clear expectatins abut perfrmance in lcal gvernment: hw we d things arund here. It builds n rganisatinal values and creates a cmmn sense f purpse fr elected members and all levels f the wrkfrce. LGNSW prpsed the develpment f a lcal gvernment capability framewrk in respnse t changes in legislative and cmmunity expectatins f cuncils, including the perfrmance and behaviurs f its peple in delivering a prfessinal service t the cmmunity. The prpsal received strng supprt when put t cuncils acrss the state in the secnd half f It was develped in clse cnsultatin with elected and cuncil representatives and apprved by the LGNSW Bard in August The capability framewrk des nt displace r verride the Lcal Gvernment (State) Award 2017 (the Award) r any relevant industrial instrument and is nt linked t the Award. The Award is the enfrceable industrial instrument setting the minimum terms and cnditins fr the majrity f lcal gvernment emplyees in NSW. The framewrk des nt alter cuncils bligatins t: Evaluate psitins in their structure in accrdance with the Award's skill descriptrs; and Ensure prgressin thrugh cuncils salary systems based n the acquisitin and use f skills, r emplyee perfrmance, prvided that prgressin beynd the entry level based n the acquisitin and use f skills is als available. Cuncils implementing the capability framewrk shuld, where apprpriate, have regard t prvisins f the fllwing Award clauses: cl 2. Statement f Intent cl 5. Skill Descriptrs cl 7. Salary System cl 8. Use f Skills cl 9. Perfrmance Evaluatin and Reward cl 31. Training and Develpment cl 39. Wrkplace Change cl 40. Terminatin f Emplyment and Redeplyment due t Redundancy Page 2

5 Capability framewrk aims The capability framewrk was develped fr use by lcal gvernment t: create a cmmn view f what gd lks like when wrking in lcal gvernment align elected members and the wrkfrce in delivering cmmunity utcmes imprve perfrmance and capacity attract and retain highly capable peple enhance mbility bth within the sectr and between sectrs prvide a shared basis fr wrkfrce planning prvide brader career ptins and develp the next generatin f lcal gvernment leaders in NSW; and prvide a cmmn fundatin fr the prfessinal develpment required f elected members by legislatin. Capability framewrk structure The capability framewrk describes 16 cre capabilities acrss fur grups: Persnal Attributes; Relatinships; Results and Resurces. These capabilities apply t all elected members and lcal gvernment emplyees thugh expressed in different ways t reflect the different rles. In additin, there are fur capabilities in the Wrkfrce Leadership grup fr emplyees wh manage peple and anther fur capabilities in the Civic Leadership grup fr elected members. The capabilities wrk tgether t prvide an understanding f the cmmn knwledge, skills and abilities required f elected members and lcal gvernment emplyees. The capability framewrk cmplements the specific technical and prfessinal skills required by certain psitins. Capability framewrk uses Fr cuncil emplyees, the framewrk may be used as a fundatin fr all aspects f peple management, frm wrkfrce planning thrugh creating structures and rles, t recruitment, perfrmance management, prfessinal develpment and career planning. The framewrk may als infrm the perfrmance agreements that underpin the perfrmance review f general managers and senir staff emplyed under the standard cntract. Fr elected members, the framewrk may be used as a basis fr cmmunity and prspective candidate infrmatin, cuncillr inductin and prfessinal develpment. Page 3

6 Capability framewrk benefits rganisatinal Sectr-wide implementatin f the capability framewrk has the ptential t result in measurable imprvements in: utcmes fr the cmmunity thrugh better alignment f wrkfrce and elected member capabilities with strategic and peratinal needs budget perfrmance thrugh time saved and better match t needs when using capability-based recruitment and selectin; training; perfrmance management and career and successin planning cmmunity perceptins f lcal gvernment; and supprt fr NSW lcal gvernment as an emplyer f chice. Capability framewrk benefits individual fr managers: fr emplyees: prvides a cmmn language t describe expectatins enhances mbility where links can be established between different rles that share similar capabilities (e.g. administratin, planning and custmer service) builds n award variatins t bradband psitins by making them mre cntemprary and further remving barriers between prfessins, psitins and ccupatins acrss the cuncil s rganisatin structure helps target scarce training and develpment resurces and encurage individuals t take mre respnsibility fr their wn develpment helps understand the capabilities required t wrk at their current level (r in a different psitin), in particular the behaviurs expected f them in perfrming their rles prvides a basis t cnduct a self-assessment as an input t prfessinal develpment and career planning helps identify well-targeted pprtunities fr develpment in their perfrmance management discussin fr elected members: prvides a clear picture f cre expectatins in the rle prvides a cmmn fundatin fr assessing and planning persnal prfessinal develpment Supprting material and tls prvided by LGNSW A suite f supprting materials and tls has been develped t assist cuncils in implementing the framewrk. These include: a Psitin Descriptin Builder tl an nline interactive psitin descriptin template that can be used by cuncils t develp psitin descriptins that include the capabilities required fr the psitins Page 4

7 a guide n hw t use capabilities in recruitment and selectin a guide n hw t use capabilities in perfrmance management and develpment a guide n implementatin and change management a guide n hw t use capabilities in wrkfrce planning [this guide] an nline tl t guide the prfessinal develpment f cuncillrs and mayrs knwn as Prfessinal Develpment in a Bx (PD in a Bx) Fr further infrmatin n the capability framewrk and supprt available frm LGNSW refer t r cntact LGNSW at member.services@lgnsw.rg.au r by telephne (02) Page 5

8 PART 2 INCORPORATING CAPABILITIES INTO WORKFORCE PLANNING Page 6

9 Part 2 Incrprating capabilities int wrkfrce planning prcess Strng wrkfrce capabilities in areas such as self-management, relatinships with thers, planning and priritising and respnsible use f resurces are essential t the success f any rganisatin. Clear, psitive and inclusive wrkfrce leadership is als vital. The capabilities represent the type and level f behaviurs that are expected n the jb. They have a strng basis in rganisatinal values and are the glue that binds the rganisatin tgether arund a cmmn purpse and jint understanding f what gd lks like. A decisin t fill a psitin shuld be made in the cntext f wrkfrce planning, as it is an pprtunity t include r review the capabilities required fr successful perfrmance in the rle. Cnsideratins when creating r reviewing a psitin might include: cuncil bjectives and pririties expected future changes in service r prgram mix expected future system changes budget current wrklads current team s technical skill and capability mix labur market availability fr specific technical r prfessinal skills cuncil talent management strategy Intrductin In simple terms, wrkfrce planning is the prcess f translating the cuncil s strategic and peratinal bjectives and pririties int wrkfrce requirements, including capabilities, then develping a range f Human Resurces (HR) strategies t ensure the wrkfrce cmpsitin matches thse requirements. Wrkfrce planning is an nging strategic prcess, which aligns cuncil s wrkfrce requirements t its business bjectives. It invlves cnsidering the future cuncil envirnment and identifying the expected future demand fr wrkfrce skills and capabilities. Template 1 prvides examples f wrkfrce planning cnsideratins. Evidence based understanding f demand and capability requirements, allws cuncils t determine the strategies mst apprpriate t manage shrtages and surpluses in capability levels and t resurce anticipated cuncil directins apprpriately. Capabilities in wrkfrce planning Cuncils need emplyees with a variety f knwledge and technical r prfessinal skills t wrk in a wide range f ccupatin types and levels. They als need all emplyees t demnstrate the cre capabilities that are built n cmmn values and typify the behaviurs that will supprt a strng, psitive and prductive rganisatin ( hw we d things arund here ). The capabilities are an imprtant driver f rganisatinal culture and emplyee Page 7

10 engagement, which in turn drive emplyee satisfactin and successful rganisatinal utcmes. Gd rganisatinal culture is an increasingly imprtant factr in attracting external applicants. The cre Lcal Gvernment capabilities apply t all rles in cuncil. When applied in a cnsistent way acrss cuncil, they prvide a cmmn fundatin and a basis fr career path planning, lateral mbility ptins and ther ptins that prvide enhanced pprtunities fr emplyees. Develping a wrkfrce plan Frecasting cuncil needs Starting with the cuncil s Integrated Planning and Reprting (IP&R) plan and any knwn frthcming internal and external changes and develpments (e.g. system changes, rganisatinal changes, etc.), determine the mix f services and functins that will be needed t deliver the future visin, including an estimatin f resurce levels. Translate the services and functins int the technical and prfessinal skills, knwledge and capabilities they will require. The capabilities shuld be cnsidered at a whle f cuncil level, as well as by level and type f wrkfrce grup (fr example, the leadership grup r the service centre staff r the utdr staff). Wrkfrce analysis Analyse the current wrkfrce prfile t identify: Current distributin f emplyees acrss services and functins, tgether with any knwn infrmatin abut their experience knwledge, skills and capabilities Strength in key skill, knwledge and capability areas, fcusing particularly n risk pints where expertise r capability is nly available frm a small number f peple Turnver and recruitment patterns Age and retirement patterns Demgraphic characteristics cmpared with the demgraphic characteristics f the cmmunity served by cuncil Wrkfrce issues that require actin, including business successin planning, skill shrtages, staff shrtages, service successes and shrtcmings, and capability shrtcmings. Page 8

11 Cmpile labur market infrmatin n key wrkfrce ccupatin grups t assess ptential recruitment difficulties. Liaise with surrunding r similar cuncils t identify cmmn issues, discuss ptential slutins and ptential cllabratin in areas such as recruitment r sharing f expert resurces. Analyse the gaps Gap analysis invlves cmparing the wrkfrce analysis t the frecasting needs. The rganisatin shuld establish wrkfrce strategies based n the results f this analysis. Analysis results may shw ne f the fllwing: A gap (when prjected supply is less than frecast demand), which indicates a future shrtage f skills and capabilities. It is imprtant t knw what critical psitins will have gaps s the necessary capability develpment r recruiting can be anticipated. A surplus (when prjected supply is greater than frecast demand), indicates a future excess in sme categries f skills and capabilities and may require actin. The surplus data may represent ccupatins r skills that will nt be needed in the future r at least will nt be needed t the same extent. Develp strategies Having identified and priritised the gaps between the current and the future wrkfrce prfile the next element f wrkfrce planning invlves the develpment f strategies t address the identified gaps. These strategies need t be linked t the wrkfrce plan and cuncil business plans. Strategies t address wrkfrce planning issues can fall int the fllwing categries: changes in structures and/ r psitin descriptins t reflects changes in services, prducts r systems changes in the mix f emplyee categries, e.g. permanent, temprary, casual, full time, part time, etc. capability-based mbility t new pririty areas intrductin f new wrkfrce management arrangements t imprve attractin and/r retentin system changes prcess changes capability develpment prgram in key gap areas technical training and develpment pririties emplyee engagement and participatin Page 9

12 talent management career management and mentring recruitment and selectin pririties successin planning jint actin with ne r mre ther cuncils n cmmn issues, etc. Implementing Implementing the wrkfrce plan will require detailed prject planning, including a change management plan. The plan shuld include a cmmunicatins strategy fcused n emplyees, s that they are aware f planned changes and the pprtunities that may be available t them as part f that change. The plan (Template 2) shuld cntain realistic milestnes and timeframes and there shuld be regular reprting n prgress t the leadership grup, the cnsultative cmmittee and all emplyees. Further Infrmatin Fr a mre detailed explanatin f the capability framewrk refer t Cuncil s training plan and budget, determined in accrdance with Clause 31 f the Award n Training and Develpment, can be expected t cmplement the wrkfrce planning prcess by identifying current and future skill requirements at the crprate, departmental and individual level. Cuncils can als find mre detailed supprt and advice n recruitment and selectin and cmpliance with the Act, the Award in LGNSW HR Advance r by cntacting LGNSW at member.services@lgnsw.rg.au. Page 10

13 PART 3 TEMPLATES Page 11

14 Part 3 TEMPLATE 1 Wrkfrce Planning Cnsideratins Organisatinal Element Skills and capabilities needed Wrkfrce cmpsitin Structure Turnver and staff mbility Wrkfrce diversity Needs Analysis What new skills and capabilities are required in future t supprt Cuncil strategic and peratinal bjectives? Des the current wrkfrce cmpsitin meet future requirements? Will the current structure meet future peratinal requirements? Are there any freseeable lsses f staff within the next 3 years? What are the reasns staff leave? D all grups f staff have the same pprtunities? What equity and diversity issues have been identified? Wrkfrce cnsideratin New r mdified services t the cmmunity Prjects requiring specialised skills Prcess re-engineering Wrklad increases and decreases in specific areas Onging r seasnal needs Service hurs Technlgical changes requiring new skills New cmpliance r legislative bligatins Technical r Prfessinal Skills Capabilities, including management/supervisin skills Permanent, fixed term r casual staff Full time r part time staff Staffing levels Classificatin f psitins Psitin descriptins Number f psitins Flexibility and respnsiveness Reprting lines/structures Planned retirements Rate f emplyee initiated turnver Successin planning pprtunities Retentin strategies t reduce risk f lsing highly skilled staff Invluntary turnver perfrmance management Knwledge transfer Male/female/parttime/casual/prfessinal Capabilities, skills and qualificatins Recruitment rates Page 12

15 Organisatinal Element Critical psitins Strategies t fill skill, capability and capacity gaps Needs Analysis Are there any critical psitins that are difficult t fill, retain r develp? Hw will critical skills and capabilities be develped? Wrkfrce cnsideratin Career pprtunities Indigenus emplyment strategies Disability inclusin/adjustment Market variables Recruitment strategies Retentin strategies Career develpment prgrams Mentring prgrams Staff turnver reasns Training and develpment pprtunities Internal/external recruitment Mentring r caching Secndment pprtunities Leadership develpment Talent management Successin planning Diversity inclusins Graduate prgrams Knwledge transitin Page 13

16 TEMPLATE 2 Wrkfrce Plan Template 1. Overview This sectin is a high-level verview abut the aims f the wrkfrce plan and expected utcmes. It shuld als include the fllwing sectins. Key Activities 1 Scpe and scale f the wrkfrce plan The scpe and scale f the wrkfrce plan and reasns fr this selectin. 2 Allcate resurces The resurces which will be used t carry ut the wrkfrce planning prcess. 3 Alignment with ther plans Hw the wrkfrce plan will align with ther strategic and peratinal plans. 4 Key stakehlders The key stakehlders wh will be needed t successfully develp and implement the wrkfrce plan. 5 Staff engagement and cmmunicatin Hw the wrkfrce plan was prepared in cnsultatin with staff and the cnsultative cmmittee, and hw the plan and implementatin activities will be cmmunicated. 6 Data and infrmatin surces The data and infrmatin used t build an evidence base t infrm the wrkfrce plan. 7 Inter- and intra-rganisatinal cmmitment Hw cmmitment has been built within and acrss rganisatin as needed. 8 The prject plan The timeline fr the implementatin f the wrkfrce plan, resurcing, key deliverables and the gvernance prcess. Outputs/Requirements Page 14

17 2. Frecasting Needs - where we need t be in the future? Key Activities 1 The current external cntext The current cntextual issues which impact n wrkfrce planning such as: Current natinal/ New Suth Wales cntext Current Lcal Gvernment cntext Current reginal cntext. 2 Strategic dcuments and service prvisin The linkages between the wrkfrce plan and the successful implementatin f strategic gals and peratinal service prvisin Outputs/Requirements 3. Wrkfrce Analysis - where are we nw? Key Activities 1 The frecast: external cntext What the external envirnment might lk like in the future. 2 Future demand fr services Any changes in the external envirnment might have n service delivery in terms f services and levels f services. 3 Wrkfrce needed t meet demand The impact f Sectins 3.1 and 3.2 n staff needed in the future, taking int accunt the scenari analysis. 4 Overall Summary The infrmatin gathered int a summary sectin and prvides an verall picture f wrkfrce needs in the future ver ne, three, five and ten year time frames. 5 The current wrkfrce Analysis f the current wrkfrce t highlight key issues which will impact n capacity t delivery n strategies and services. Data Surces The surces f data and infrmatin used. Wrkfrce analysis Analysis f the current wrkfrce t understand the cmpnents f the wrkfrce t identify key trends and issues. Outputs/Requirements Page 15

18 Key Activities Critical rles Thse rles which are critical t achieving strategic and peratinal utcmes at state, reginal r lcal scales. Outputs/Requirements 6 Overall summary This sectin pulls tgether the infrmatin gathered int a summary sectin with graphs and tables which presents the narrative and analysis f the current situatin. 4. Analyse Gaps where are the gaps? Key Activities Outputs/Requirements 1 The gaps Brings tgether all f the knwledge s far t identify the gaps. Capabilities and Skills This sectin identifies the gaps in terms f capabilities and skills. Numbers and rles The gaps in terms f numbers f rles. Prfile This sectin identifies the gaps in terms f wrkfrce prfile. 2 The risk f nt addressing the gaps The risk t rganisatinal strategy based n the likelihd and cnsequence f nt filling the gaps. 3 Pririties The pririty gaps t address depending n a range f criteria, including risk. 4 Overall summary A high-level summary f all the gaps and their relative pririties. Page 16

19 5. Strategies t address the gaps Key Activities 1 Strategies and actins t address the gaps A detailed summary f the strategies and actins plus assciated respnsibilities, budget and perfrmance measures. 2 The csts/benefits f actins The relative csts/benefits f the ptential actins in rder t assess varius scenaris fr change and the impact n financial sustainability. 3 Implementatin plan Pulls tgether the priritised actins int a plan fr implementatin. Identifies actins fr change, respnsibilities fr implementatin, resurce required and expected utcmes. Outputs/Requirements 6. Mnitring and evaluatin Key Activities 1 Evaluatin f the success f the wrkfrce plan Hw the utcmes f the wrkfrce plan will be evaluated t assess whether the aims f the wrkfrce plan have been achieved. 2 Opprtunities t share learnings Hw learnings and reflectins frm the wrkfrce planning prcess will be shared t build sectr knwledge and capacity fr the future. Outputs/Requirements Page 17

20 Fr further infrmatin: T: E: Page 18