Strategic Workforce Planning An Operational View From Planning to Execution
Strategic Direction Tactical Execution Mission Challenges Risks Impact Actions/Deliverables - Strategic Recruitment - IDP s - Knowledge Mgmt. - Reorganization Strategic Workforce Planning Data and Analytics Organizational Strategies - Skill Gap Reduction - Diversity and Inclusion - Leverage Technology - Reengineer Processes - Optimizing Skills - Hiring Flexibilities - Strategic Sourcing Human Capital Strategies - Retain - Develop/Retrain - Replace - Expand - Targeted Recruit - Re-deploy - Restructure - Engage
Strategic Workforce Planning An Operational View Recap of the Workforce Planning Model Using Analytics to Drive Decisions Workforce Segmentation Pre-Hire Analytics How data can determine fit and future performance Additional Data Driven Workforce Management Strategies 6/2/2017 3
Workforce Planning Model Strategic Alignment Develop a Workforce Plan Workforce Analysis Implement Monitor, Evaluate and Revise Risk Mitigation and Gap Closure 12-30-2015 4
Workforce Planning Is Not Synonymous with Succession Planning Just charts, graphs and demographics A totally new way of doing business A Human Resource Function Although succession planning is a component within the model This information is used as a resource in the analysis of data to determine gaps and actions to be taken Whatever degree of WFP has been used to date can and should be incorporated without de-valuing the work of others It is a Management Responsibility as it is their workforce 6/2/2017 6
What is the Benefit? Improved decision making with regard to workforce management Adjust to emergent needs without losing long term focus End user Value Eliminate the silo approach to HC Management with a collaborative approach and measureable actions 6/2/2017 7
Data Analytics Charts, Graphs and Pivot Tables on a spreadsheet IS NOT data analysis it is the interpretation of data to identify indications, trends and risks that lead to informed, educated decisions on what actions to take to mitigate that risk
Operational Drivers Internal Agency Strategic Plan Priority Goals Management Initiatives External Political Economic Social Technology Environmental Legislative
Risk Analysis - Workload Stability of Workload Correlation of Funding Sources to Programs Number of Positions Corresponding to Programs Workforce Deployment Productivity Improvement Volume, type and location of work Cycle of work
Workforce Segmentation 11 Built around the employee life cycle to: Evaluate Engage Recruit Retain Develop Recruit finding the right person, for the right job with the right skillsets Develop train, coach and mentor employees Retain encourage, motivate and reward staff Engage establish and maintain professional relationships in a positive atmosphere Evaluate assess performance and provide constructive feedback
Operational Application Risk Assessment Funding Workload Talent Positions Gap Analysis for both Positions and Skills Demand before Supply Includes MCO s and the new OPM Factor Model Connection to Diversity, Inclusion and Engagement
Workforce Planning Recruitment, Engagement, Diversity & Inclusion (REDI) Diversity Key Elements Strategic Alignment Workforce Analysis Risk Management Leadership commitment Diversity principles Cultural competence Inclusive culture Measurement Diversity Council Workforce diversity Skill Gap Assessment Career Development Succession Planning Knowledge Mgmt Results Oriented Communications Talent Management Human Capital HR Life Cycle functions Legislative Policies Human Capital Strategy Requirements driven Performance oriented Competency based Resources, Systems, Processes Reporting workforce data Surveys Rewards and Recognition Inclusion Engagement Engaged workforce Leader engagement Reduced turnover Increased productivity Enhanced performance Diverse perspectives Teamwork Increased innovation & creativity Affinity Groups Employee satisfaction 6/2/2017 13
Risk Assessment
Workforce Analysis Risk Assessment Talent Identify risks for each employee Attrition Risk how likely that employees will vacate their current position Expertise Level current expertise NOT a competency assessment or performance evaluation
Workforce Analysis Risk Assessment Positions Identify risks for each position Position Risk Impact to mission if vacated and not filled or not filled for period of time Position Elimination Risk Risk the position or skill set may no longer be needed or supported by funding and workload
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Pre-Hire Analytics How the Right Data Can Determine Fit and Future Performance 6/2/2017 21
Workforce Analysis Demand Conduct analysis on the type of workforce needed for the future Examine work as well as how it will be performed
Workforce Analysis Supply Show projected workforce supply in terms of staff and skills needed to perform work
Risk Mitigation and Gap Closure Gap Analysis Compare Workforce Demand to Supply and Identify Gaps Position Skills Shortages and Surplus Identify Endangered Species
Gap Analysis Skills Skill Needed Covered by Current Employees Current Importance Scale: 1-Low; 3-Moderate; 5-High Future Importance Scale: 1- Low;, 3- Moderate; 5- High Action Needed Creative Problem Solving Y 3 5 Retain skill in current staff and recruit for skill when filling jobs Strategic Thinking N 3 5 Long Term Development of current employees and/or Recruit for new skills when filling jobs Data Analytics N 5 5 Immediate Development of current staff and recruit for skill when filling jobs Change Management Y 6/2/2017 25 4 5 Retain skill in current staff and recruit for skill when filling jobs
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Performance Based Interview Describe what you would consider one of your most innovative or creative solutions to an organizational problem. What was the situation? What specific actions did you take? What was the outcome? (Creative Problem Solving, Strategic Thinking) Give me an example of a time when you used your fact-finding skills to gain information needed to solve a problem; then tell me how you analyzed the information, came to a decision and took action. (Problem Solving, Strategic Thinking) 6/2/2017 27
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Additional Data Driven Workforce Management Strategies 6/2/2017 29
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Knowledge Transfer Tactics Step 1 - Determine what knowledge is at risk of being lost and what type is it Step 2 - Identify the Source and Recipient Step 3 - Develop strategies to transfer critical knowledge Step 4 Execute, Monitor, Evaluate, Adjust
TYPES OF KNOWLEDGE Explicit Implicit rule based Implicit Know how Tacit Know How Deep Tacit Interviews Documentation T A C T I C S Training Storytelling Mentoring AAR s CoP s Ineffective Less Effective More Effective Very Effective
1. YEAR BUSINESS AS USUAL NOTES (BUN) 2. OCCURRENCE Monthly Quarterly Yearly 3. OFFICE LOCATION Headquarters State County NOTE: Business as Usual Notes (BUN) is a written description of how to complete the critical tasks associated with performing your job. Creating the BUN document will help all current and future employees be ready to assist with basic job functions in the event of retirement, attrition, or other unforeseen circumstances. Each FSA employee should complete a BUN document which falls under the mission of knowledge management. 4. EMPLOYEE NAME 5. POSITION TITLE 6. OFFICE NAME 8. TASK (Describe the tasks you do as part of your job requirements. Be as specific as possible.) 9. FREQUENCY (Describe how often you perform the task. If it is only periodic, explain how often and what time of year the task is typically performed.) 10. CONTACTS (Provide names and contact information for helpful resource people. This could include other FSA staff, lenders, extension agents, etc.) 11. HELPFUL IT INFORMATION (Describe any special IT access that may be needed for the task. (i.e. access to a particular system, access to particular counties, etc.)) 12. REFERENCE MATERIAL (Identify good sources of information that are helpful in completing the task. This could be specific handbooks, guides, or other items.) 13. OTHER HELPFUL INFORMATION (Provide any other information about the task that may be helpful to someone performing this task.)
8. TASK (Describe the tasks you do as part of your job requirements. Be as specific as possible.) 9. FREQUENCY (Describe how often you perform the task. If it is only periodic, explain how often and what time of year the task is typically performed.) 10. CONTACTS (Provide names and contact information for helpful resource people. This could include other FSA staff, lenders, extension agents, etc.) 11. HELPFUL IT INFORMATION (Describe any special IT access that may be needed for the task. (i.e. access to a particular system, access to particular counties, etc.)) 12. REFERENCE MATERIAL (Identify good sources of information that are helpful in completing the task. This could be specific handbooks, guides, or other items.) 13. OTHER HELPFUL INFORMATION (Provide any other information about the task that may be helpful to someone performing this task.) Review Notices and Amendments. Process Program Applications. This is done daily. This is done daily. Depending on what programs you are in charge of will determine the amount of time this will take and the workload volume. Access Notice/Amendments/F orms through http://inside.fsa.usda.g ov or the Applications Page http://fsaintranet.sc.eg ov.usda.gov/fsa/applic ations.asp Access all applications from the Applications page. Each State will have a specialist assigned to the program area as well as District Resource PTs and Key PTs. You can sign up to have the Notices and Amendment updates emailed to you. This is a good way to stay on top of changes. On the Applications page, you can set up your favorites so that the Applications you visit most recently are on the main screen. Most applications have the ability to process applications nationwide. Every Program has its own handbook that will be referenced. Make sure to review program notices as well. You can keep printed copies of procedure or utilize them online. If you plan to use the printed version remember that you must keep it updated. Development of spreadsheets is a good idea, store in Shared Drive for everyone to access. Example: Spreadsheet of DMPP Progress to record applications date, premium/admin fees collected, approval date, COC review, and notes. Use Nationwide services to better assist your multicounty producers.
Name: Office and Organization: Contacts: List individuals, groups and organizations that you regularly work with or who may have special interests or useful assistance for your area of responsibility. This includes co-workers, agency technical specialists, officials, administrators, public officials, interagency contacts, project team members, interested publics, stakeholders, vendors, contractors, partners, technical or subject matter specialists in the corporate/private/academic world, consultants, and media contacts. It is probably not necessary to list contacts where information could easily be found in other records. Name Work phone Cell phone e-mail Mailing address Physical address Relationship Comments
Name: Office and Organization: Inventory of documentation and files: Write a brief synopsis of files, documentation, registers, maps, charts, photographs, or similar information. Write a brief description of content, dates of creation, location, format, security requirements, and any other comments on use, associated files, relation to records in other offices, notes about originator of records, use in litigation, etc., that might be useful in using information. Title Format Size Location Dates Security requirements Comments
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Results Action Plan Actions, Deliverables, Timelines, Resources Risk Mitigation Gap Closure Remove silo of Human Capital strategies and activities Long-term sustainability of capacity to accomplish mission
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