Transcript Strategic Staffing

Strategic Workforce Planning:
Part 3: Applying the SWFP
Process in (Company Name)
Prepared for:
Program/Session Name
Company Name
Date
Presenter Name/Title
Consulting Company Name
Consulting Company Phone
Contact Email Address
Copyright Tom Bechet 2007
1
Session Overview
Verify that the SWFP approach is appropriate
Define where SWFP “fits” within your company’s
strategic context
Select and clarify the critical staffing issue to be addressed
first
Define and “flesh out” your initial staffing model
• Finalize model structure and parameters
• Gather required data
• “Load” and run the model
Identify “next steps” and accontabilities
Copyright Tom Bechet 2007
2
A Reality Check...
Does this approach to SWFP “make sense”?
Is it a realistic approach?
Will it address critical staffing issues and provide valuable
outcomes?
What are the greatest strengths of the process?
What are the biggest challenges to implementation?
Is it applicable to and appropriate for us?
Copyright Tom Bechet 2007
3
How Does SWFP Apply
In (Company Name)?
Copyright Tom Bechet 2007
4
Defining the Context for SWFP
Copyright Tom Bechet 2007
5
Placing SWP in your Strategic Context...
1. “Inventory” what you have...
Business
Plans
Human Resource/
Staffing Plans
Long Term
What guides/drives the
business/resource allocation
in the long term?
What long term human
resource or staffing plans/
strategies exist?
Short Term
What guides/drives the
business/resource allocation
in the short term?
What short term staffing or
resource allocation plans
exist?
Copyright Tom Bechet 2007
6
2. Now answer these questions:
Are any pieces “missing”?
Copyright Tom Bechet 2007
7
2. Now answer these questions:
How consistent are the initiatives in each cell?
Are they well integrated?
Do they “flow”?
Do they build on each other?
Copyright Tom Bechet 2007
8
2. Now answer these questions:
How do the cells relate?
How do the cells “link”?
In what direction does information flow?
Are any links missing?
Might some need to be strengthened?
Copyright Tom Bechet 2007
9
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
10
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
11
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
12
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
13
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
14
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
15
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
16
Placing SWP in your Strategic Context...
Business
Plans
Long Term
Short Term
Mission
Vision
Objectives
Strategies
Operating
Plans/
Budgets
Human Resource/
Staffing Plans
SWP
HR Strategies
Staffing Strategies
Recruiting
Movement
Career Planning
Succession
Development
Training
Copyright Tom Bechet 2007
17
Developing the “Initial
Implementation”
Copyright Tom Bechet 2007
18
How Does This Apply in (Company
Name)?
What major “business” changes are anticipated?
•
•
•
•
•
Significant growth?
Expansion of service areas?
New facilities?
New services?
Changes in technology or platforms?
What staffing issues/implications might those changes
raise?
• Capabilities?
• Staffing Levels?
Which of these issues are most critical?
Copyright Tom Bechet 2007
19
How Does This Apply in (Company
Name)?
What other staffing issues exist?
•
•
•
•
Lack of management depth?
Significant retirements (quantity and capabilities)?
Chronic shortages?
Lack of adequate workforce diversity?
Which critical staffing issue (from either set) will we
address first?
Define model parameters for that issue
•
•
•
•
What regions and jobs do we need to be include?
What planning horizon is appropriate?
What should our staffing model structure be?
What possible staffing solutions should we include?
Copyright Tom Bechet 2007
20
How Does This Apply in (Company
Name)?
Develop key assumptions
•
•
•
•
Voluntary turnover rates
Retirement assumptions
Method for defining staffing requirements
Staffing actions/solutions to include in the model
Define and gather required data
• Starting headcounts
• Known additions/losses (if any)
• Required staffing levels and capabilities
Copyright Tom Bechet 2007
21
How Does This Apply in (Company
Name)?
Define “next steps” and accountabilities for each step
•
•
•
•
•
•
Define and gather required data
Build, “load”, and run the model
Calculate staffing gaps and surpluses
Review gaps and surpluses across periods and develop staffing strategies
Define staffing plans for each period
Enter staffing plan information in the model and verify that gaps and
surpluses are addressed adequately
• Identify supporting actions (e.g., development), accountabilities, and
time frames for each plan item
Copyright Tom Bechet 2007
22