Ope ra tio na lizing Wo rkfo rc e Pla nning Me ryl Go za rin, NI - PowerPoint PPT Presentation

Ope ra tio na lizing Wo rkfo rc e Pla nning Me ryl Go za rin, NI H, OHR, HR SAI D L illia n T ho ma s, NI H, OHR, HR SAI D

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WF P Challe nge s & Conside r ations L ink to F o rwa rd Stra te g y F o c us De fining WF P fo r Org a niza tio n L e a de rship Buy-in 3

Wor kfor c e Planning Mode l Where are we going? How are Who/what we doing? do you have? What is Str ate gic Wo r kfo r c e Planning? E nsuring tha t a n o rg a niza tio n ha s the r ight pe ople , with the Who/what r ight skills, in the r ight plac e s, at How do do you we get the r ight time . need? there? What’s missing? 4

How c an Wor kfor c e Planning he lp now? Be ne fits o f WF P  Offe rs o ptio ns fo r re struc turing b a se d o n o rg a niza tio na l stra te g ic g o a ls  I nfo rms pro g ra ms a nd lo w/ no c o st stra te g ie s to g ro w a nd e xc ha ng e ta le nt (e .g ., me nto ring )  Pro mo te s a stra te g ic a ppro a c h to the b usine ss c yc le during pe rio ds o f g ro wth a nd re c e ssio n 5

E xample s of WF P Se r vic e Offe r ings Spe c ific WF P WF P Se lf-Se rvic e F ull WF P Se rvic e Ne e d Se rvic e nable Othe rs to T a c kle a Compone nt o f Cre a te a E WF Pla n WF Pla nning Compr e he nsive WF Pla n E xa mple s: E xa mple s: E xa mple s:  T  Ro le Se g me nta tio n  Cro ss F o o lkit Ma inte na nc e unc tio na l Wo rking  Wo rking g ro up Gro up  Critic a l Po sitio n/ Ro le  K  Cha ng e Ma na g e me nt no wle dg e Sha ring Asse ssme nt  Ne two rking  Wo rklo a d Ana lysis Pro c e ss  T ra ining a nd  Co lla b o ra tio n Optimiza tio n De ve lo pme nt  Co nsulting  Ac tio n Pla nning  Mo nito r a nd E va lua te  Co mpe te nc y/ Pro g ra m Alig nme nt  Qua ntita tive / Qua lita tive Ana lysis  Cha ng e Ma na g e me nt  T ra ining a nd De ve lo pme nt Ong o ing ~1-12 Mo nths 6-12 Mo nths 6

NIH WF P T oolkit We bsite F ac ts 9,324 hits (sinc e 1/ 1/ 2017 Mo st visite d pha se - Ga p a na lysis se c tio n 32 to ta l pro duc ts T o o lkit Co nte nts 7

NIH WF P T oolkit De mo NIH WF P T ools NI H WF P T o o lkit: https:/ / hr.nih.g o v/ wo rking -nih/ wo rkfo rc e -pla nning 8

Imple me ntation Str ate gie s I ts OK to Sta rt Da ta -drive n Sma ll Pro c e ss Se a t a t the WF P is a Sha re d T a b le (Co nside r E ffo rt WI I F T ) K no w yo ur Sta y Ca lm & Audie nc e E mb ra c e WF P! 9

Que stions? Pr e se nte r Co ntac t Info L illia n T ho ma s, OHR/ HR SAI D tho ma slm@ ma il.nih.g o v Me ryl Go za rin, OHR/ HR SAI D me ryl.g o za rin@ nih.g o v Thank You! 10

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Be ne fits of having a WF P Or ganization Co nsiste nt, e nte rprise -wide , pro a c tive a ppro a c h to WF P Sa tisfie s c ritic a l WF P a nd re po rting re q ue sts in the c urre nt e nviro nme nt E na b le s se lf-se rvic e WF P thro ug h to o lkit (we b site ), tra ining a nd c o nsult Sa ve s o rg a niza tio n mo ne y a nd re so urc e s Re duc e s re dunda nc ie s a c ro ss o rg a niza tio n re la te d to WF P a c tivitie s a nd • stre a mline s e ffo rts fo r mo re e ffe c tive se rvic e o ffe ring (s) Alig ns WF P stra te g ic a lly a c ro ss va rio us le ve ls o f the o rg a niza tio n I nc re a se s stra te g ic pla nning a c ro ss the o rg a niza tio n I mpro ve s wo rkfo rc e utiliza tio n • Stre a mline s pro c e sse s • De ve lo ps suc c e ssio n pla nning a nd ma na g e me nt • I nc re a se s e ffe c tive use o f wo rkfo rc e da ta • Re sults in mo re impa c tful re c ruitme nt a nd re te ntio n / e ng a g e me nt e ffo rts • 12

Use Case E xample : High- L e ve l Pr opose d Appr oac h vie ws to L e ade r ship sur ve y and inte r de te rmine stra te g ic dire c tio n a nd hig h- le ve l g a ps Manage r sur ve y and func tional asse ssme nt to ide ntify ke y supply/ de ma nd e le me nts a nd g a ps ts to he lp info rm Be nc hmar king e ffor so lutio n imple me nta tio n a nd a c tio n stra te g ie s 13

Wor kfor c e Analytic s/ Wor kfor c e Planning Use Case E xample s Workforc e De mog ra phic s – how will the sta ffing mix c ha ng e in the future ? •Are g a ps in c e rta in po sitio ns, le ve ls, o rg a niza tio ns e xpe c te d? •Whe re will de fic its o c c ur, b a se d o n the o ptima l sta ffing mix fo r the future ? T urnove r T re nds – wha t will sta ff c hurn look like in the ne xt thre e ye a rs? •Wha t re c ruitme nt a nd suc c e ssio n ma na g e me nt ne e ds lo o k like ? •Wha t fa c to rs c o ntrib ute to turno ve r pa tte rns a nd ho w mig ht tho se c ha ng e in the future ? Re tire me nt Mode ls – whe n will c ritic a l sta ff le a ve the org a niza tion? •Ho w c a n le a de rship pla n fo r kno wle dg e tra nsfe r a nd b a c kfill o f c ritic a l po sitio ns? •I n wha t wa ys ma y the o rg a niza tio n c ha ng e , b a se d o n the g e ne ra tio na l shift o f the wo rkfo rc e ? 14

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