Strategic Talent Planning Guide

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Strategic Talent PlanningStrategic Talent PlanningStrategic Talent Planning

A Human Resources Guide A Human Resources Guide A Human Resources Guide

Department of Human ResourcesDepartment of Human Resources Learn… Grow… Lead… ExcelLearn… Grow… Lead… Excel

Committed to Excellence The Manager’s Toolbox

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Acknowledgements

The Washoe County Department of Human Resources would like to thank the following for providing information and/or inspiration that contributed to the completion of this guide.

Bersin & Associates, Talent Management Investments—Focusing on What Matters Most through Talent Planning (2009)

International Personnel Management Association, Workforce Planning Resource Guide for Public Sector Human Resource Professionals (2002)

M3 Planning, Erica Olsen, Principle

National Academy of Public Administration (NAPA), Building Successful Organizations: A Guide to Strategic Workforce Planning (2000)

Partnership for Public Service, Developing an Effective Strategic Human Capital Plan (2006)

The states of Colorado, Georgia, New York, Washington and Wyoming

Yolo County

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TABLE OF CONTENTS

SECTION ONE: Guide to Strategic Talent Planning

Introduction ..................................................................................................................... 6

Addressing Washoe County’s Workforce Needs......................................................... 7

Purpose of the Talent Planning Process ..................................................................... 7

How to Use This Guide................................................................................................ 9

Strategic Planning ........................................................................................................ 10

The Key Components of Strategic Planning.............................................................. 10

Strategic Talent Planning ............................................................................................. 11

The Strategic Talent Planning Model ........................................................................ 11

Conducting Strategic Talent Planning........................................................................ 12

Process Overview ..................................................................................................... 12

The Right Team for the Job-Roles and Responsibilities ........................................... 13

The Strategic Talent Planning Process....................................................................... 15

Step 1: Assess and Forecast .................................................................................... 15

Step 2: Identify Supply and Demand......................................................................... 16

Step 3: Analyze Gaps and Surpluses........................................................................ 17

Step 4: Build and Implement a Talent Plan............................................................... 18

Monitor, Evaluate, and Modify the Strategic Talent Plan .......................................... 19

SECTION TWO: Tools for Strategic Talent Planning

Tools:

Strategic Review-SWOT Analysis ............................................................................. 22

Supply/Demand Analysis .......................................................................................... 27

Gap/Surplus Analysis ................................................................................................ 33

Strategic Talent Plan ................................................................................................. 36

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TABLE OF CONTENTS

List of Figures

Figure 1: Washoe County Strategic Talent Planning Model...................................... 11

Figure 2: Activities and Responsibilities for Strategic Talent Planning...................... 14

Figure 3: SWOT Analysis .......................................................................................... 23

Figure 4: SWOT-Strengths and Weaknesses, Sample ............................................. 24

Figure 5: SWOT-Opportunities and Threats, Sample................................................ 25

Figure 6: Strategic Review Worksheet ...................................................................... 26

Figure 7: Supply Analysis, Sample............................................................................ 30

Figure 8: Demand Analysis Master Sheet, Sample................................................... 32

Figure 9: Gap/Surplus Analysis-Jobs, Sample .......................................................... 34

Figure 10: Gap/Surplus Analysis-Competencies, Sample......................................... 35

Figure 11: Strategic Talent Plan, Sample.................................................................. 37

List of Appendices

Appendix A: Glossary of Terms .............................................................................. 38

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SECTION ONE:SECTION ONE:SECTION ONE: Guide to Strategic Talent PlanningGuide to Strategic Talent PlanningGuide to Strategic Talent Planning

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Introduction

Strategic Talent Planning is one component of a set of processes that provides managers with the necessary information to make strategic human resource decisions based on identifying and forecasting talent needs in support of the department’s mission and strategic plan. While most workforce planning efforts focus solely on reacting to current and anticipated position vacancies, talent planning is aligned with the over-all business strategy and helps to solve the full scope of talent manage-

ment challenges and create a high-performing and sustainable organization.

Organizations, both public and private, have developed talent planning models and while the terminology may differ, the processes are remarkably consistent. All rely on key elements:

• identification of organization objectives

• identification of the resources and competencies needed to achieve them

• analysis of current workloads, workforce resources and competencies

• identification of future workloads, available resources and needed competencies

• comparison of current and future states

• development and implementation of a plan to build the workforce necessary for the future

• implementation of an evaluation methodology to monitor and measure the plan’s success

“Talent” Defined

For some organizations, talent refers to those in leadership or executive positions. For others, it includes those who have been identified as having the ability and aspiration to assume those leadership roles in the future. At Washoe County, we believe that all employees, regardless of their position or aspirations, possess talent that should be identified, utilized, managed and de-veloped.

Strategic Talent Management Defined

Just as there are numerous ways to define talent, talent management means different things to different organizations. Some focus on employee performance and leadership development; others include recruiting and staffing. We define talent management more broadly as a set of on-going, formal, organizational processes designed to attract, select, develop, motivate, and retain a highly qualified, engaged, and diverse workforce that delivers the highest quality ser-vices to citizens in the most effective, efficient, and fiscally responsible way.

Strategic talent management includes a variety of organizational practices and processes that are integrated with the County and departmental strategies and implemented daily. These

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processes and practices include:

• Strategic Talent Planning

• Recruiting and Hiring

• On-boarding

• Performance Management

• Job Evaluation

• Restructuring

• Individual Development Planning

• Training and Development

Today’s rapidly changing environment increases the need for an even greater focus on strate-gic talent management. All organizations are being forced to look at business, operational and talent management challenges holistically and to build integrated processes to address them.

Addressing Washoe County’s Workforce Challenges

The staffing challenges facing Washoe County are no different than those of many other organizations. We have an urgent need to effectively plan for and manage our entire workforce as well as focus on key areas of attrition, shortages of highly qualified appli-cant pools, succession planning, leadership development, em-ployee development, retention of talent, retention of institutional knowledge, employee morale and engagement, and performance and productivity.

Internal and external factors intensify the need for strategic talent planning. External pressures, including social, economic, and po-litical realities as well as changes in demographics, technology and community/citizen priorities and requirements/demands, play a critical role in determining Washoe County’s strategic focus. In-ternally, budget constraints, an aging workforce, inefficiencies, and changing priorities strain the County’s ability to ensure it has the necessary human capital to deliver on its mission.

Strategic Talent Planning is a critical tool that can help this organi-zation meet it’s human capital needs and achieve it’s objectives.

Purpose of the Talent Planning Process and Guide

Washoe County competes in the same labor pool as all other employers in our region. Al-though our missions may be driven by differing interests, the workforce challenges we and the

Did you know? Although 92% of

companies say they have

some level of workforce

planning, only 21% take a

strategic, long-term ap-

proach to addressing the

talent demand, talent

supply, and the actions

necessary to close the

gap between the two.

The Modern Approach to Work-

force Planning: Best Practices

in Today’s Economy, Bersin &

Associates/Madeline Laurana,

April 2009.

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other public sector entities face are the same as those in the private sector. Therefore, our objective for developing the Strategic Talent Planning process and this guide is to ensure that the County’s Departments are able to achieve the County Strategic Priorities and Departmental Strategies today and in the future. To do this, we need to recognize that it is our employees’ talents and skills that drive our results and utilize a consistent process to plan for and manage that talent as skillfully as we do other resources and our operations in general.

This guide incorporates best practices from all sectors and aligns those with our unique needs. If the process outlined in this guide is followed and rigorously managed, we expect that the outcomes for Washoe County will include:

• Better crafted and managed departmental strategic plans

• Better communicated departmental strategic objectives

• Smart human resource decision-making aligned with strategy

• More effective employees, programs and manage-ment

• Better prepared candidates in the pipeline to replace those who leave

• Resources to deliver services to customers in a timely and quality manner

• Enhanced ability by managers to anticipate change and plan for it

• Enhanced ability by managers to identify competencies needed now and in the fu-ture and to select and develop the workforce

• Better linkage of recruitment, performance management, development, and reten-tion decisions to organizational goals

• Employees who are better prepared for the jobs and responsibilities of today and able to continue to contribute in the future

• A workplace and opportunities that attract the best candidates and make employ-ees want to stay and contribute

• Employee development that is focused on supporting the strategic direction of the department and the County

Strategic Talent Planning is a critical management/business tool for today and tomorrow. The accelerated pace of changes and challenges all sectors face will remain constant for the fore-seeable future. Demographics alone provide a compelling reason for the need to do a good job of talent planning. In 2011, two short years from now, the eldest of the Baby Boomer gen-eration will turn 65. Of course, not every Baby Boomer will retire at 65; some will stay on into retirement years. Many at Washoe County will leave before age 65. But the reality is, 78 mil-lion people in the workforce will begin to turn 65 and a much smaller generation of about 49

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million Generation Xers will follow behind. The question will become not only, “How will we find quality workers?” but “How will we find enough workers?”

In the public sector, the average number of older employees in the workforce is generally higher than in the private sector for a number of reasons. The average age of Washoe

County’s employees is over 40. Hiring freezes and reductions in force have contributed to our older workforce as we have not had the ability to bring in new and possibly younger staff. Ad-ditionally, the layoff process is managed through seniority which tends to favor older workers and penalize younger ones. As a result, we may be experiencing the impact of a worker short-age sooner and more acutely.

How To Use This Guide

The methodology outlined in this guide assumes you understand and have begun the strategic planning process and have determined your organization’s mission, vision, values and strate-gic direction. A brief outline of the strategic planning process will be provided; however you will find detailed information on creating a strategic plan in the Guide to Strategic Planning on the Human Resources web page under the Managers’ Toolkit.

Section One of this Guide will walk you through the Strategic Talent Planning Process. A variety of planning tools will be referenced to help you complete your plans.

Section Two is a tool kit containing step-by-step instructions, sample documents and worksheets to help you in your strategic talent planning. When you see the “tool” icon, you will know a useful reference is available to help you with the topic being discussed.

As always, your Department of Human Resources is here to help you craft and implement your strategic talent plan and support you in all of your talent management initiatives.

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Strategic Planning

In order for a talent plan to be truly effective, it must be more than a replacement strategy. A talent plan is an integral part of every department’s strategic plan. During the strategic plan-ning process, each department completes a comprehensive analysis of their mission, work, resources and strategic direction, making talent planning a subset of completing that exercise. All things considered, you will not be able to accomplish your mis-sion and reach your desired future state without your workforce.

Therefore, your strategic plan must include objectives to ensure that you have the right people on board, ready, willing and able to do the things that need doing.

The Key Components of Strategic Planning

The essential components of a Strategic Plan are:

• Mission Statement – your core purpose

• Vision Statement – your intended future state

• Values Statement – what you believe in

• Strategic Direction – what you will focus on to achieve your Vision

• Strategic Review (SWOT) – your strengths, weak-nesses, opportunities and threats

• Strategic Objectives – what needs to be done over the longer-term to carry out your mission to achieve your vision

• Goals -- what must be done in the shorter-term to convert the strategic objectives into specific performance targets

• Action Items/Plans – what you do to implement the goals

• Performance Measures– how you track, manage and measure accomplishment of your strategic plan

• Financial Assessment – how you know if the strategic plan is financially sound

Did you know? Washoe County

Human Resources can

help you with facilitating

your strategic planning

meetings? Just call the

Talent Management

Team at 325-8027.

Brief information for completing the Strategic Plan can be found in Section Two.

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Strategic Talent Planning

Strategic talent planning aligns your organization’s human capital with its business direction. It incorporates:

• analyzing the current work, structure, people, and proficiencies

• forecasting the future needs in these areas

• identifying any gaps or surpluses between the current and future states

• identifying and implementing solutions to address the gaps and surpluses so you can accomplish your mission and strategy

• monitoring and evaluating the plan to ensure results are being achieved

The Strategic Talent Planning Model (Figure 1) starts with the assumption that you have begun your strategic planning and defined your Mission, Vision, Values, and Strategic Direction.

Figure 1: Washoe County Strategic Talent Planning Model

Strategic Review (SWOT)

Comparison of current state to future needs

Talent Management Strategies -Objectives-Goals-Actions-Measures-Communication

STEP 1: STEP 1: STEP 1: Assess & Assess & Assess & ForecastForecastForecast

STEP 2: STEP 2: STEP 2: Identify Identify Identify

Supply & Supply & Supply & DemandDemandDemand

STEP 3:STEP 3:STEP 3: Analyze Analyze Analyze Gaps &Gaps &Gaps &

SurplusesSurplusesSurpluses

STEP 4: STEP 4: STEP 4: Build & Build & Build &

Implement a Implement a Implement a Talent Plan Talent Plan Talent Plan

Work-Structure-People Competencies

MONITOR, EVALUATE, MODIFY

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Conducting Strategic Talent Planning

Process Overview

As illustrated in Figure 1, there are four major steps to conduct strategic talent planning:

• Step 1: Assess and Forecast

• Step 2: Identify Supply and Demand

• Step 3: Analyze Gaps and Surpluses

• Step 4: Build and Implement a Talent Plan

Step 1: Assess and Forecast

Once you have determined your mission, vision, values and strategic direction, you will be ready to begin an analysis of the internal and external environments in which you operate. This Strategic Review is most often conducted utilizing a common business tool, the SWOT Analysis. SWOT is an acronym for the four areas of focus of the analysis.

Strengths ● Weaknesses ● Opportunities ● Threats

Identifying your internal strengths and weaknesses and the external opportunities and threats you face will provide you with a great deal of information for your strategic plan in general. But for the purpose of Strategic Talent Planning, it will be the foundation for completing Steps 2, 3 and 4, as you gain an understanding of your current talent management initiatives and how they will be affected by anticipated factors and events.

Step 2: Identify Supply and Demand

Your Supply and Demand Analysis will be based on your strategic direction and the informa-tion collected during your strategic review. During this step, you will assess whether or not the jobs, the people in them, the capabilities they possess and the workload demands are bal-anced today and in the future to enable you to deliver on your mission.

Step 3: Analyze Gaps and Surpluses

The Gap/Surplus Analysis compares the information from the supply and demand analysis in order to identify the differences between the current and future states of your organization’s talent resources.

Step 4: Build and Implement a Talent Plan

During this final step, you will identify solutions to your talent management challenges identi-fied in Step 3 and incorporate them into your action plan. You will set objectives and goals for your human capital management and make them a part of your overall departmental strategy. Depending upon the key issues you identify, your plan may include goals for job evaluation and compensation, performance management, succession planning, diversity initiatives, or any other aspect of human resources in order to support accomplishment of your overall strategy.

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The Right Team for the Job — Roles and Responsibilities

Be sure you have the right team of people in place as you begin your strategic planning proc-ess. In addition to key members from all levels of your department, it can be useful to include others who are customers and/or suppliers. When you are ready to begin your SWOT analysis you need to include the analysts from the staffing departments who support you on a regular basis and who are major players in the development and implementation of the strategy you will craft:

• Your Human Resources Analyst will provide data on current workforce demographics and community predictions as well as tools for identifying competencies needed in the workforce and expertise for recruiting, developing, and retaining employees to build the workforce of the future.

• Your Technology Services Analyst will provide insights and expertise to help you deter-mine ways to work more efficiently and productively.

• Your Budget Analyst will help you understand the costs and benefits associated with your plan and provide information about funding to achieve your objectives.

Figure 2 shows some of the critical activities that are necessary or complementary to the suc-cess of your strategic talent planning and the key players who need to be involved/responsible for each. Use this as a guide to ensure you have the right people at the table to help you de-velop an integrated strategic talent plan. The activities and responsible parties may differ slightly in your department.

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Figure 2: Activities and Responsibilities for Strategic Talent Planning

Activities Leadership Managers HR TS Budget

Conduct strategic planning Conduct strategic review Assess/forecast supply Assess/forecast demand

Analyze gaps Develop budget

Develop HR strategies Develop TS strategies

Create staffing plans

Identify competencies Create development plans

Manage process reengineering Conduct succession planning Develop retention strategies

Develop/manage diversity plans Enable/evaluate performance Manage communication

Monitor/evaluate plans

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The Strategic Talent Planning Process

Step 1: Assess and Forecast

Once you have defined the philosophical foundations of your strategic plan by clarifying your mission, vision, values and strategic direction, you are ready to begin your strategic review. The strategic review helps you understand the current situation in which you operate and con-sider the future from both an internal and external perspective. There are a variety of re-sources that can be used to provide inputs to this step in the strategic planning process. More detail on completing the assess and forecast step is provided in the Guide to Strategic Plan-ning found in the Managers Toolkit.

The most common tool used for strategic/talent planning, is the SWOT (Strengths, Weak-nesses, Opportunities, Threats) Analysis. The SWOT Analysis helps you to determine current and anticipated factors that influence your department’s ability to carry out it’s mission and vi-sion. It focuses on both internal and external factors that may help or hinder your success.

Essentially, the Strategic Review SWOT Analysis – answers four questions:

• Strengths…What do we have or do well that helps us be successful?

• Weaknesses…Where do we have significant deficiencies that can impact us?

• Opportunities…What are the favorable possibilities in the external environment that may continue to make us successful?

• Threats…What are the conditions in the external environment that could negatively impact our ability to be successful?

You’ll start by focusing on your internal strengths and weaknesses to deter-mine where you stand today. Then you will assess the opportunities and threats that exist in the external environment. All of this information will guide you in developing goals and objectives for your overall strategic plan and for its sub-set, a strategic talent plan.

A step-by-step guide for completing the SWOT Analysis can be found in Section Two.

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Step 2: Identify Supply and Demand

After completing your strategic review, you will have critical information to consider as you be-gin your Supply and Demand Analysis. This step identifies the composition of the talent re-sources you have (supply of human capital) and those that you will need (demand for human capital) to achieve your strategic objectives in the short and longer-terms.

The jobs in your department, the people in them, and the competencies they possess are re-sources. Your HR Analyst will provide detailed information about demographics, diversity, age, length of service, retirement eligibility, and turnover to help you complete your analysis, and is your best resource in helping you identify competencies.

Supply Analysis

The Supply Analysis provides information on your current and future supply of human capital by considering data on the current and projected jobs, workload, capacity, staffing and compe-tencies.

Demand Analysis

The Demand Analysis looks at the future activities, workloads, people and competencies you will need to accomplish your mission. Data from your SWOT Analysis will help you consider shifts in workforce demographics, turnover, changing tasks and priorities, workload, technol-ogy, etc. to complete a forecast. During this step you will generate anticipated workloads and workforce changes, as well as future competency requirements.

A guide for completing the Supply & Demand Analysis can be found in Section Two.

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Step 3: Analyze Gaps and Surpluses

The Gap/Surplus Analysis is a comparison of the talent supply projections to the talent de-mand forecast you made in the previous step. You will consider the job structure in the depart-ment, and the composition of the workforce in the jobs including number of incumbents, their skills, and demographic characteristics. This analysis will enable you to see where there are differences in what you currently have and what you will need in terms of your human capital. Where demand exceeds supply you will have a “Gap” indicating you may be facing a shortage of workers, skills or a specific demographic. And where supply exceeds demand you will have a “Surplus”’ that may indicate jobs or skills that will not be needed or not needed to the same extent in the future. Your Strategic Talent Plan will include objectives and specific, measurable goals and actions to close the gaps or manage the surplus.

To complete this step, you will analyze four sets of data:

• the jobs in your department

• the competencies required in those jobs

• the strengths and development needs of the individuals holding the positions

• the demographic characteristics of the individuals in the department (age, ethnicity, gender, race)

Your HR Analyst will be able to provide detailed demographic information for your department. Although you will not chart this information, you will consider these characteristics as you cre-ate strategies to address any gaps or surpluses you identify in alignment with the County’s Equal Employment Opportunity Plan (EEOP).

Complete instructions for completing this step are found in Section Two.

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Step 4: Build and Implement a Talent Plan

The previous three steps in the Strategic Talent Planning proc-ess have provided you with detailed information to build a plan so that your human capital strategy will be able to support your overall departmental and, ultimately the County’s, strategy.

Your plan will address the gaps and surpluses you identified. Additionally, the good work you have done may have surfaced opportunities to address structural, process, programming, and technological needs that will impact your workforce’s ability to perform at its highest level and position you for success in both the short and long terms.

Based on the information in your Gap/Surplus Analysis, you will have a master data sheet or snapshot of your current workforce and your needs going forward. Remember that your Tal-ent Plan will be a sub-set of your departmental strategy. You will create longer-term strategic objectives to carry out the plan and incorporate them into the overall strategy as outlined on page 7 of this guide. Shorter-term goals, actions, and measures will need to be created, and cascaded through your organization by incorporating them into annual performance goals for individual managers and supervisors and reviewing progress and achievement.

As an example, some of the actions you may need to take could include:

• Identify restructuring opportunities

• Define and/or redesign jobs

• Determine reductions in force

• Define recruiting needs and strategies

• Define critical/job competencies

• Identify and address employee development and knowledge transfer needs

• Develop succession planning processes

• Implement diversity initiatives

• Define retention strategies

Also be sure to build communication, measurement and evaluation plans into your overall tal-ent plan.

An example of a Strategic Talent Plan can be found in Section Two.

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Monitor, Evaluate, and Modify the Strategic Talent Plan

As with the rest of your departmental strategic plan, clear goals and measures of success must be clearly defined, resources must be allocated to plan implementa-tion, and accountabilities must be established.

To ensure your strategic talent plan is successful:

• Monitor and review progress on objectives and goals at pre-determined intervals

• Assess status and efficacy of actions

• Re-tool the plan to address new or unforeseen workforce issues

• Re-adjust goals and objectives as needed

• Re-communicate status and any adjustments made to the plan

Monitor

Part of your Strategic Talent Plan must include details on how and by whom it’s implementa-tion will be monitored. Longer-term objectives must have shorter-term goals that can be re-ported on and evaluated to ensure what is planned get done and that success is being meas-ured. Be sure to watch for internal and external developments that may affect the successful implementation of your plan. You should be ready to make plan adjustments whenever they may be required.

Evaluate

The methods to obtain feedback and evaluate achieving the desired outcomes of your talent plan will vary according to the objectives you set. Reports, surveys, assessments, information exchange meetings, and performance reviews are just some of the ways you can measure the success of your plan. Be sure to include an evaluation methodology in your overall strategic planning process. These questions will help you determine if your strategy and action plan are effective:

Have the goals and actions been completed?

Have the goals and actions produced the intended outcomes?

Have the actions accomplished the strategic objectives of the organization?

If not, have the strategic direction and/or objectives of the organization changed? Are there other factors preventing achievement of the goals?

Have the assumptions made in the SWOT Analysis changed?

Are the assumptions made in the Gap/Surplus Analysis still valid?

Is there a need to modify goals and action items?

Are employees being trained and developed to be effective?

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Do adequate staffing levels exist?

Have costs been reduced?

Has retention improved?

Modify

Based upon the results of your evaluation, you may want to make revisions to your plan. Stra-tegic objectives may need to change. Individuals’ goals and actions may need revision. Some of the measures may need adjustment. Regardless of the changes made, they must be com-municated. Additionally, all achievements and successful outcomes should be communicated and indicate the progress made toward meeting strategic objectives.

In order for Strategic Talent Planning to be successful, it must:

Be a part of your overall departmental strategic planning process

Be an active, on-going process

Have measures and accountabilities built in

Be communicated

Be monitored and evaluated

Be adjusted as needed

Be repeated

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SECTION TWO:SECTION TWO:SECTION TWO: Tools for Strategic Talent PlanningTools for Strategic Talent PlanningTools for Strategic Talent Planning

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A SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis is best completed in a group setting in order to take advantage of the collective knowledge of a variety of County em-ployees. Before attending a meeting, participants should be encouraged to gather useful in-formation about current practices, trends, and local and industry data. The more information you have, the better able you will be to clarify where your organization is today and identify those things that may influence or change it in the future.

The SWOT Analysis is typically completed using a four box matrix. The top two boxes are for capturing information about your internal environment, focusing on strengths and weaknesses. The bottom two boxes are where you will write in information about opportunities and threats that may exist in the external environment and have an impact on your department.

To start your analysis, focus first on the internal environment by looking at your department’s capabilities, resources, programs and processes. Strengths include everything that you do well or have in abundance to utilize in achieving your goals. Weaknesses are those things that you are missing or will hold you back. Once completed, you will focus on the external environ-ment, considering the opportunities that currently exist or may be available to you in the future that you may want to capitalize upon to help you reach your goals. The external threats are those factors that could impede your progress or prevent you from achieving your mission.

As you complete your strategic review, you will focus on all of these areas. The information you capture will provide focus for the goals and objectives you will need to include in your de-partmental strategic plan. The objectives should capitalize on your strengths and opportunities and mitigate weaknesses and threats. Those areas directly related to the human capital in your department will provide direction for your Strategic Talent Plan. Therefore, the strengths, weaknesses, opportunities, and threats must include consideration of the people, both internal and external, who may use or provide your services.

Internal

STRENGTHS

WEAKNESSES

Internal

External

OPPORTUNITIES

THREATS

External

START HERE

Tool: The Strategic Review-SWOT Analysis

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Information you will need to consider for your Talent Plan include all aspects of the human re-sources in your department such as:

• what resources you have (jobs, people, budget)

• the capabilities employees have or need

• who may be at risk of leaving

• how and with whom you would replace those who leave

• whether you have budget for all of your current and future staffing levels

• and any other factors that may be unique to your department

Randomly thinking about items for each quadrant can seem overwhelming, so think of catego-ries like those shown in Fig. 3, to help ensure you don’t miss anything.

Strengths are all of the internal assets you have, the things you do well, your customer rela-tionships, resources, tangible and intangible assets; in short all of the things you can draw upon or leverage to achieve your goals and mission.

Weaknesses are your internal liabilities, the things you could do better, resources you lack, or all of the things that hold you back or prevent you from reaching your goals.

Opportunities and threats in the external environment are influences, factors, trends, events, and changes that can directly or indirectly impact your ability to achieve your goals in a positive or negative way. Identifying these will help you understand what exists and what is looming on the horizon that you can capitalize upon or plan to deal with.

Figure 3: SWOT Analysis

I N T E R N A L

STRENGTHS WEAKNESSES I N T E R N A L

Capabilities: Human, Organizational, Knowledge

Resources: Human, Financial, Tangible, Intangible Processes: Operational, Customer service, Communication, Other Other: Technology, Performance, Productivity Customers: Demographics, Satisfaction, Requirements & Expectations

E X T E R N A L

OPPORTUNITIES THREATS E X T E R N A L

Operating Environments: Political, Legal, Environmental, Social, Technological Demographics: Growing/Shrinking, Changing, Program needs, New customers Competitive Environments: Faster, Better, Cheaper, Customer demands, Suppliers

Resources: People, Budget, Economy


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Step 1: Internal Focus-Strengths & Weaknesses

As you begin your SWOT Analysis, focusing on the workforce, it is helpful to reflect on questions like those below. They will help you to think about what you do well and where you have weaknesses to overcome. Figure 4 shows and example of the kind of information you might include.

Has our hiring process resulted in highly qualified employees?

Does our staff composition adequately reflect the demographics of the population we serve?

Are we doing a good job bringing people on board and orienting them?

How have/will retirements, reductions in force, and/or hiring freezes affected our ability to get the work done?

Have we evaluated the performance of our employees critically, fairly, and consis-tently? Are we using discipline and performance improvement appropriately?

Are we retaining valued employees?

How effective are we in developing our staff?

Does everyone have the competencies and tools to do the best job possible?

Is our work environment conducive to bringing out the best in our employees?

How well do we manage communication and information flow?

Are we operating well as a team?

What systems do we have in place to capture and utilize institutional knowledge?

What is our decision-making process? How well does it work?

How effective is our structure? Our leadership? Our management?

Figure 4: SWOT-Strengths/Weaknesses, Sample

I N T E R N A L

STRENGTHS WEAKNESSES

I N T E R N A L

Highly qualified professional staff Diverse employee population Everyone goes to training Right jobs/number of staff to be ef-fective High customer satisfaction ratings Well documented processes Etc.

Some staff overqualified Few promotional opportunities available Outdated software Many manual processes Divisions operate in silos-no teamwork Facing 7 retirements in next 5 years Budget cut by 36% Etc.


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Step 2: External Focus-Opportunities & Threats

Some questions to help you think about the external opportunities and threats related to your workforce needs include:

What is the impact of a shrinking pool of qualified labor?

What is the impact of separations and retirements on our ability to succeed?

Will we have the ability to replace those who leave?

How will multiple generations in the workforce impact us?

What effect will alternative, flexible schedules and telecommuting have on us?

How will changes in our customers impact our ability to serve them?

Will our employees have the competencies and tools necessary to succeed?

What will the staff need to do in the future? What will the jobs be?

What program changes do we anticipate (additions, modifications, deletions)?

What are the projected workload volumes?

What staffing levels will be required to meet the future needs?

What alternative staffing patterns might work to meet the needs?

How might work be done differently in the future?

What skills, knowledge and abilities will be needed to perform the jobs?

Which of the competencies may not be available in the workforce?

An example of the types of strengths and weaknesses you might identify is shown in Fig. 5.

Figure 5: SWOT-Opportunities/ Threats, Sample

E X T E R N A L

OPPORTUNITIES THREATS E X T E R N A L

Availability of many potential employees Community need for expanded services Ability to renegotiate outsourcing con-tracts New technology to improve efficiency Etc.

Quality graduates leaving area Economy causing many to delay retire-ment Continued economic downtown Community need for expanded services Etc.


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Step 3: Strategic Review Worksheet

Use this worksheet (Fig. 6) to identify significant data from your SWOT Analysis.

Factors are those internal and external items that might impact your department’s ability to reach it’s goals and achieve it’s mission over the next 1-5 years. Once you have determined your most significant factors, consider what effect each will have on your talent management strategies such as staffing levels, job duties/titles, hiring, competency development, etc. Re-member that the factors and their effect on talent management may be either positive or nega-tive.

Figure 6: Strategic Review Worksheet

Factor Effect on Talent Management

Ex.: Well documented processes Ex.: Staff can easily be cross-trained

INTERNAL WEAKNESSES


Ex.: Some staff overqualified for current jobs Ex.: Some highly-valued staff may leave

EXTERNAL OPPORTUNITIES

Factor Effect On Talent Management

Ex: Community need for expanded services Ex: Must increase some staffing levels

EXTERNAL THREATS


Ex.: Quality college graduates leaving area Ex.: Hard to recruit professional level staff

INTERNAL STRENGTHS


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The Supply and Demand Analysis uses information form your SWOT Analysis to help you re-view the jobs in your department, the competencies needed to successfully perform in those jobs, and critically evaluate the employees holding those jobs in terms of their abilities, poten-tial, and retention. As with any resource, your supply of human capital may or may not be ade-quate to meet the current and/or future needs of your department

Supply Analysis

The Supply Analysis provides information on your current and future supply of talent by consid-ering data on the current jobs, workloads and capacity, staffing, and competencies.

The step-by-step process for completing this analysis uses a seven column worksheet and re-quires you to:

1. Identify All Positions/Titles

2. Identify Key Positions

3. Identify Critical Competencies (KSA’s)

4. Identify Incumbents

5. Identify “At Risk” Employees

6. Identify Timeframes

7. Identify Employee Strengths

Step 1: Positions/Titles

What are the current jobs/titles in our department?

• List all of them hierarchically from highest classification to lowest.

• If you have more than one of a specific job (ex. 4 Office Support Specialists), be sure to list each one separately.

Tool: Supply and Demand Analysis

Position/Title Key Critical Job KSA’s Incumbent At Risk Timeframe KSA Strengths

of Incumbent

Dept. Director

Dept. Manager

Etc.

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Step 2: Key Positions

What are the critical/key jobs in our department?

• Evaluate each job according to it’s criticality in carrying out the mission and accom-plishing the objectives of your department.

• Positions at any level can be “key.” And positions that cut across departments can be key in one and not in another. To help you determine the ranking of all of the positions in your department consider answers to these questions:

Is this position key because of its title? For example, the department head position may be key, simply because the department must have someone in charge.

Do the duties assigned to this position make it key? Perhaps it performs essential functions that would seriously impact service delivery to citizens or greatly increase risk to the department or division if they were not carried out.

Does the position require specialized knowledge or expertise?

Is specific licensing or certification necessary to perform this function? For example, must the person in this position be a licensed social worker, a doc-tor, or perhaps an attorney.

• Assign each job a rating of A-mission critical; B-key/important; C-nice to have; D-not critical.

Step 3: Critical Competencies (KSA’s) for Each Job

What knowledge, skills and abilities are needed to perform the jobs?

• List all of the key/critical competencies needed to carry out each job successfully. The job classification can provide key information. Contact your HR Analyst if a job analysis is needed.

• Keep in mind that you are only identifying those KSA’s necessary to be successful in the job and not evaluating the skill level of the person in that job.


Did you know?

Identifying the criticality of each job in your department will help you understand where you will need to focus attention when vacancies occur, where elimination of a job might be feasi-ble, and where you need to provide opportunities for development of qualified replacements.

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Your chart should now look something like this.

Step 4: Incumbents

Who is in those jobs now?

• List the names of incumbent(s) in each of the identified jobs

Step 5: “At Risk” Employees

Who is at risk of leaving? Why?

• List the reasons each incumbent may leave, if applicable. If you don’t think there is a risk, indicate NA. Some reasons might be retirement (Ret.), transfer (Tra.), resig-nation (Res.). Use a “?” if you don’t know.

Often, employees will express their interest in transferring, finding a promotional opportunity outside of your department, resigning, or retiring. Sometimes you may have a sense that someone is looking for a new job or you know that they have ambitions that you will not be able to help them fulfill. Your HR Analyst will also provide a detailed analysis of your staff in-cluding eligibility dates of retirements, length of service, age, etc. Use that information to make some informed assumptions about whether each employee will stay or leave. Just be sure to keep in mind that these are your assumptions and may not be not hard facts.


of Incumbent

Dept. Director A Competency 1 Competency 5

Dept. Manager A Competency 2 Competency 3

Dept. Analyst B Competency 2 Competency 3 Competency 4

Dept. Supervisor

C Competency 1 Competency 3 Competency 6

Etc.


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Step 6: Timeframe

Indicate when you think each may leave.

Step 7: Strengths

• For each incumbent list all of their competency strengths. Recent Performance Evaluations will help you determine employee strengths.

• Remember that all of their strengths may or may not be in critical KSA’s you identi-fied as being necessary for success in the job/position.

The resulting Supply Analysis chart will be a talent profile for your department as it currently exists. In addition to the data about key jobs and their required skills, you will now have in-sights as to who will likely stay or leave, information on the key competencies you would need in a candidate if conducting a recruitment for a vacant job, and how you need to develop em-ployees to ensure they have the knowledge, skills and abilities to be fully proficient in their cur-rent jobs or to transition into another role.

Figure 7: Supply Analysis, Sample

Demand Analysis

The Demand Analysis requires you to forecast the future activities, workloads, people and competencies you will need to accomplish your mission over the next five years. Your SWOT Analysis should contain valuable information to help you consider how changes in such areas as workforce demographics, turnover, tasks, citizen priorities, and technology will impact your organization and talent management practices.



of Incumbent

XYZ Director A Competency 1 Competency 5

P. Doe Ret. Sep. 20XX Competency 1 Competency 3 Competency 5

XYZ Manager A Competency 2 Competency 3

J. Smith NA Competency 1 Competency 2

XYZ Analyst B Competency 2 Competency 3 Competency 4

C. Jones Res. ? 20XX Competency 2 Competency 3 Competency 4

XYZ Supervisor C Competency 1 Competency 3 Competency 6

R. Johnson NA Competency 2 Competency 3 Competency 6

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Taking these changes into consideration, you will build on your Supply Analysis and incorpo-rate additional information into one master document. Add three more columns to the work-sheet to capture data on how the anticipated changes will affect key positions (your organiza-tional structure), critical job competencies (the jobs themselves may evolve), and competency development needs of staff (enabling them to remain valuable contributors).

The steps for completing the Demand Analysis include:

1. Identify Key Positions in the Future State

2. Identify Critical Competencies (KSA’s) for Each Job in the Future State

3. Identify Development Needs for Each Employee

The “ ” in the example on the next page indicates where a new column has been inserted. Each step will ask questions to help you through the analysis. Once you have reviewed the completed sample, be sure to read through the narrative provided. It will help to explain how this analysis can help you think through the data and consider potential actions that may need to be taken to address talent management issues that become evident.

Step 1: Identify the Key Positions in the Future State

What will the critical/key jobs be in our department?

• Evaluate each job according to it’s criticality in carrying out the mission and accom-plishing the objectives of your department in the future.

• Under “Key Δ,” assign each job a rating of A-mission critical; B-key/important; C-nice to have; D-not critical, to show how its criticality may/may not change.

Step 2: Identify Critical Competencies (KSA’s) for Each Job in the Future State

Will there be new/different knowledge, skills and abilities needed to perform the jobs?

• List all of the new/different competencies that will be needed in the future to carry out each job successfully.

Step 3: Development Needs

What knowledge, skills and abilities will employees need to develop?

• List each incumbents’ development needs to remain successful in the in both the short and longer terms.

• Which competencies do they still need for success in the current job?

• Which competencies will they need in the job as it evolves in the future?

• Which competencies will they need to be prepared for promotional opportunities?


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Figure 8: Demand Analysis Master Sheet, Sample

Let’s walk through what this chart is telling us.

In the short-term, Dept. Manager, J. Smith, needs development in Competency 3 and Dept. Supervisor, R. Johnson, needs to develop Competency 1.

In the longer term, there are many changes that could take place that would need attention from a talent planning perspective.

The Director position is critical and will continue to be in the foreseeable future. P. Doe, the current Director, will likely retire within the next 5 years.

The Dept. Manager, J. Smith, needs to begin developing Competencies 5 and 7 to remain ef-fective the current job. And if Smith is a potential replacement for the Director, we also need to begin developing Competency 8 in order to ensure success. The Dept. Manager role will con-tinue to be critical, so if J. Smith promotes to Director, this position will need to be filled.

The Dept. Supervisor role is currently “nice to have” but at a point in the future it will not be critical. Therefore, although there are competencies that are critical now, that will not be the case in the future. A position such as this one is likely to be eliminated. If J. Smith vacates the Manager position, R. Johnson may be candidate to promote into it. However, we will need to begin developing Johnson in competencies 5 and 7.

Dept. Analyst, C. Jones, is fully proficient for the role today but would need to develop Compe-tency 7 to remain so in the future. C. Jones is also designated as at risk for resigning. If this is a valued employee, we will need to consider what we need to do to keep Jones motivated and

Position/Title Key

Critical Job KSA’s

(Current) Incumbent At

Risk Time KSA Strengths of Incumbent

Dept. Director A Competency 1

Competency 5 P. Doe Ret. 9/20XX Competency 1 Competency 3 Competency 5

Dept. Manager A Competency 2

Competency 3 J. Smith NA Competency 1 Competency 2

Dept. Analyst B

Competency 2 Competency 3 Competency 4

C. Jones Res. ?/20XX Competency 2 Competency 3 Competency 4

Dept. Supervisor C


R. Johnson NA Competency 2 Competency 3 Competency 6

Critical Job KSA’s

(Future)

Competency 1 Competency 5 Competency 7 Competency 8 Competency 1 Competency 2 Competency 5 Competency 7

NA


Key Δ

A

A

D

B

KSA Needs of Incumbent

Competency 7 Competency 8



Competency 7


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The Gap/Surplus Analysis compares information from the supply and demand analyses to identify the differences (gaps or surpluses) in the talent resources you have and what you will need to accomplish your department’s mission and strategy. You'll complete two analyses; one on the jobs/positions and another on the competencies required to perform the jobs and the competency proficiencies of the incumbents. Together they can provide quick data for tal-ent management measures within your department.

The Gap/Surplus Analysis of Jobs will give you a quantitative snapshot of where you may not have the correct number of people/positions needed in jobs in the future. You’ll be reviewing:

• the number of positions you have in each job currently

• the number of positions you will need in each job in the future

• the number of incumbents you anticipate leaving in each position (attrition)

This chart is useful for reviewing organizational structure and addressing headcounts.

The Gap/Surplus Analysis of Competencies will provide an overview of the competencies re-quired for success in each job and the strengths and development needs of each incumbent. This chart will be useful for planning development activities in your department.

Gap/Surplus Analysis - Jobs

You’ll begin your Job Gap/Surplus Analysis by looking at the information you generated during Step 2, Supply and Demand Analyses. Your master data sheet will show you which are the key jobs for the future and how many incumbents there are in those jobs. It will also show you where you are at risk of losing staff and when.

The sample on the next page illustrates how to document your answers to these questions:

1. What jobs do we have now and what jobs do we need in the future?

2. What are the number of staff we will need in those jobs? (Demand Analysis)

3. How many staff members are in the jobs currently? (Present Supply)

4. What is the expected attrition?

5. What is the gap or surplus? (if no hiring is done)

Tool: Gap / Surplus Analyses

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Figure 9: Gap/Surplus Analysis-Jobs, Sample

Gap/Surplus Analysis - Competencies

Your Competency Gap/Surplus Analysis will also look at the information on your master data sheet regarding the competencies that staff currently have and those they will need to be pro-ductive and successful in the future you anticipate. You will produce data on the gap and/or surplus in the competencies the staff will need to be effective and successful in the future. To proceed you’ll document your answers to these questions:

1. What competencies will we need for each position?

• Indicate them under Critical Job KSA’s.

2. Which competencies will not be needed in the position?

• Use NA to indicate it is not needed.

3. Which competencies are incumbents’ strengths?

• Indicate strengths with a symbol like a “ ” or a “+” (we also shaded this in green).

4. Which competencies will incumbents’ be missing?

• Use a code such as “Dev” or “-” to indicate a development need (we shaded this in red).

5. What competencies will we no longer need or have too much of?

• Indicate the competencies that are not needed or do not need as many people performing them by shading that column (grey in our example).

Support Analysts Supervisors

Demand Analysis 5 9 3

Present Supply 7 7 5

Less Expected Attrition 2 1 0

Gap / Surplus 0 -3 +2

Managers

3

2

1

-2

Directors

1

1

1

-1

Tool: Gap / Surplus Analysis

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Figure 10: Gap/Surplus Analysis-Competencies, Sample

Position/Title

Critical Job

KSA’s (Future)

Incumbent Comp 1

Comp 2

Comp 3

Comp 4

Comp 5

Comp 6

Comp 7

Comp 8

Dept. Director

Comp 1 Comp 5 Comp 7 Comp 8

P. Doe NA NA NA Dev Dev

Dept. Manager

Comp 1 Comp 2 Comp 5 Comp 7

J. Smith

NA

NA Dev NA Dev NA

Dept. Supervisor NA R. Johnson NA NA NA NA NA NA NA NA

Dept. Analyst

Comp 2 Comp 4 Comp 7

C. Jones NA NA NA Dev NA

Tool: Gap / Surplus Analysis

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The final step in the process is to develop strategies to address the critical talent challenges you have identified in the preceding steps. These strategies will be incorporated into your overall departmental strategic plan and goals, objectives and action plans will be developed downstream to address them.

The key strategies you create will be specific to your department and may be the result of infor-mation you generated during any part of the planning process. Typically going through the en-tire process will help to funnel down the information so you can pinpoint areas that need action based on the gap/surplus analysis. However, you may have uncovered a troubling demo-graphic or team engagement issue during one of the other steps that you believe needs atten-tion. For example, areas needing attention might include but are certainly not limited to:

• Training of employees in critical competency/skill areas.

• Need for workers with specific areas of expertise or licensing.

• Underutilization or imbalance in a specific demographic characteristic.

• Low worker morale/engagement.

• Overstaffing in certain jobs.

• Need for increased productivity/efficiency.

The strategies or solutions you employ can take many forms that address the full range of tal-ent management activities — from organizational design, work reallocation, and recruiting/retention, to diversity programs, training and development, and performance management. Keep in mind that there are additional factors that will have an influence on the strategies you develop. Examples include, but are not limited to:

• Budget. Will there be funds to hire, train, and promote?

• Bench strength. Does the existing staff demonstrate the interest and potential to develop the new competencies needed to stay proficient in the current job or to as-sume new/modified positions in the future?

• Time. Will there be sufficient time to develop existing staff in the needed skill sets or to build bench strength to fill anticipated vacancies?

• Resources. Does the infrastructure support employee productivity and growth? Are adequate knowledge transfer practices in place?

• Organizational structure. Do the current department structure and job classifica-tions meet the current requirements of the function? Will those structures continue to meet the demands of the future?

Tool: The Strategic Talent Plan

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Tool: The Strategic Talent Plan As with any plan, your Strategic Talent Plan needs to be flexible enough to allow for adjust-ments. If the departmental strategic plan should change (due to legislative changes, change in leadership, budget changes, etc.), the talent plan may also need to change. The talent plan may also need to be adjusted when unforeseen changes occur that do not affect the overall departmental direction or strategies (unanticipated resignations, retirements or separations). Figure 11: Strategic Talent Plan, Sample

Department Strategic Talent Plan (including corresponding objectives and goals)

Strategy

Attract, recruit and retain a more diverse workforce in accordance with the County EEOP.

Objectives

• Improve the number of qualified candidates in target demographic groups who apply for, interview, and get hired by the department.

• Reduce turnover of female employees in supervisory/managerial positions.

Goals

• Increase the number of Hispanic staff members from 0 to 2 by July 20XX.

• Increase the number of females holding supervisory/managerial positions for a period of three years by 5% by December 20XX.

Strategy

Develop and retain employees at all levels to enable promotional opportunities from within the department.

Objectives

• Improve departmental bench strength.

• Improve employee satisfaction and engagement.

Goals

• Reduce the number of external hires required to meet staffing needs by 25% by July, 20XX.

• Increase the number of departmental staff applying for promotional opportuni-ties by 50% by Q2 of 20XX.

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Appendix A: Glossary of Terms

Attrition: a gradual reduction in the size of the workforce that occurs through retirements, res-ignations, reassignments, transfers, promotions, and positions being left vacant.

Bench Strength: a term used to indicate an organization has the right pool of talent needed to replace those in key positions when vacancies occur.

Capability: the practical or potential ability of someone to do something.

Classification: a group of positions with similar duties, responsibilities and skill/knowledge requirements.

Competency: a cluster of skills, attributes, attitudes, knowledge, abilities and behaviors es-sential to job success and to creating lasting benefit for the organization (pl. competencies).

Demand Analysis: an identification and assessment of the human resources you will need in the short and long terms to perform the work necessary for your operation.

Engagement: the emotional involvement or commitment of an employee to a job, leader, or organization that provides motivation for him or her to go beyond what is expected and expend discretionary effort to achieve personal and organizational goals.

Gap/Surplus Analysis: a process for comparing information from a supply analysis with infor-mation from a demand analysis to identify where there is too little, enough, or too much of the data being compared.

Human Capital: the employees of an organization, possessing a set of competencies that enable them to perform jobs and produce value.

Incumbent: an employee who currently holds a position within the County.

Institutional Knowledge / Memory: the collective set of facts, concepts, experiences and know-how held by a group of people and translated from historical data into useful information and wisdom that is preserved by organizations so it can be used to maintain operational per-formance, productivity and effectiveness.

Job: an activity such as a trade or profession that a person does regularly for pay; a paid posi-tion.

Knowledge: an awareness, understanding, or possession of information, facts, ideas or prin-ciples relating to a particular subject area.

KSA’s: an acronym for the knowledge, skills and abilities required to successfully perform a job.

Key Position: a budgeted line item with specific, assigned duties and responsibilities that are performed by one person and is critical or essential to the operation of the department.

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Appendix A: Glossary of Terms (cont.)

Performance: how well an employee fulfills the requirements of the job, carries out responsi-bilities, or accomplishes things.

Position: a budgeted line item that has specific, assigned duties and responsibilities that are performed by one person.

Process Reengineering: the analysis and redesign of work processes, practices and work-flow within and between organizations for the purpose of improving efficiencies, effectiveness and reducing costs.

Reduction in Force: a systematic process for decreasing the number of employees in the workforce for business reasons (syn. Layoff, Downsizing, Rightsizing).

Restructuring: the process of changing the way a work unit is organized or operates in order to make it more efficient, profitable, or better organized for its present needs (syn. Reorganiz-ing).

Retention: the ability to keep employees in the organization.

Skill: the ability to do something well or the application of knowledge, usually gained through training, development, or experience.

Strategic Plan: a document that sets the direction and measurable objectives for an organiza-tion and provides guidance for resource utilization and the day-to-day actions of employees.

Strategic Review: an analysis of the internal and external environments in which an organiza-tion operates today and forecasts how those environments may change in the future.

Strategic Talent Management: the set of formal, organizational processes designed to at-tract, select, develop, motivate, and retain human capital.

Strategic Talent Plan: a document that provides organizational management with a frame-work for making strategic human resource decisions and taking specific actions based on the mission, vision, strategic direction, and objectives.

Succession Planning: the process for identifying, assessing, developing, and retaining em-ployees in order to ensure there is the human capital in place and ready to assume key posi-tions when vacancies occur.

Supply Analysis: an identification and assessment of the human resources you have and/or will have in the future to perform the work necessary for your operation.

SWOT Analysis: a business tool used to complete a strategic review. The acronym stands for strengths, weaknesses, opportunities, and threats and is the framework for completing the analysis.

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Appendix A: Glossary of Terms (cont.)

Talent: the people in an organization, possessing the abilities to perform the work and pro-duce results.

Talent Management: see Strategic Talent Management.

Workforce Planning: A process that ensures the right number of people with the appropriate skills are in the right place, at the right location, at the right time to meet the customers’ chang-ing needs.

Strategic Talent Planning Guide

Documents

Transcript of Strategic Talent Planning Guide