Workforce Analysis Presentation

Workforce Analysis WorkshopChristina Lopez, Instructor

Erika Sanchez, Instructor

Sponsored by State Personnel Board

Welcome!

Workshop Objectives Workforce Analysis Step I: Current and Future

Workforce Profile Step II: Gap Analysis Step III: Recommended Strategies

to Address Gaps and/or Surpluses Q & A

Agenda

This workshop will provide you with an understanding of: The importance of developing a

workforce analysis plan How to conduct a workforce analysis Gap analysis Available tools and resources used to

conduct workforce analysis

Workshop Objectives

The process through which organizations review staffing data and trends, to determine their current and future hiring needs

What is Workforce Analysis?

WorkforceAnalysis

Workforce PlanImplementation

Coordinate Workforce Planning Strategy

Workforce PlanEvaluation

According to Department of Personnel Administration (DPA), statistical data shows that an estimated 35% of the State workforce, which is approximately 80,000 employees, will become eligible for retirement within the next five years.

Why is Workforce Analysis Important?

Switch from Reactive toProactive

Recruit the RightPerson for

the Right Job

Smaller Recruitment

Pool

Future BudgetConstraints

Retention andRestructuring

Why is WorkforceAnalysis

Important?

Competencies Strategic Plan Budget Trends External

Environment

Factors to Consider When Conducting Workforce Analysis

Resources Forecasting Determining Gaps Current and Future

Workforce Profiles

Step 1: Develop Current and Future Workforce Profile

Step 2: Conduct Gap Analysis

Step 3: Recommended Strategies to Address Gaps and/or Surpluses

Three Key Components of Workforce Analysis

Three Step Process Developing a scope

Identify goals

Develop workforce composition


How to develop your scope: Determine what part of the organization

will be addressed

Determine how far ahead you want to plan (for example 3-5 years)

Identify problem areas


How do you identify your goals: Strategic plan

Workforce plan

Strengths, Weaknesses, Opportunities and Threats (SWOT Analysis)


What did your workforce look like before?

What will your workforceLook like in the future?

What does your workforceLook like now?


Understanding your Workforce Composition


Composition Data

Things to consider when determining your workforce composition:

Balancing your workforce: Government Code 19795, 19797 and

Proposition 209 Gender Race and Ethnicity

Government Code 19232 Disability


Introduction to Gap Analysis Definition Review data Conduct gap analysis

Step 2: Gap Analysis

What is Gap Analysis?

The comparison between current and future workforce used to identify gaps and surpluses in staffing and competencies.


Review Workforce Data: Look at current workforce data

Look at future workforce data


Look at current workforce data: Number of employees Retirement eligibility Competencies Salary expenditure data Demographics Turnover


Look at future workforce data:

Trends Internal/External

Turnover rate Retirement rate Labor Market



Sample of Trend Data


Employee Turnover Trend

0%

5%

10%

15%

FY 2

000

FY 2

001

FY 2

002

FY 2

003

FY 2

004

FY 2

005

FY 2

006

FY 2

007

FY 2

008

FY 2

009

FY 2

010

Fiscal Year

Tu

rno

ve

r R

ate


Factors Internal/External

Change of administration Legislation Economy Technology



Forecasting – What to consider? Department’s mission and vision Strategic plan Budget Future restrictions


Conduct Gap Analysis: Comparison table

Identify gaps

Identify surpluses


Conduct Gap AnalysisComparison Table


Gap Analysis Comparison Table

Department of Future Development, Office of Planning Jane Smith, Manager

3-Year Workforce Planning Period Prepared February 14, 2008

Total Employees in Scope 270

ClassificationStrategy

Coordinator

Internal Trend

Analyst

Data Collection Technician

Number of Employees 50 120 100

Number of Employees Eligible to Retire During Planning Period 8 50 65

Number of Eligible Employees Estimated to Retire During Planning Period 4 2 55

Historical Non-Retirement Annual Turnover Rate 10% 3% 50%

Non-Retirement Projected Turnover Rate 8% 3% 46%

Employees Available (supply) 42 114 24

Employees Needed (demand) 50 200 130

Anticipated Employees (gaps or surpluses) (8) (86) (106)

Conduct Gap Analysis Continued


Competency Based Gap Analysis Table

Department of Future Development, Office of Planning

Jane Smith, Manager

3-Year Workforce Planning Period Prepared February 14, 2008

Classification Strategy Coordinator Internal Trend Analyst Data Collection Technician

Anticipated Employees (gaps or surplus) (8) (86) (106)

List of Competencies Needed ● Build a shared vision with others

● Ability to notice trends and develops plans to prepare for opportunities or problems

● Ability to find data and develop accurate reports

● Ability to influence others to translate vision into action

● Anticipates how individuals and groups will react to situations and information

● Provides/develops appropriate documentation to track progress of research

● Considers the impact of something before it happens and makes the necessary preparations and changes needed

● Understands and takes into account global and local impact on day-to-day activities

● Demonstrate an understanding of new information

Budget Constraints (if any) (2) (15) (23)

Number of Employees Able to Hire (6) (71) (83)

Competency Table

Develop an Action Plan

Identify Critical Concerns

Implement Plan


Things to consider when developing your action plan:

Time constraints Available resources Employee capabilities “In demand” competencies Workplace and workforce dynamics Job classifications


Examples of critical concerns: Recruitment Knowledge transfer Employee retention Staff development Training


Implementation: Management buy-in

Establish timelines (Gantt chart)

Execute solutions


Gantt Chart


Workforce Analysis Workshop

Thank youfor attending!

Sponsored by State Personnel Board

Workforce Analysis Presentation

Education

Transcript of Workforce Analysis Presentation