Workforce Planning

The Goal of Workforce Planning

“Getting the right number of people with the right skills, experiences, and competencies in the right jobs at the right time.”

Why do it? More proactive Better candidates = better hires Decrease recruiting expenses

Workforce Planning uses understanding of the business landscape to predict human capital needs…and aims to have the right

people in place at the moment of need!

Workforce Planning Departmental Level Specifics1. Exploring future operating environment impact on workforce

Defining departmental load - up / down / static? Understanding of impact of potential new business ventures

coming along Contemplating how changing regulatory environment impacts

workforce Gauging the departmental capability to deliver against

Operational Framework Analyzing the competitive pressures that may exist to steal

business or employees Defining change management for issues that are blocking the

workforce productivity or reducing their capacity to deliver

Workforce Planning Departmental Level Specifics2. Gaining a thorough understanding of your current workforce – and

making appropriate adjustments

Defining Core Staff needed to meet business plan (volume/productivity) vs. actual FTE / Headcount. This includes analysis of use of travelers and per diems and associated overtime utilization.

Understanding skill strengths and gaps – of the individuals as well as the team

Defining successor potential for each key position Understanding the issues associated with problem employees Analyzing Flight Risk – Baby Boomer analysis, discontented workers,

people migrating out for other jobs, etc. Analyzing Recruiting Strategies – current requisitions, analysis of

market supply, pipeline development strategies, education channels and statistics, internships

Workforce Planning RRHS Level Specifics Annual view on upcoming staffing needs based

on total rolled up view of Risks from all turnover types Business change impact to staff Skills vs. business needs Blocks to hiring and what to do about it

Organizational analysis of the issues impacting full productivity

Recruitment Approach without Pipeline PlanningSIMPLIFIED, TYPICAL

HIRING PROCESS

Resignation Rec’d by Leader Creates

Requisiiton

Submits to Approval Process

Job is Posted Internally

Job is Posted Externally

Advertising Campaign

Review any existing applicants

HR screens for qualified

applicantsHiring Manager

DecisionOffer Made &

Accepted

Pre-Hire confirm-

ation

Employ-ment Start

Timeframe –2-4 weeks

Timeframe – 1-2 weeks

Timeframe – 2- 6 (?) weeks

Timeframe 4-6 weeks

9 weeks (63 days) – 18 weeks (126 days) potential time to fill

Typical Timeframe

How Pipeline Planning Helps

Hiring Needs Identified Timeframe for Hire

Short-term (immediate)< 6 months

Intermediate6-24 months

Long-term> 24 months

> Headhunter> Advertising> Sign-on Bonus> OJT> Job Shadowing

SAMPLE STRATEGIES

> OJT> Loan Forgiveness> Flex Scheduling to allow for school> Internships> Clinical Rotations

> Loan Forgiveness> College/ technical school partnerships> Career Pathing> Succession Planning

Workforce Planning AND Development

Workforce Planning Understanding environmental impacts to staffing Understanding turnover risks to staffing Defining department and gross level plans

Workforce Development Upgrading employee skill sets to allow people to take a new position in

the future

Pipeline Development Recruiting students in the final year of school (or even before). Collecting contacts well ahead of need for all hard to fill positions.

Having applicants in the “Pipeline”cuts recruiting cycle time

Resignation Rec’d by Leader Creates

Requisiiton

Submits to

Approval Process

Job is Posted Internal

ly

Job is Posted Extern

ally

Advertising Campaign

Review any existing

applicants

HR screens for qualified applicants

Hiring Manager Decision

Offer Made &

Accepted

Pre-Hire

confirm-ation

Employ-ment Start

Hiring Needs

App 1

App 2

App 3

Ready in 3 weeks

Ready in 6 months

Ready in 18 months

Keys to successful workforce planning and development Partnership between HR & Hiring Managers

Good data Turnover Analysis Market Analysis Projected Core Staff vs. Current Staff

Developing a pipeline. Collecting future candidate contacts via all available methods. Be like the squirrel who saves nuts when plentiful for times of hunger. Understand where people are in the pipeline & what has to be done to move them to employment.

Convert DATA into INFORMATION for decisions by management

Our Pipeline Goal / Measure

Goal Fully screened

candidates waiting for an opening

Measure “Just in time” delivery

of competent qualified people