Workforce Planning Australia
John Sheahan, General Manager, Workforce Planning Australia
Julie Sloan
founder and Director of Strategy – Workforce Planning Australia
Workforce Planning is a journey. No one is that advanced and experienced.
WP is a global issue. Relatively new discipline but an interesting, growing discipline around the world.
In the UK being driven by the Finance Industry. US by the Strategic Resource industry. Australia it is an issue of governance and boards and is essential at this level. Then the operational areas need to be placed in the appropriate area of the Organisation.
Headline news around the world is around workforce planning, workforce development is a part of workforce planning. Must be a result of the evidence based.
Considerations
Changing workforce dynamics – how and when people work
Productivity management – how we want to work, age etc
Governance and leadership – leaders often don’t admit to the skills they don’t have. executive need to be on board
Evidence – anecdotal evidence is not good enough. ‘I as an executive need to know about my staff and where we want to go”
What do we know about our projected needs, what are the skills gap. then we have evidence. What is our risk mitigation. understanding the ris.
Key elements of quality workforce planning.
Governance and Leadership
Strategic and operational
Systematic approach
Workforce engagement
Supply and demand analysis
Risk assessment of supply (engage with ABS)
Risk mitigation
Evidence base
Regional workforce development (industries that work collaboratively within a region for the community is a positive move – even if they are in competition)
Live active continuous process (workforce planning is not a static document it is dynamic
Quality Workforce Planning = Sustainable workforce development
Bob Huber
Chief of the Technical Cooperation Unit of the Division for Social Policy and Development, United Nations
Role of Social Inclusion in Workforce Planning
when govnments come together to think about where the world is going this unit is there. translate into the developing countries the goals and policies of the governments.
RIO + 20 Conference
twenty years ofter the Earth Summit
Achieve Sustainable Development – not just about economics etc what is the impact of this on human beings, are we able to distribute more equitably
sustainable Development Rio + 20
developing cou tries ask why can’t we do the same thing as you developed countries.
Is it possible to conceive other ways of doing businessincluding workforce planning. WP is a tool for social inclusion.
the World Summit of Social Inclusion
3 core issues
eradication of poverty
Social integration – attempt to create a society for all in which every individual, each with rights and responsibilities. social integration moves the focus from individuals to the dynamic relationships.
considering the whole person
The things that give our life meaning. how do individuals engage with others in Society and how do they combine factors, activities and resources for desired outcomes.
workforce Planning for Social Inclsusion
Work is integrating
Workforce as representative if it’s surroundings
what is an inclusive workforce?
deriving be fit from staff diversity
think about how life and work fit together and how well is it placed for the whole person.
Oldest old (>80) largest growing group in the world.
Promoting social inclusion
evidence based – are we giving people an opportunity to tel us what is going on and how is it going to work.
goal is to create voice and agency for all workers
Provide information
Develop knowledge familiarity with process.
create opportunities for interactions, sharing creativity and acknowledgement.
youth – once there was children and adults now we also have youth
school work transition
Impact of changing labour market
Insecurity of employment
Ingenuity and Adaptability ( we will always be digital immigrants
Work and family formation issues
persons with disabilities
alternative visions of employability
Accessibility of the workplace
Universal design
Use of technologies
Older People
Issues of pension reform
How do we balance mandatory retirement vs desire/need to work longer
alternative or continued engagement
Caregivers and recipients
representativeness – the diversity page
Offering opportunities
Reflecting the community
Integration not assimilation
workforce Planning for development (in the developing world)
can workforce planning apply in development
Can community resources be analyzed
What about planning for the Informal Sector
Or Poverty Eradication
Http://social.un.org/index
workforce planning is about those who are work and those who are not working? all of these are our ‘supply’
Sugani Leman. (engineer)
FEDEX
Senior workforce Planning Specialist
Journey of Workforce Planning and Analytic at FEDEX
workforce Planning deals with the different type of workers in different divisions; eg one division is contractors; another permanent. still needs to be part of the overall governance
why are we doing workforce planning. one company that is still growing. however didn’t know what competencies were required for promotion as people start from baggage handling. It is not about promoting the best people simply because they do a good job. You get promoted to your level of competence.
rapid growth
Succession planning
talent growth
resources must be put to the jobs that are critical
WP&Analytics will enable proactive human capital management and planning the is driven by the business strategy. Helps the company make better business decisions.
Access – function people and structures. ability to build, buy, rent, redeploy and or maintain PEOPLE in an OPTIMAL structure that best support the FUNCTIONs necessary to fulfill the overall strategy.
WP&ANALYTICS will lead and leverage data and application infrastructure to generate human capital Analytical in support of Assessment activities.
INFRASTRUCTURE ANALYTICS ASSESSMENT
infrastructure – provide structured systems and process
ANALYTICS – publish impact foul data, metrics, analysis, insight, actionable capital – assess internal external metrics and factors that impact human capital
ASSESSMENT – projects are chartered in support of overarching business strategy
WF&ANALYTICS steering Committe is responsible for chartering prioritizing dispositioning and managing the life cycle of WP&ANALYTICS projects.
Taking a small step at a time.
structure
manager
Senior specialist
Specialist x 2
Analyst x 2
this will help give small measurable impact.
WP&Assessment
done in terms of function people and structure
the Organisation assessment process is based on FPS framework is used at current future and transition state of the process.
Future state is about thinking strategically. what functions do you see this company becoming. will our people be able to do what we need for the future? what roles? How are we going to get there?
Org Assessment
1 pre assessment initiation phase
2. Discover
3 Assessment
4 Transformational
FEDEX is moving from conceptual discussions to implementation
challenges
everyone get involved
some say too difficult to change
Burning platform eg recession
Lack of support by senior leadership, need a champion.
Increasing maturity of WP&ANALYTICS
workforce planning Conference
Robin Shreeve
CEO, Skills Australia
from 1 July
Australia WD Productivity Agency
why all the fuss?
skill shortages
Experience shortages eg experience or graduates
Productivity
Participation
Unemployment
Australia – the challenge of prosperity
terms of trade – we can sell things quite expensively and buy them cheaply
employment change in industry
matching skills and jobs in a fluid market
3 conceptual pillars in our response to aligning skills, Quals and the economy’s needs.
concentrate on the high risk areas
1 specialized occupations
2 scenarios for the future different futures to achieve flexible policy responses
3 demand driven funding
Planning for specialized occupations
criteria
1 long lead team
2 high use. – good occupation fit
3 significant disruption
Scenarios
Open doors, low trust, flags used by Skills Australia
qualifications and skills demand
Australian Workforce Futures see the key findings
critical issues facing Australia – paper
4 new scenarios
new Workforce Development Strategy Nov 2012
Wesley Schwalje
independent World Researcher
business and International Development Strategists
Rethinking how establishment skills surveys can more effectively identify workforce skills gap
skills shortages definition – hard to fill vacancies due to required skills, experience and is external to the labour market, ephemeral
skills gap is internal to a firm
How to define a skill gap (see paper)
what are the caused os skills gaps?
1 market and institutional fails
HR Management related skills gap – many poor hr practices
Structural skills gaps – changes in operation
staff not completed training
firms are systems and any deficiency stops progress
Tom Lawrence
World Health Organisation
Independent Researcher
Health Workforce Planning Model in UK and EU
1.3 M staff 70% spent on staff wages
Complex industry – over 300 different kinds of jobs
Budgets have been slashed
Workforce that needs to be flexible with perm and semi perm staff
Demand continues to grow
has been under researched
how has this been dealt with in the past
Slash and cut
Get rid of people
Planning on a single professional basis without linking professions
It’s a HR issueReview by govt required a big review and developed a WD federation. Developed and abolished in 3 years
what’s been done to improve Workforce Planning
It is a profession of its own not part of the HR – need to increase workforce planning capacity
Better integration of workforce planning
the delivery of a more productive workforce
The delivery of a more flexible workforce
Changes made to improve partnerships
Changing demographics – an aging pop will need a different workforce
just getting more staff is the easy part , changing cultures is much more difficult
The need to get more value – but this can’t be done overnight
Politics – changes everything overnight
key challenges to move forward
need quality data
Lack of well promoted best practice
Huge variations in how WP is completed
In the EU
Major issue
2020 2 m shortage, 230000 physicians, 600000 nurses
WHO and their role in WP
Diverse needs in countries, provides advice,
Need to work collaboratively to tackle international mobility and migration
To move forward
Improve quality of data
Build capacity
Facilitate exchange of country experience
Workforce Modelling in Health
Tools
Workload indicators of staff needs
Simple to use
Comprehensible to staff not in hr
Realistic providing practical targets for budgets and resource allocation
Only complete basic Modelling, still need to have great data
Regional Workforce Modelling Tool in the UK
Scenario based Modelling tool
Very detailed
Linked whole of health economy together
Very few people new how to use it
Suffers from IT issues
Unreliable
Cloud based system
what type of Modelling to use
understand what the tools can do
Be realistic, how good is your data. Need data before get sophisticated tool
Capacity and capability within the Organisation
Pick a tool that is reliable and user friendly
Be patient
The future for WP in health care
Better integration
Emphasis on quality data
Better promotion of best practice
Learn how to cope better with changes
Educate staff to realize workforce planning is a continuous process.
Natalie Jackson
international Demographer (NZ)
Gen TGYH Thank God Your Here
Largest cohort will enter the market force at the same time the others leave
generation analysis
sociological
- observes generations as mental entelechies
- interpretive/predictive of attitudes, aspirations, behaviors
Demographic
- Observes generations os comprised of cohorts
both provide basis for future planning
Generations
Veteran generation 1920
boomer 46 – 65
gen x born 65-79
gen Y born 1980 – 2002
Gen TGYH 2003 – 2010
where we used to get our pop from eg Europe now has similar problems so this will be more difficult. we need around 180000 per year
every year for the next decade more people will retire and there are less people to replace the labour market.
waves of age structures filling classrooms at different times with schools closing at different times depending on the wave.
Neil Plumridge
managing Partner, Advisory – Ernst & Young (AUST)
Productivity – making organizations more productive today.
productivity is about efficiency
Our people are the most important asset we have but do we know how efficient they are.
employed labour force 11.5 m
av weekly hrs worked 32.7 hrs
av weekly earnings $376
2/3 of workforce are employed in firms with less than 100 employers
labour productivity over last 10 years has been in decline.
4 areas can make a positive difference in lifting productivity in our enterprises
Technology and capital 8 percent
Innovation 15 percent
Organisation model 23
People management 54 percent
( all this on the Ernst and Young website.
what motives works
Income
the work I do. – is the work meaningful work. this is the number one reason staff leave.
positives about management of the workforce
I am proud to work for my employer 68 perc
I am clear on what is expected 78 perc
areas to work on
clear direction for my career. 26 percent
My performance is not regularly reviewed 28
I don’t have right access to learning and development pop 22 perc
Takeaways
Productivity has declined
One way of arresting the decline is to better manage our workforce
A much deeper level of analytical insight of the linkage between productivity and people.
summary
Skills sets for workforce planning
Business acumen
Ability to manage upwards
wisdom
know the business
understand mission
readiness for change
finding the best practice
Prepared to take risks
the lead time for workforce planning is the time to build capability
Build capability as a by product of doing a job. Formal training is too expensive.
Retention strategies for key workers.
DAY 2
Julie Sloan
workforce Planning Australia
Challenges
Executive engagement
who owns it HR WD Finance??
confidence with analytics
Keeping a complex issue simple
Integrating into normal business
resourcing
What is the cost of not doing the task
Opportunities
Global demand
Emerging discipline (requires post studies)
Strategic link: Business and workforce planning
Evolving economic and business environment
Work and social economic change – Social inclusion – labour market
Population ageing – once in a generational opportunity
Environmental pressures
Support from Government and industry policy
Priority industries – short, medium and long term
Case Studies. – write your story around workforce planning
Workforce Planning Australia
GOVERNANCE AND LEADERSHIP
Using workforce planning for business
Growth
Downsizing
Seasonal variations
Project based
Amagamations
Acquisitions
closures
Ageing workforce
Working life stage – what stage is your staff at at the moment. this may change but it is a point in time. also understand the language around workforce planning. (Did you know that Florence Nightingale produced comparison gaps to demonstrate connections).
The Future of workforce planning
Apps
Aggregated transferable data
Interactive mapping
24/7 accurate workforce information
Active involvement of WP
CEO, CFO, CWFP
Who knows?
Ben Di-Lorenzo, National Australia Bank
Senior Manager, Workforce Planning
Group Business Services
Why NAB Invested in WP?
Workforce is a critical part of our operating model
clear sight of the changes to the whole workforce
effective & conscious decision-making
Stakeholder Engagement is Key included:
finance
Strategy
Business
Transformational projects
HR
workforce planners
Centralized resource pool
the process NAB
Links to the business strategy and include in business plan
workforce Planning Process – Develop a framework of what you’re going to do and when, include scenarios and plans with costings, strategic analysis, sign off, demand and supply, internal scan, capability gaps, risk analysis, external scans, model costs and impacts,
WP Initiatives
delivered benefits
Strategic decision making required to protect for the future
Line of sight of impacts to workforce
Reshape operational model construct for the future
Hr solution Modelling
Informed annual people strategy
Sandy Semmens, Local Govt Associations of SA
Program Manager, Training Development and Research Scheme
Provided an overview of the process to gather data for 6 SA local govts to inform a state-wide Workforce Planning process. they collected data from 6 councils, analyses data, identified mission critical job groups (ech council identified these), identify gaps, prepare workforce development strategies and prepared workforce plans.
The survey required demographics, occ profile, work exp Quals, current and future trends, work life aspirations, recruitment, retention.
workforce Development strategies
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retention strategies, phased retirement, flexible working arrangements
Internal communication strategies
succession planning, knowledge management
attraction and recruitment strategies
Training needs analysis and training provision
Buddying, coaching, mentoring
Cadetship and traineeship
Tony Wallace, Workforce Planning Australia
The Art of Winning the Unfair Game: lessons in Workforce Planning Data
(Moneyball)
why data is important?
Possible to develop compelling arguments
Understand performance is critical
how and where to improve
Data rich, information poor
Measuring the right thing
Longitudinal versus cross sectional data
Is Organisation prepared to compete on analytics
considerations
How are people deployed
How competitive, why wld people want to work here
Homogenous workforce is unlikely – how value or critical workforce groups
How open closed is your workforce
What are special features of your workforce
Lessons from Engagement
is it workforce management or workforce planning
Data quality is poor – has the data got errors and how might you fix it? get into it.
simple Analysis Yields Insights
Use data to enhance the story and gain support
Highlight differences in segments
Modellers paradox – assumptions are fine
Use data to think differently about a problem
Key lessons
Executive and Workforce Planners work together
business environment is competitive
Use data to Your advantage, be inquisitive and ruthless in the pursuit of knowledge
maintain focus on ultimate goal
Plan the change and get everyone on board
Be prepared to take tough decisions
“Competing on Analytics The New Science of Winning”
Fiona Hogarth, Senior Manager, Workforce Capability – Power and Water Corporation, NT
challenges the Territory faces when employing staff.
Karen Sheldon, Owner/Director – Karen Sheldon Catering, NT
think Strategically, Look Locally. tomorrows workforce is right here in front of you!!
indigenous employment and particularly disadvantage people.
Kit McMahon, General Manager, Service Skills Australia
with Workforce Development
about the Service Skills
Kit described the industry as mostly small business. She stressed the importance of keeping the process simple when talking with these industries to…
Where do you want to go?
what do you need your people to do to get there?
where are your people now?
set out the find the Readiness for Workforce Development
senior leadership buy in
existing language – indication of the knowledge on the workforce
agreed plan – goals, direction is clear
Positive relationship between the parts
tourism and Hospitality – Workforce Strategy Plan – Journey to implementation
AUST. tourism Labour Force Report. labourforce profile. (part 1)
Retail: Strategic discussion on workforce development
National Workforce Development Funds
On the evidence of directions and goals of the Organisation
wD is a practice of change management
WD needs an advocate and to be considered before capability development strategies are considered.
As a nation we are still learning…
WD is:
A broad concept
Needs clear goals to work to
a lever for leadership to improve productivity
starts with a clear evidence
Paul Gale, Dept of Training and Workforce Development, WA
examine Sustainable Workforce Planning – The Western Australian Experience
interesting presentation with lots of stats on employment growth and demand. Almost 300000 needed over next few years. at least 50000 shortfall.
skilling WA A framework for Workforce Development Planning. (on Internet)
strategic Goals
GGrowing the workforce participation
Growing the workforce – migration and population
Attraction and retention of skilled workers
Skills development and utilization
Planning and coordination
Idea re capability development…
what can you do yourself eg as a faculty
what can be done internally
What do you need to go outside for?
check Industry Workforce Development Plans
State priority list for employment
To get on the list…
Valid data
High level of skill (higher level of skill or specialization)
Career pathways
Skills shortage or risk of a skill shortage
John Furness, Local Government, TAS
Workforce plan People Directions – On the Internet
Roweena Allen, Hume Region, Victoria
Regional workforce planning requires the engagement of existing community groups. a very sound process. a great collaboration example of a regional workforce plan.
Wayne Bishop, Activetics
the Aging Workforce
Deloitte Research: Blg the Lucky Country. where is your next worker.
Competition will be for workers not for jobs
An employee already working for you will be more valuable than someone new
Allowing an employee to retire without exploring options to keep them for longer is a lost and sometimes costly opportunity
