strategic directionworkforce plan template instructions . updated 1/30/20 page 1 . section 1 –...

Leading from the Middle Training Program Workforce Plan Template Instructions

Updated 1/30/20

Section 1 – Workforce Environment

Identify the purpose of the workforce plan for your organization. Include any history that has an impact on the organization’s current or future workforce needs, such as how and why the organization was established, references to pertinent statutes or rules, reorganization history, or other major changes in the organization.

STRATEGIC DIRECTION Outline the organization’s strategic direction by identifying the following components:

• Agency mission • Agency vision • Agency values • Does you agency have a strategic plan identifying the goals and/or objectives the agency will be focusing on

over a certain time period? • Division/program areas and functions critical to the success of the agency’s mission. Include a brief

description of the various division/program areas along with how they tie into the agency’s strategic direction.

ENVIRONMENTAL FACTORS

Describe internal and external environmental issues that continuously and uniquely effect your organization, such as legislation, technology, reorganization, or historical events. When completing this section, you will want to consider the following issues to determine if they may impact your workforce. If they will, use this section to describe those issues. Issues Driven by Executive Direction Strategic workforce plans are commonly cascaded down to individual managers for implementation. When creating your operational workforce plan you ask these questions: • What is my role in the organization’s strategic workforce plan? • What are my work unit’s expected outputs, deliverables, and performance measures? Issues Driven by a Changing Environment Many workforce issues are caused by changes in the market, labor pool, or legislative action. You should ask these questions: • How many and what type of new positions have been allocated to my unit? Do I anticipate losing any

positions as part of a planned reduction in force? • Am I getting adequate candidate pools when I recruit to fill positions? Do my candidate pools represent a

diverse range of skills, expertise, and backgrounds? • Am I getting a good mix of internal and external candidates? Are my assessment tools effectively screening

in and screening out the right candidates? Are my top candidates accepting my job offers? Am I losing top candidates before the process is finished?


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• What level of turnover do I expect in the unit? Is a key technical specialist being actively recruited by other employers or eligible to retire in the near future? What reasons are causing people to leave?

• Is my employee profile (e.g., age, gender, ethnicity) changing how staff relate to each other and to customers?

Issues Driven by Demand for Workforce Maintenance and Enhancement Managers often focus first on current employee issues such as maintaining employees, managing risk, and improving employee quality and performance. Maintenance issues deal with staffing levels and sustaining employee knowledge and skills. Enhancement issues are often driven by a desire to improve operational efficiency, working relationships, or unit performance. You should ask these questions: • Are employees current in their technical knowledge and skills? Do they have the requisite knowledge and

skills to meet deliverables? • Is each employee producing the quantity and quality necessary to meet unit goals? • Does each employee have the support (e.g., coaching, feedback) to achieve his or her part of unit goals? Do

I have a strategy for addressing underperforming employees? Do I have a strategy to keep top performers engaged?

• Are current position allocations consistent with existing or anticipated work assignments? • Do organizational policies or procedures support or interfere with productivity? • Do grievances under the collective bargaining agreement or other labor relations issues absorb an excessive

percentage of my time? • Do my internal reporting relationships support or interfere with productivity? Do work assignments and

methods support or interfere with productivity? Is the distribution of specialists and generalists efficient? Does workload distribution result in excessive use of overtime?

• Are employee behaviors consistent with agency values? Do employees work effectively with co-workers from different backgrounds, generations, etc.?

• Do employees demonstrate ownership in the success of the organization? Are employees adjusting well to recent changes in how the organization does business?


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Section 2 – Agency Workforce Profile

Provide an overview of your agency’s current workforce profile. This should include but not limited to describing current workforce demographics as it pertains to age groups, gender, and ethnicity. Compare demographic changes from previous year(s). Your agency workforce profile information will also include your division/work unit’s information to help inform your action plan and succession plan. For your agency specific profile you will need the following information from Workday. • High-level Agency Profile: Provides an overview of your agency’s current workforce. This includes workforce

demographics, such as age, gender, and ethnicity, and key workforce metrics, such as percent of employees leaving state service, the average annual salary, and the distribution of your workforce by classification. The high-level agency profile is where you start to look. Based on findings in the high-level agency profile, you may want to drill further into other profiles.

• Management Profile: Provides an overview of supervisory managers at your agency. This includes manager demographics, such as age, gender, and ethnicity, and key management metrics, such as percent of managers leaving state service, the average annual salary, and the distribution of your managers by classification. The manager profile is where you start to examine the profile of the leadership in your agency.

• Diversity & Age Profile: Provides a brief overview of diversity and inclusion and the generational workforce composition at your agency. This includes a detailed look at key metrics by ethnicity/race/age. With Oregon state government having a workforce that represents the diversity of its people, the diversity and age profile is often most useful when compared to census information and helpful for meeting agency goals revolving around having a workforce that is representative of the diversity and age of the state.

• Talent Acquisition Profile: Provides a brief overview of recruitments over the past year at your agency. This includes a detailed look at key metrics by appointment type.

• Retention & Turnover Profile: Provides a brief overview of how effectively your agency is retaining its workforce and the types of turnover at your agency. This includes a detailed look at rates of turnover within certain groups, such as classification and race/ethnicity. The turnover profile is one profile that may be drastically different depending on the agency. Thus, it can be especially helpful at quickly pinpointing any agency strengths or opportunities for improvement. The retention profile can be extremely useful at identifying when in an employee’s career they are likely to leave the agency.

• Retirement Eligibility: The retirement eligibility metric indicates employees who have elected for retirement or voluntary separation, or are likely to retire as indicated by age and years of service. This may be also viewed as retirement risk. The ability to forecast employees that will retire, or employee attrition is very important for maintaining the right bench strength.

• Critical Position Analysis: This analysis will identify critical positions within your division/work unit. The review of all positions to determine vacancy impact allows you to be better prepared when vacancies, both anticipated and unanticipated, occur.


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HIGH LEVEL AGENCY PROFILE DATA

The agency profile provides an overview of an agency’s current workforce. Using the sample workforce profile, complete the table and then answer the questions below.

Indicator Answer High-level Agency Profile

What is the total number of employees?

What is the percentage of union members?

What was the average age of employees?

What is average length of state service?

What was the number of appointments?

What classification has the most employees?

What classification has the second–most employees?

Are men or women more represented in the agency? Does the agency employ certain classifications more than others? Has the average employee at the agency been there for a while? Does the agency have a substantial portion of employees eligible for retirement in 5 years? Is the agency’s workforce predominantly located in a certain geographic area? Compare your agency’s workforce profile to national and statewide statistics in order to identify if your agency falls above or below national and statewide trends. Understanding this comparison may help you identify areas of risk. You may choose to utilize multiple comparisons for well-rounded benchmarks, or establishing interim goals.

• US Census Bureau Quick Facts Demographic Statistics • Oregon Demographics

https://www.qualityinfo.org/home


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MANAGEMENT PROFILE DATA

The management profile provides an overview of supervisory managers at your agency. Using the sample workforce profile, complete the table and then answer the questions below.

Management Profile What is the total number of supervisory managers?

What is the percentage of female managers?

What is the average age of supervisory managers?

What is the percentage of white managers? What is the percentage of supervisory managers within 5 years to retirement?

Are men or women more represented in management? Are certain races or ethnicities more represented in the agency? Has the average manager at the agency been in that position for a while? Does the agency have a substantial portion of managers eligible for retirement in 5 years?


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DIVERSITY PROFILE DATA

The diversity profile provides an overview of diversity and inclusion at your agency. Using the sample workforce profile, complete the table and then answer the questions below.

Demographics Division, Section, or Unit My Agency

Race/Ethnicity Asian Black Hispanic Native American or Alaskan Pacific Islander Two or more White

Are certain races or ethnicities more represented in the agency? Are certain races or ethnicities more represented in the new hires? Are certain races or ethnicities more represented in the agency in certain geographic areas? Are certain races or ethnicities more likely to leave the agency?


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TALENT ACQUISITION PROFILE DATA

The talent acquisition profile provides brief overview of recruitments over the past year at your agency. Using the sample workforce profile, complete the table and then answer the questions below.

Talent Acquisition Profile What is the percentage of new hires?

What is the percentage of promotions? What classification has the highest percentage of new hires? What classification has the highest percentage of transfers?

Are certain races or ethnicities more represented in the agency? Is the agency more likely to hire for certain types of jobs? Is the agency hiring certain classifications more often than others? Are certain races or ethnicities more likely to be hired by the agency?


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AGE PROFILE DATA

The age profile provides a brief overview of the generational workforce composition at your agency. Using the sample workforce profile, complete the table and then answer the questions below.

Age Profile Division, Section, or Unit My Agency Generation Z (born 1997 – now) Millennials (born 1981 – 1996) Generation X (born 1965 – 1980) Baby Boomers (born 1946 – 1964) Traditionalists (born 1945 & before)

Are certain age groups more represented in the agency? Are certain age groups more likely to leave the agency? Are certain classifications more likely to employ certain age groups than others? What is the age diversity of the agency?


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RETENTION PROFILE DATA

The retention profile provides a brief overview of how effectively your agency is retaining its workforce. Using the sample workforce profile, complete the table and then answer the questions below.

Retention Profile What was the total number of separations?

What was the most common separation type? What was the most common length of state service when employees left? Use ‘Length of State Service’ graph

What classification had the greatest percentage of separations?

How long do employees stay at the agency? Are the employees at the agency more likely to be at a certain place in their career in terms of length of state service? Do women leave the agency at a different point in their career than men? Is a certain race/ethnicity more likely to leave the agency at a certain point in state service than another race/ethnicity?


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TURNOVER PROFILE DATA

The turnover profile provides a brief overview of the types of turnover at your agency. Using the sample workforce profile, complete the table and then answer the questions below.

Turnover Profile What was the classification with the most separations? What was the total percentage of women leaving state service? What was the highest percentage of separations by race/ethnicity? What was the highest percentage of separations by age grouping?

Does the agency have a turnover problem? Does a certain classification within the agency have a turnover problem? Are women more likely to leave the agency than men? At a certain point in their career, are employees more likely to transfer?


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RETIREMENT ELIGIBILITY DATA

The retirement eligibility profile provides an overview of employees eligible to retire now and in 5 years at your agency. Using the sample workforce profile, complete the table and then answer the questions below.

Question Classification Value What classification has the highest percentage of employees eligible to retire now?

What classification has the highest percentage of employees eligible to retire in 5 years?

What classification has the second highest number of employees eligible to retire now?

What classification has the second highest number of employees eligible to retire in 5 years?

Of classifications with at least 10 employees, what classification has the highest percentage of employees eligible to retire now?

Of classifications with at least 10 employees, what classification has the second highest percentage of employees eligible to retire now?


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Section 3 – Separation Trends and Forecast

Analyze trends within each metric that are compiled to create your agency’s workforce profile. Understanding the patterns of the past will help you forecast future changes. It can also help predict the supply of skills that may be available in the future. Trend data can be useful in determining hiring patterns (time required to fill vacancies, average number of vacancies in a year, etc.), retirement patterns, and turnover statistics. It will be helpful to breakdown the trend analysis by your division/work unit and job classifications. Trend information combined with the current workforce profile is an essential building block for forecasting workforce supply and demand. Identify current and future separation trends, as it pertains to all separation types. Identify priority classifications that are at risk assuming no management action will be taken to replace lost staff. This should include but not be limited to job classifications, position types, or occupational series experiencing high turnover, high vacancy rates, and/or lack of bench strength. Identify classifications that require highly specialized minimum qualifications. Fully identify key classifications at risk for retirement, attrition, turnover, and transfers. Consider the following factors.

SEPARATIONS

These tables include the factors, workforce data, definition, equations, example calculations, and rationale to assist in identifying separation impacts on classifications to determine those that are at the greatest risk.

Factor Separations Factor (SF) Data Voluntary separations from state service. Definition The Separations Factor (SF) is the proportion of employees (EE) that voluntarily separated from

state government during the last twelve months. Equation SF=(v/t)100

Where v is the total voluntary separations in the last twelve months, and t is the average monthly number of employees in the classification during the last twelve months. Multiply by 100 to express as a percentage.

Example (3 voluntary/110 EE)100 = 2.7% Rationale Voluntary separations from state service especially impact classifications with training and skills

that apply to higher paying positions in the private sector or federal and local governments. Given the changing attitudes about career longevity seen in younger generations, this factor may have greater impact in years to come. A relatively high SF may signal an increased need for recruitment and/or retention strategies.


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Factor Transfer Factor (TF) Data Lateral transfers to other agencies in state government. Definition The Transfer Factor (TF) is the proportion of employees (EE) that laterally transferred to another

agency in Oregon state government during the last twelve months. Equation TF = (l/t)100

Where l is the total lateral transfers in the last twelve months, and t is the average monthly number of employees during the last twelve months. Multiply by 100 to express as a percentage.

Example (6 transfers/110 EE)100 = 5.5% Rationale Lateral transfers between agencies are a common separation at the state. Employees who

laterally transfer take their agency training and expertise with them to another agency. A relatively high TF may signal an increased need for retention strategies.

Factor Retirement Factor (RF) Data Retirements Definition The Retirement Factor (RF) is the proportion of employees (EE) lost to retirements during the last

twelve months. Equation RF = (r/t)100

Where r is the total retirements in the last twelve months, and t is the average monthly number of employees during the last twelve months. Multiply by 100 to express as a percentage.

Example (12 retired/110 EE)100 = 10.9% Rationale The state’s workforce planning priorities have primarily focused on the expected increase of

retirements as many state employees reach retirement age. The RF provides the data to show the impact of retirements on staffing. A relatively high RF may signal an increased need for succession planning strategies.

Factor Trend Analysis (TA) Data Takes into account all the above separations over multiple years. Definition The Trend Analysis (TA) estimates the percentage of employees that can be expected to separate

from the classification over a time. Equation *TA = (25%)AI1+(25%)AI2+(50%)AI3

Where AI1, AI2 and AI3 are the Actual Impact variables from past three years, with AI3 being the most recent completed year. *This formula assumes the most recent employment data is a better predictor of future impacts. If a workforce trend occurred that was specific to the most recent year, you may choose to weight all three years equally so that the projected years are not skewed.

Example (25%)10.9+(25%)5.5+(50%)2.7 = 5.45% Rationale The TA calculation is used to identify classifications which, on average, experience a relatively

greater impact due to separations in general. A relatively high TA is a signal that a high amount of separations can be expected from the classification.


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Factor Potential Impact (PI) Data Takes into account current vacancies, retirement age employees, and recruitment. Definition The Potential Impact (PI) projects the percentage of the classification that could become vacant

due to retirements and lack of recruiting efforts in the coming year. Equation PI = ((vp+ra-re)/ep)100

Where vp is the total of current vacancies, ra is the total employees aged 50 or older, re is the total positions currently being recruited, and ep is the total positions established in the classification. Multiply by 100 to express as a percentage.

Example ((5 vacant+5 retirement age employees-2 positions being recruited)/110 established positions)100 = 7.2%

Rationale The PI calculation is used to forecast risks in a classification including recruitment difficulties and/or high amount of employees at retirement age. Unlike the other calculations, PI does not use historical data but rather focuses on forecasting based on current conditions. A relatively high PI is a signal to consider strategies to address the potential risks posed by recruitment difficulties and upcoming retirements.

Factor Actual Impact (AI) Data Takes into account all the above separations during the last twelve months. Definition The Actual Impact (AI) is the proportion of the classification that was lost to separations during

a given year. Equation AI = ((r+l+v)/t)100

Where r is the total retirements, l is the total lateral transfers, and v is the total voluntary separations in the last twelve months, and t is the average monthly number of employees in the classification during the last twelve months. Multiply by 100 to express as a percentage.

Example ((12+6+3)/110)100 = 19% Rationale The AI calculation is used to determine the total proportion of the classification lost to

separations in a given year. This calculation is used along with other factors when analyzing workforce supply gaps. A relatively high AI is a signal to look more closely at the particular separation type(s) that are common in the classification and develop strategies to address the risks posed by those separation(s).


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The table below contains some guided questions utilizing the above metrics for you to answer in regard to your agency or unit.

Indicator Classification Value What was your agency’s voluntary separations factor average?

N/A

What was your agency’s transfer factor average? N/A

What was your agency’s retirement factor average? N/A

What classification has the highest value for trend analysis for actual impact?

What classification has the second highest value for trend analysis for actual impact?

What classification has the highest value for trend analysis for potential impact?

What classification has the second highest value for trend analysis for potential impact?

What classification had the highest actual impact for the year?

What classification had the second highest actual impact for the year?


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EXIT SURVEY RESULTS

Summarize employee preferences, experiences, and perceptions, as illustrated by your organization’s employee exit survey results and other employee satisfaction and engagement measures. Below, are the questions from the exit survey, the answers to which may provide insight as you put together your workforce plan.

QUESTION ANSWER 1. What were the top three answers to the

question, “Why are you leaving?”

2. What are some common themes in responses to the question, “What two or three things could your supervisor do to improve their management skills?”

3. What are some common themes in responses to the question, “What could the agency have done better?”

4. What are some common themes in responses to the question, “What could the agency have done for you to continue your career here?”

5. What are some common themes in responses to the question, “What can the agency do to build a better workplace?”

6. What percentage of people selected ‘Yes’ in response to the question, “Were you provided adequate opportunities for career growth?

7. What percentage of people selected ‘Yes’ in response to the question, “Did you feel supported by your most recent supervisor?”

8. What percentage of people selected ‘Yes’ in response to the question, “Did the agency effectively communicate organizational goals and objectives?”

9. What percentage of people selected ‘Yes’ in response to the question, “Would you recommend family or friends to work for the agency?”


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Section 4 – Critical Position Analysis

Using the results from section 3, Separation Trends and Forecast, complete the Competency Analysis & Critical Position Worksheet to do a critical position analysis. You will need to identify the competencies for the job classifications you manage and then conduct the critical analysis for each of those positions.

Position Level

(Not Critical, Critical, Highly Critical)

Competencies Needed


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Section 5 – Workforce Gap Analysis

Identify your workforce gaps based on results of your organization’s current workforce overview and supply compared to current and projected needs. Gap analysis involves comparing the workforce supply projection to the workforce demand forecast and attempting to answer the following questions: • What new skills will my division and/or work unit need to accomplish its goals and objectives? • Does my division and/or work unit’s workforce currently have the needed skills? • What job functions or skills will no longer be required? Analysis results may show one of the following: • A gap (when projected supply is less than forecasted demand), which indicates a future shortage of needed

workers or skills. It is important to know what critical jobs will have gaps so the necessary training or recruiting can be anticipated.

• A surplus (when projected supply is greater than forecasted demand), which indicates a future excess in some categories of workers and may require action. The surplus data may represent occupations or skills that will not be needed in the future or at least will not be needed to the same extent.

In each Gaps and Risks section below, identify your workforce gaps based on results of phase 1 and supply compared to current and projected needs. Include the following in each gaps and risks section below: • Describe the gap(s) or challenge(s) • Indicate what measure(s)/factor(s) were collected and analyzed to assist in revealing the gap(s) or

challenge(s), either from specific areas of the Workforce Overview section or other methods of collecting data such as facilitated intake sessions with leadership

• Describe the risk to the organization if the gap or challenge is not addressed • Identify the priority order of gaps or challenges that will be addressed, and how the priority was determined • Include which division/program areas, classification/leadership levels and/or occupational series will be

prioritized based on greatest risk to the organization Recruitment Gaps and Risks Aim to address challenges revealing how to attract a diverse and competent workforce that may include but is not limited to the following: • Diversity. • Hiring process (e.g. turnaround time, professional and knowledgeable staff/managers). • Recruitment efforts (e.g. how are candidates hearing about your positions, what is attracting them to state

service). • Difficult to recruit classifications.


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Some ideas may include: • Expand exam offerings • Develop training on recruiting • Leverage existing technology for recruitment • Target recruitment strategies for hard-to-fill positions • Establish internships with local training programs/colleges • Development job marketing toolkit • Increase social media presence • Implement a Career Ambassador Program Retention Gaps and Risks Aim to address challenges regarding why people are leaving that may include but is not limited to the following: • Employee engagement (e.g. recognition, satisfaction). • Opportunities for promotion and career growth. • Private sector competition. • Outdated class specifications or inaccurate duty statements. Some ideas may include: • Develop employee onboarding program • Conduct stay interviews • Employ employee engagement strategies • Develop work/life balance, wellness programs • Provide employees with career development information and opportunities • Develop workforce retention program to provide supervisors/managers with tools and strategies to assist in

staff retention • Develop employee recognition program • Explore flexible schedule/tele-commuting Professional Development Gaps and Risks Aim to address professional development challenges that may include but is not limited to the following: • Aligning training to necessary competency development. • Quantity of professional development opportunities. • Quality of professional development opportunities. • Diversity of professional development opportunities. Some ideas may include: • Complete professional development needs analysis • Develop employee training plans • Implement job rotation program


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Knowledge Transfer Gaps and Risks Aim to address challenges capturing and sharing knowledge that may include but is not limited to the following: • Barriers to knowledge transfer inhibiting the process of sharing (e.g. complexity in communicating highly

specialized knowledge, organizational silos, knowledge hoarding, investment in time and effort). • Standardizing procedures. • Efficient sharing methods. Some ideas may include: • Develop knowledge management practices to identify, capture, and leverage institutional knowledge

(mentoring, cross-training, internships) • Documentation of business processes • Develop transition plans/binders • Job sharing/rotation • Develop cross-training opportunities Succession Planning Gaps and Risks Aim to address challenges in readiness of potential successors into key professional and leadership positions through the transfer of institutional and highly technical knowledge. Describe the ability of your workforce to successfully face potential turnover, restructures, and changes in business strategy without interrupting the regular flow of business. Factors effecting bench strength to consider may include but is not limited to the following: • Readiness—transferring of critical knowledge and developing competencies necessary to perform in key

classifications. • Separation trends. • Retirement eligibility of current employees. • Vacancy rates. • Organization size. Critical Positions and Competencies Indicate the critical positions that have been prioritized as part of the succession management strategy, and the competencies they possess for success. Assessment Strategy Indicate the positions that will be prioritized to help develop bench strength for the critical positions identified, and how this candidate pool was determined. Describe the assessment strategy used to evaluate the candidate pool’s competency proficiencies, readiness to fulfill a critical role, and uncover development needs. Describe the strategy for ensuring regular assessment of your succession management efforts in order to mitigate risk due to vacancies in critical positions. Critical Position Development Strategies Describe the developmental strategies that will be used to support their growth to be competent. Indicate current and future strategies being utilized to develop potential successors (employee development, IDPs, mentoring, recruitment, job shadowing, stretch assignments, rotational assignments etc.). When considering your critical positions, what positions must be filled internally, appointed, and externally. Identify the knowledge transfer process, programs, or systems currently in place or that will be put into practice.

Leading from the Middle Training Program Homework #6 – Workforce Plan

Updated 1/29/20

Section 6 – Action Plan

Outline the initiative to be carried out, identify who is responsible for coordination and implementation, the date in which implementation should be completed, and describe how each initiative will be assessed. Organize the initiatives by due date. The action plan should be continuously updated as circumstances change. (Add rows to the table as needed.)

Strategy What is the name of the strategy?

Gap Which workforce planning gap does the strategy address?

Responsible Person(s) Who is responsible for overseeing successful implementation?

Performance Indicators How will we know we achieved our goal and what will success look like?

Due Date When will it be completed?

Strategic Alignment Which strategic goal(s) does the strategy support?

strategic directionworkforce plan template instructions . updated 1/30/20 page 1 . section 1 –...

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