Workforce capability

Appendix A: Strategic Workforce Planning 'on a page'

Core requirement Goal

Elements for consideration

1. Align

Align organisational strategy and SWP priorities

Identify longer-term organisational priorities and goals, and assign responsibility for associated strategic workforce planning

  • There is a clear statement from the organisation leadership team on the workforce themes that are relevant to the organisation’s strategic plan
  • The business units, programs, activities etc. that are critical to achieving the organisation’s strategic objectives have been determined
  • Clear links between business needs, financial assets and workforce planning are established
  • Clear timelines for business, financial, asset and workforce planning are established
  • The organisation’s senior executive sponsors a cross-functional team that has clear roles and responsibilities for developing, implementing and monitoring strategic workforce planning
  • The workforce is segmented on an understanding of the workforce requirements needed for both current and future role
  • The required capabilities to achieve organisational outcomes over the period have been identified
  • Workforce diversity requirements are addressed

2. Compare

Compare options to achieve outcomes

Identify different work and workforce scenarios to deliver organisational goals, and the estimated cost of each scenario
  • Different operational models are considered to determine best fit for delivering desired outcomes
  • The composition of the existing workforce is analysed and benchmarked across all labour types, and against the external labour market
  • Future ways of working, including the impact of emerging technologies, and the need for organisational and work redesign, are considered and compared, and the most cost-effective way forward is determined
  • The demand for workforce capacity and capability over the defined period has been forecasted
  • The culture and conditions required to effectively meet workforce requirements are defined        Scenario planning is completed to identify plausible future events and their workforce size and cost implications

3. Identify

Identify gaps

Consider what capabilities the organisation has now and compare with future requirements
  • External labour market trends and the potential impact on workforce requirements are determined
  • The strengths and weaknesses of the existing workforce are compared with what is needed for the optimal workforce
  • Workforce gap analysis is completed, comparing the existing internal and external workforce with future workforce requirements, culture and conditions, to identify potential shortages, surpluses and areas of risk
     

4. Implement 

Develop and implement the plan

Identify actions to meet work and workforce requirements to achieve organisational goals, and manage any associated risks
  • Comprehensive options to close the work and workforce gaps are developed and evaluated in order to select those strategies that effectively address the gaps with the appropriate level of risk. This may include acquiring external talent, developing the existing workforce, leveraging contingent labour, reorganising teams or uplifting performance
  • Integration with other workforce management practice areas is identified in the implementation plan
  • Ownership for implementing action plan activities is agreed upon and the planned changes are resourced with executive support
  • A coordinated approach is used to manage the changes to the work environment and to support existing employees to make the transition to the new arrangements, if applicable

5. Review

Monitor, evaluate and revise

Monitor progress and impact of strategic workforce planning actions and revise as needed
  • An evidence-based approach is used to develop, implement and monitor workforce plans by analysing operational, financial, workforce and external data                      Key performance indicators and success metrics are defined
  • Report to the organisation head at least annually on the Plan’s impact and any needed adjustments
  • The expected impact of the changes on business objectives is monitored, and corrective action is taken if needed
  • The expected impact of the changes on organisational outcomes is assessed, and the organisation’s strategic planning is revised as needed
  • The expected impact of changes on business objectives is monitored and fed back into future strategic workforce planning