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Immediate Workforce Planning

Building on the concepts within Strategic Staffing Services, Central HR staff will offer assistance to departments and units across campus faced with the need for immediate action to address budget challenges.

Workforce planning identifies and addresses the staffing implications of unit strategies and plans, or of significant change. It is an effort to ensure that the unit has the right people in the right place with the right skills at the right time in order to meet its objectives. Workforce planning guides the unit in decision-making, especially in relation to workforce strategy. Defining a clear workforce strategy in light of budget challenges is essential to assure the work of the unit can continue to be managed and that the unit is positioned well to deal with future demands.

The success of SSS is dependent upon its integration with other planning processes. It proactively identifies and addresses workforce challenges to satisfy critical job roles, and minimizes the loss of critical knowledge due to reductions in force, retirements and turnover.

Participation by key stakeholders (such as the unit director and core managers) and the HR Unit Representative is of paramount importance. They own the process and need to be able to answer the following questions:

What is the vision for the unit?

What external factors affect the unit now—and in the future?

How will budget challenges affect the work to be done? What things may prevent the unit from achieving its goals?

What are the top three things that need to change to make the unit more successful and how would we change them?

Procedure

  1. Consult with the unit to assess:

    1. the unit's strategic plans and immediate operational needs

    2. any anticipated operational changes including reductions in force or changes in services due to budget constraints

    3. relevant external information that could impact or influence decisions about staffing or future work needs

    4. understand current job roles and associated skills/capabilities

    5. determine critical job roles that will need to be done now and in the future

    6. forecast the workforce supply on the basis of internal and external workforce data

    Internal: Based on historical trends, how many staff will leave (retirements, terminations) and how many are likely to remain over the forecast period?

    External: Market data: employment rates, graduation rates, demographic profiles

  2. Analyze information with the unit to make recommendations regarding workforce retention and development for the future:

    1. Define critical roles and skills that need to be retained or developed in the workforce

    2. Assess staff to determine who can fulfill those roles; seek right fit for current and future needs

    3. Review methods to effect reductions in force

    4. Determine if work redesign services are needed

    5. Determine if training services are needed to enhance the workforce skill levels

    6. Other services that may be needed:

      • Resiliency, stress management for affected staff and families

      • Employment and career advising services

      • Job analysis to assess if job changes affect classification and compensation

      • Benefit advising

      • Employee and labor relations advice on reduction processes and appropriate communications with constituent groups

  3. Coordinate provision of above services among HR units to assure an integrated approach to workforce management during this period.