Wyoming Workforce Planning
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Strategic Planning
& Evaluation

Definition

The concurrent management of projects, time, self, and other resources including prioritizing, planning, and coordinating with respect to goals and objectives and performance measures set forth by the Agency.  Ability to create and follow a set path in order to achieve a goal. Ability to determine the effectiveness of a given plan.
 

Behavioral Descriptions
Proficiency Level 5

  • Creates contingency plans.

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  • Considers current and future organizational goals in developing and coordinating plans.

  • Evaluates outcomes in relation to organizational goals.

  • Thinks through possible future conditions, considers alternative scenarios, and prepares contingency plans in advance.
Proficiency Level 4

  • Coordinates plans for multiple projects.

    •

  • Uses planning and tracking systems to coordinate many projects.

  • Plans and prepares for events/situations that could disrupt a project.
Proficiency Level 3

  • Establishes plans that emphasize order.

    •

  • Prioritizes items to complete objectives.

  • Uses standard planning tools and references to aid in planning process (e.g., MS Project or Kepner-Trehoe Method) .

  • Evaluates progress in relationship to overall goals.
Proficiency Level 2

  • Generates short-term plans.

    •

  • Creates and follows simple (one or two step) plans.

  • Fails to see alternative process to achieve goals.

  • Performs very little evaluation to determine effectiveness of plans.
Proficiency Level 1

  • Proceeds without a plan.

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  • Doesn't evaluate progress against goals.
Suggested Activities for Development

  • Identify one or two people within your organization who have excellent planning skills. Work to improve your relationship with them. Discuss how they have handled various work situations. Apply what you learn to similar situations.

  • Volunteer to facilitate a team or customer meeting. Create an agenda that presents meeting topics in a logical manner.

  • For upcoming projects, identify the tasks involved and the type and amount of resources needed to complete each task. Devise a plan to ensure that you have the necessary resources.

  • Take some time out each Friday to prioritize your tasks for the upcoming week. Group task into one of three categories: Critical, Important, and Nice to Do. Determine the consequences involve if the task is not complete and the benefits if the tasks are completed.

  • Review your weekly schedule with your manager to ensure that you both have an understanding of both your medium and long-term priorities. Discuss those factors that you have no control over that are taking up your time. Share your ideas to address these factors with your manager.

  • Devise a tracking process for monitoring your own progress and/or the progress of others against deadlines and standards that have been established. Prepare interim progress reports and schedule regular update meetings to provide feedback regarding your progress against deadlines.

  • Discuss taking on a wider range of job responsibilities with your supervisor. Take in account the skills and knowledge needed for the job. Create a written action plan with forecasted timelines to acquire the skills and knowledge needed.

  • Volunteer to serve on a planning committee for an organizational event.

  • Ask your manger to involve you in an assignment concerning a timely organizational or departmental problem. When the opportunity comes become involved in planning for the solution.

  • Lead a project team.

  • Seek feedback from your manager and/or colleagues regarding your planning skills on a current project. Work to strengthen your skills in problem areas.

  • Develop a formal implementation plan for a new product or service. Present your ideas to senior management.

  • Volunteer to serve on your organization’s strategic, information technology, and/or workforce planning team.

  • Develop a forecasting model or use forecasting software to determine future staffing, budget, and/or technology needs.

  • Identify a pertinent problem within the organization. Determine the cause of the problem. Brainstorm about possible solutions. Conduct a cost/benefit analysis to determine the best plan of action.
Recommended Courses
Additional Resource

  • Plan or Die!: 10 Keys to Organizational Success by T. M. Nolan, L. D. Goodstein & J. W. Pfeiffer(John Wiley & Sons, 1993). The authors are recognized precedent setters in the field of strategic planning. This book looks closely at the 10 keys that are critical to shaping an organization's future.

  • Getting a Project Done on Time: Managing People, Time, and Results by P. B. Williams. (AMACOM, 1996). Book is clear, concise, and very easy to apply to daily work. It helps you by giving a defined process and also addresses the "what ifs" associated with many aspects of managing a project.

  • Goal Setting (WorkSmart Series) by S. Wilson (AMACOM, 1994). Challenges reader to produce a complete goal, manage time and energy, and delegate to people specific roles to achieve those goals. Presents ideas help you stay focused on the process of planning, and executing any project. "

  • Handbook of Practical Program Evaluation by J. S. Wholey, H. P. Hatry & K. E. Newcomer (Jossey-Bass, 1994). More than ever before, the media, elected officials, and the public are demanding accountability from public and nonprofit organizations. But assessing the effectiveness of programs and services can be a time-consuming and costly process. In this comprehensive handbook, experts in the field of program evaluation outline efficient and economical methods of assessing program results and identifying ways to improve program performance.
Behavioral-Based Interviewing Questions