Workforce Planning
This Web-Guide is designed for managers, supervisors, HR managers, organizational development specialists, and human resource consultants as a tool to ensure successful implementation of a systematic workforce planning process. The processes described within this Web-Guide are derived from information gathered during extensive literature research, statewide surveys as well as benchmarking conducted throughout the private and public sectors.
Although there is no one perfect model or process, many of the steps outlined in this Web-Guide may be useful when an agency’s mission and focus have changed, when an occupation has changed resulting in obsolete skills, or when new skills and job duties are required. Using this Web-Guide as a resource in tandem with a facilitated process is the recommended approach.
What is Workforce Planning?
An effective workforce plan is an essential tool to identify appropriate workload staffing levels and justify budget allocations so that organizations can meet their objectives. Workforce planning has many definitions. For purposes of this guide, we have adopted the following common definition:
Workforce planning is a systematic process for identifying the human capital required to meet agency goals and developing the strategies to meet these requirements.
This definition covers what many consider to be the key elements of workforce planning. The National Academy of Public Administration (NAPA), an organization chartered by Congress to improve government at all levels, broke the definition down in its May 2000 document titled Building Successful Organizations: A Guide to Strategic Workforce Planning. According to NAPA, workforce planning involves:
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A systematic process that is integrated, methodical, and ongoing.
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Identifying the human capital required to meet agency goals; this consists of determining the number and skills of needed workers and where and when they will be needed.
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Developing the strategies to meet these requirements, which involves identifying actions that must be taken to attract (and retain) the number and types of workers the agency needs.
In other words, effective workforce planning is a continuous process that ensures an agency has the right number of people in the right jobs at the right time.
Why is Workforce Planning Important?
Within the next decade, the State can expect to see:
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It's workforce age with an increasing number of employees retiring, which may result in a massive "brain drain" at all levels.
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A shift toward higher-skilled "knowledge worker" jobs.
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Increased competition for talent.
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Workers with changing workplace values and expectations.
In addition, demand for agency services may increase as the State’s population continues to develop with the boom cycle from the mineral and gas industry. This growth could increase demand for government services, especially in the areas of education, technology, law enforcement, and health care. The same is true if Wyoming slides into a bust cycle.
No matter the cycle, agencies that are unprepared face a difficult challenge in attracting, developing, and retaining a workforce that will be competent to address new objectives, new technology, and new business requirements. If done correctly, workforce planning allows agencies to build and shape a workforce prepared to achieve strategic objectives.
Specifically, workforce planning provides agencies with many benefits:
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It allows for a more effective and efficient use of workers. This will become increasingly important as some agencies find themselves having to do the same amount of work or more with fewer staff members.
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It helps ensure that replacements are available to fill important vacancies. Filling vacancies is especially critical as organizations face an increasing number of workers eligible for retirement, combined with labor market shortages and limited compensation levels.
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It provides realistic staffing projections for budget purposes. Realistic projections are very helpful when justifying budget requests to the Legislature.
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It provides a clear rationale for linking expenditures for training and retraining, development, career counseling, and recruiting efforts.
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It helps maintain or improve a diversified workforce.
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It helps an agency prepare for restructuring, reducing, or expanding its workforce.