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Workforce planning readiness assessment

ASSESSMENT OF WORKFORCE PLANNING READINESS

 

Workforce planning readiness represents the willingness and capability of an organisation to engage in workforce planning activities. This assessment of readiness considers the commitment of the organisation's leadership, management, and employees, and the availability of expertise, time, and technology to perform workforce planning.

The ability to conduct workforce planning and address workforce related issues and problems depends on the organisation's commitment of resources. An organisation's level of readiness is one of the important considerations in deciding the appropriate level of resources to devote to subsequent workforce planning steps. In addition, the level of sophistication in workforce planning should correspond to the magnitude of the workforce problems that are addressed

ASSESSMENT OF READINESS FOR WORKFORCE PLANNING

Scale:1 = not at all/low; 2= partly; 3 = fair degree;

4 = completely/high; calculate your % out of a maximum 100 points

 

A. Introducing a workforce planning system to complement business performance requirements

Score 1-4

1. Do you have a business/service planning process, which integrates corporate and departmental objectives?

 

2. Are your business/service plans with their resource implications, communicated between departments and the HR Directorate?

 

3. Does your organisation work to a holistic ‘one-organisation’ approach to people resourcing?

 

4. Does your organisation develop longer-term business/service plans, providing a framework for shorter term decision making?

 

5. Does the planning process link finances, human and other resource related issues for bothshort term and longer-term budget and business/service strategies?

 

6. Do your planning cycles complement and feed into each other, e.g. business planning, project planning, team performance & individual performance assessment and training & development requirements?

 

7. Do you evaluate the cost of turnover within your organisation? (i.e. hidden costs such as expertise but also direct recruitment and training costs).

 

8. Does your organisation have the capacity (skills, knowledge) to prioritise and undertake workforce planning?

 

9. Is the organisation clear about what it wants to achieve through workforce planning and has it communicated this to stakeholders?

 

 

 

 

 

B. Assessing current capacity and planning for the future

 

Score 1-4

10. Do you have a clear assessment of the numbers of employees and the skills needed to carry out today’s tasks efficiently?

 

11. Do you have comprehensive, up to date and accessible personnel records?

 

12. Do you have information on employee skills and training records for the whole workforce?

 

13. Do you capture the reasons why people leave your organisation, by department, grade and occupation?

 

14. Do you know how long employees stay with the organisation?

 

15. Do you have a clear assessment of any areas of instability caused by turnover/absence, etc?

 

16. Do you know how employee’s progress within the organisation e.g. career pathways?

 

17. Do you have a ‘map of change’ (or organisational development activities) and how it will affect the numbers and types of employees required, e.g. e-government, Best Value recommendations, etc?

 

18. Do you know where you will have an excess or deficit of employees in particular functions, locations, grades depending on available business/service strategies?

 

19. Have you considered only one view of the future or a number of different scenarios?

 

20. Do you have a training needs analysis that considers the range of skills employees will need in the future in order to deliver improved services?

 

21. Do you have a training plan that addresses the future skills needs of employees?

 

22. Do you have recruitment & retention strategies that support the business objectives and link to your workforce requirements for the future?

 

 

 

 

 

C. Monitoring and evaluating your systems

Score 1-4

23. Do you have a workforce plan that supports and delivers business/service improvement?

 

24. Do you review and, if necessary, revise the workforce plan, particularly in response to unexpected changes?

 

25. Do you have a defined set of indicators against which to measure the performance of strategies arising out of the workforce planning activity?

 

 

 

Gary Watkins

Gary Watkins

Managing Director

BA LLB

C: +27 82 416 7712

T: +27 11 462 0982

F: +27 86 689 7862

Website: www.workinfo.com
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