1 copyright tom bechet 2007 strategic workforce planning: part 3: applying the swfp process in...

1Copyright Tom Bechet 2007

Strategic Workforce Planning:Part 3: Applying the SWFPProcess in (Company Name)

Prepared for:

Program/Session Name

Company Name

Date

Presenter Name/Title

Consulting Company Name

Consulting Company Phone

Contact Email Address


Session OverviewVerify that the SWFP approach is appropriate

Define where SWFP “fits” within your company’s strategic context

Select and clarify the critical staffing issue to be addressed first

Define and “flesh out” your initial staffing model• Finalize model structure and parameters

• Gather required data

• “Load” and run the model

Identify “next steps” and accontabilities


A Reality Check...

Does this approach to SWFP “make sense”?

Is it a realistic approach?

Will it address critical staffing issues and provide valuable outcomes?

What are the greatest strengths of the process?

What are the biggest challenges to implementation?

Is it applicable to and appropriate for us?


How Does SWFP ApplyIn (Company Name)?


Defining the Context for SWFP


Placing SWP in your Strategic Context...

1. “Inventory” what you have... Business

PlansHuman Resource/

Staffing Plans

Long Term

What guides/drives thebusiness/resource allocationin the long term?

What long term humanresource or staffing plans/strategies exist?

Short Term

What guides/drives thebusiness/resource allocationin the short term?

What short term staffing orresource allocation plansexist?


2. Now answer these questions:

Are any pieces “missing”?



How consistent are the initiatives in each cell?Are they well integrated?Do they “flow”?Do they build on each other?



How do the cells relate?How do the cells “link”?In what direction does information flow?Are any links missing?Might some need to be strengthened?



BusinessPlans

Human Resource/Staffing Plans

Long TermMissionVisionObjectivesStrategies

HR StrategiesStaffing Strategies

Short TermOperatingPlans/Budgets

RecruitingMovementCareer PlanningSuccessionDevelopmentTraining



BusinessPlans








BusinessPlans






SWP


Developing the “Initial Implementation”


How Does This Apply in (Company Name)?What major “business” changes are anticipated?• Significant growth?• Expansion of service areas?• New facilities?• New services?• Changes in technology or platforms?

What staffing issues/implications might those changes raise?

• Capabilities?• Staffing Levels?

Which of these issues are most critical?


How Does This Apply in (Company Name)?What other staffing issues exist?• Lack of management depth?

• Significant retirements (quantity and capabilities)?

• Chronic shortages?

• Lack of adequate workforce diversity?

Which critical staffing issue (from either set) will we address first?

Define model parameters for that issue• What regions and jobs do we need to be include?

• What planning horizon is appropriate?

• What should our staffing model structure be?

• What possible staffing solutions should we include?


How Does This Apply in (Company Name)?Develop key assumptions• Voluntary turnover rates

• Retirement assumptions

• Method for defining staffing requirements

• Staffing actions/solutions to include in the model

Define and gather required data• Starting headcounts

• Known additions/losses (if any)

• Required staffing levels and capabilities


How Does This Apply in (Company Name)?Define “next steps” and accountabilities for each step• Define and gather required data

• Build, “load”, and run the model

• Calculate staffing gaps and surpluses

• Review gaps and surpluses across periods and develop staffing strategies

• Define staffing plans for each period

• Enter staffing plan information in the model and verify that gaps and surpluses are addressed adequately

• Identify supporting actions (e.g., development), accountabilities, and time frames for each plan item

1 copyright tom bechet 2007 strategic workforce planning: part 3: applying the swfp process in...

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