Workforce Planning _ Career Management

Workforce Planning _ Career Management - EA 151 - Human...

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Unformatted text preview: EA 151 - Human Resource Management Workforce Planning 7&‘Caiéer' Magenta ' ' Planning for the Future: _ 0 Primary goal: Getting the right number of people with the right skills, experiences and - . competencies in the right jobs at the right time. I Consists of a series of actions: 0 Analysis of present workforce competencies; 0 Identification of competencies needed in the future; 0 Comparison of the present workforce to future needs to identify gaps and surpluses; ' o Preparation of plans for building the workforce needed in the filture; 0 Evaluation process to assure that the workforce competency model remains valid and that objectives are met. - Data to consider: 0 Workforce demographics ' Age ‘ Availability of KSAs within the organization Availability of KSAs outside the organization Workforce diversity ' Occupational trends Changing career expectations 0 Retirement projections Eli gibility/early retirement Retirement rates ‘ 'o Succession planning Turnover rates Key positions Replacement charts 0 Business strategies and long—range goals Career Management: The process of enabling employees to better understand and develop their career skills and interests, and to utilize employees’ skills and interests effectively over time. - ' ' .._m.,,, 0 Components: 0 Classification system for describing the work (what jobs are related to other jobs) 0 Talent database (HR Inventory; what KSAs and other information does each employee have) 0 Career paths connecting jobs together, laterally and horizontally 0 Training and development system which serves as bridges between jobs and career paths. career paths Within the organization and the requirements for movement within desired career paths, and the acquisition of additional skills and experience to meet requirements. Career Development: Life-long series of activities that contribute to an employee’s movement along a career path. - Succession Planning: The on—going process of systematically identifying, assessing, and developing organizational leadership to enhance performance. 0 Identify “key” jobs. - - Identify and assess qualified candidates for replacement chart. 0 Create queue for succession into key positions. Issues: 1. How do you increase diversity within the organization and within management/leadership ranks without violating the law? 2. What do people want me career? Do they have a greater alliance to the “work” than to the “Organization” or “job”? 3. What kind of psychological contract should organizations have with their employees? Four Components of a Workforce Planning Model: i“ supply Analysis? What people Will—you haven signifies based—(Sn'yoiirbrgaiiiiation’s needs? 0 Baseline data on existing staff—HR Inventory.- _ o Turnover rates to anticipate shortages/surpluses. 0 Evaluation of sources of suppiy to anticipate the ability to close gaps in needs. ‘ 0 Evaluation of training/development opportunities to increase supply. In Demand Analysis: What people will be needed in the future based on future work ‘ ' demand? - ' 0 Evaluation of changes in the business to anticipate increased/decreased demand. I 0 Evaluation of changing work processes which will impact workload and subsequent work demand. 0 Evaluation of the impact of technology on work demand. ‘ - Gap Analysis: Does the supply meet future demand? Where will the supply exceed demand? Where will demand exceed supply? - 0 Comparison of demand needs to supply. 0' Solution Analysis: What strategies including recruiting, training, re-training, deployment, promotion and outsourcing will be needed to meet future demand? 0 Evaluation of alternative strategies for introducing the competencies needed into the organization. ' 0 Evaluation of alternative strategies for moving people through the organization to - ensure sufficient leadership and management in the future. 0 Evaluation of alternative strategies for deploying people across the organization to respond to changes in Work demand in different units. 0 Evaluation of alternative strategies for moving people out of the organization when they are no. longer needed. ' Highly experienced, Most valuable, mission long—term employees critical employees Relatively untrained, Trained professionals, replaceable employees replaceable “:25 “cmmczcou ncm .2..me .EEBE he 223223 may—$33: Btume ucwEn2m>wo w unwE>oEwo 6053362 ucmEou 583mg new 332% $0525 no cozflwgemufi .3qu zmaefi 230: E28. 2332 208 233 mmmcmE 9.5 $3 mw.>o_aEw ucm 28:an mmEum fimExm \‘Gcwymnfiouv r252: 223 2:5 mama “22.3 mmo_u B 33323 nongmo ucwEmmmcmE yawning—mun— .H, .; . acwEummcmE 2.53m w co_u_m_=uud .... . vcmEmo “Ema... "Eu—E. _ €22. >mwumbm «cw—m... ...
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This note was uploaded on 02/12/2012 for the course UGBA 101A taught by Professor Mccullough during the Spring '08 term at University of California, Berkeley.

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Workforce Planning _ Career Management - EA 151 - Human...

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