Workforce Planning Standard

This document lays out the Standard for Workforce Planning as established by The Center of Human Resources Management at CCJK Technologies.

Plan Overview

Focus Area: Human Capital Management / Workforce Planning Standard

Name of Campaign: Workforce Planning Standard

Subject Matter Engaged Participants: CCJK Team Managers and members

Scope

This standard outlines recommendations to CCJK developing or implementing workforce planning. It addresses general guidelines around process, data, metrics and governance that may be adopted by CCJK desiring to develop workforce planning capabilities.

Definitions

Workforce Planning: The aim of Strategic Workforce Planning is to reduce business strategy execution risks associated with workforce capacity, capability, and flexibility. It is:

 An ongoing process to identify the workforce needs for the future;

 Identification of the gap between demand and supply for staff – workforce numbers, job roles and skills – and the resultant degree of business risk

 A critical part of corporate planning and a driver for high impact HR strategy;

 A PLAN to inform business decision-making (action and accountability);
Strategic workforce planning is taking the steps today to ensure we have the:
Right people with the right skills at the right time in a right place for right price.
To reduce business strategy execution risks associated with workforce capacity, capability, and flexibility.

Demand Analysis

Demand analysis identifies what type of workforce will be needed to be able to deliver on CCJK’s business goals. The focus of this step should include functions that CCJK must perform and not just on the people. For example, if we know where we want to take the business (e.g. grow revenue by 25%) how many and what type of employees will we need?

Supply Analysis & Forecasting

Understanding the workforce profile of the CCJK is critical for strategic workforce planning:

 In order to identify and mitigate the workforce risks of the future, it is critical to understand the current composition of CCJK’s workforce and trends within it as they align with the CCJK’s strategy;

 Whatever the goals of the CCJK, it is important to know whether or not the current workforce will have the capacity and capability to deliver on the CCJK’s future strategy.

Gap Analysis

The gap (supply minus demand) assists in identifying the key workforce risks for both capacity (numbers) and capability. This focuses on the questions:

 Where are the surpluses/shortages?

 What is driving the shortage/surplus? (Growth, resignations or Others)

 Is the gap bigger when you consider skill changes?

Data Points

Data provides a fundamental starting point for workforce planning. This section outlines the data required both as inputs and outputs of an effective Workforce Planning Process at CCJK. Each of these is detailed below.

Employee Descriptive Data

Employee descriptive data includes all data captured in the employee data record. Employee data is foundational to workforce planning. Employee data is required as an input to key metrics, workforce analysis (supply and demand), forecasting and ongoing workforce planning reporting. When using employee data, CCJK should ensure that security protocols and governance is in place. Examples of employee descriptive data include, but are not limited to:

 Current job position (i.e. the specific job / position occupied)

 Job and Job Family (this would be a link to a common / standard list of jobs)

 Current Location

 Job History – previous jobs and locations (include start and end dates)

Demographic information

Age

Gender

Ethnicity

Years of Service

Exist target age, based on Exist rules that are specific to contract / employment type

Current annual costs

Salary and other cash compensation

Benefits (excluding training)

Skills and competencies (with date acquired)