Strategic hr planning definition,program edit video shooting,photo slideshow creator software program - How to DIY

I have to tell you that you are setting a new standard for teaching at the business school.
Paul is a leading expert on HR strategy with his seminal textbook into its 2nd edition and a French translation. Running Masterclasses and Workshops to explain the underpinning theory of HR strategy and how it connects with the classic, universal, strategic planning framework adopted in the majority of large organizations.
It is relative easy to review an existing HR strategy against a combination of the above framework and the HR and Learning Maturity Scales and Paul can offer a very quick review or a more detailed report. The current and upcoming chairs of the CUPA-HR Midwest Region Board have committed to developing and executing a strategic plan for the Region. The Midwest Board has wrestled with the concept of providing more valued services to the Region’s members. The Board proposes a mission statement specific to the Midwest Region: CUPA-HR Midwest Region provides innovative services, resources, and leadership in higher education human resources. The Board proposes to develop action game plans and form teams around five initiatives (Bold Steps): Creating an HR academy, Infuse leading edge technology, Focus resources to improve engagement and alignment, Develop a continuity plan to sustain engagement up the line, and Innovation.
The CUPA-HR Midwest Region Board of Directors1 met in February 2011 and decided to launch a strategic planning process for the region. The Board decided to dedicate the majority of their scheduled meeting in May to the initial phases of strategic planning.
Any strategic planning process begins with building a vision of what the end result would look like if the plan were wildly successful. The completed template also allowed the Board to visualize their ideas in the context of outcomes and to live in that future time for awhile without having to weigh the effort it takes to get there. Once the Vision Themes were established, the Board set about using those themes to develop a Midwest Region mission statement and a set of cohesive vision statements. This was also the first time in the process that the Board had in-depth discussions about the plan components, what might help them achieve success and what might be standing in the way.
The draft mission statement, then, was: CUPA-HR Midwest Region provides innovative services, resources, and leadership in higher education human resources. Since the success of any strategic plan relies on broad stakeholder input and support, the Board felt that before proceeding further in the planning process, the mission, vision and bold steps needed to be reviewed by the Midwest membership and others. The plan was also briefly presented to Andy Brantley and Jane Federowicz during the second day of the Board meeting.
ALP will be meeting in July 2011 and the Board intends to finish up their input solicitation and teams formation by the end of summer. Todays, rapidly changing business environment needs a strategic HR planning within the context of the organization’s overall business plan.  To cope up with the emerging requirements, maintain positive work environment  and retaining the talent are few of the major challenges which every HR professionals has to face to make a successful employee friendly company.
With new challenges beyond operational HR issues, the roles and responsibilities of human resource professionals are constantly evolving and expanding. In past, issues related to wages and job security were foremost issues for employees and employers but now the issues like motivation, retention of workforce, mentoring, training, late night works, lesser wages, no job security, ego hassles between teams, rumours from management, dissatisfaction due to unnecessary policies etc. Proactive HR professionals always make efforts in understanding staffing challenges, maintain a positive environment to ensure that team stay focused on their core jobs, and stay aligned with company growth objectives. Current Globality era requires HR professionals of all industries to have a global perspective to cater the needs of managing resources in optimal way. Business can only be successful if leaders and their teams are collaborating between themselves.
Maintaining low attrition rate is one of the major challenges, which every HR professional faces in IT industry. In this competitive market, searching for a talent within limited budgets is a challenging and time consuming task. The success of above multitasking strategy depends on how better HR professionals analyse the resource pool, requirement and perception of management related to employee benefits.  In India, many small and midsize companies take undue advantage of this strategy.
Main challenge for HR professionals is to make a policy, which justifies profits for company and make employees feel enriched. In outsourcing business, an HR strategy plays a very crucial role since they control the quality and productivity of the main assets. Sales consultants at Globality consulting help business owners and organisations who are searching for software developing companies in India for their IT requirements to connect with those service providers who believe in strong HR processes and treat their employees as an asset to their growth. This entry was posted in IT Industry, Outsourcing and tagged globality, HR Challenges, HR Manager, HR Policy, HR Professionals, HR strategy, Human Resource, IT industry, IT solution providers, IT vendors, outsourcing, Talent Retention on June 28, 2013 by Globality Consulting. Great post… I have observed that in some companies the attitude and personality of HR is pathetic .
Information for APS managers and HR Professionals looking to fill vacant positions in the APS.
The APS is transforming the way it does business in order to remain relevant and continue to offer the best policy advice and service. The APS is committed to employing people with disability and creating inclusive work environments that reflect the diversity of the Australian community. This is one of eight modules in the Australian Public Service Workforce Planning Guide, designed to assist you with workforce planning in your agency or department. This module provides an explanation of workforce planning and its importance as a critical business planning tool. The structure of the modules as they relate to the workforce planning process is depicted in Figure 1. The measure of an individual’s ability to achieve the tasks and objectives of their role through the application of skills, knowledge and attributes. May be different for each organisation and may include a mix of senior and junior level roles. Way in which a worker is employed—for example, ongoing, non-ongoing, non-ongoing intermittent, part time, full time, contractor, consultant. Skills, capabilities, qualifications and other attributes required for a particular job family, function or role (depending on the level of detail of workforce segmentation).
The purpose is to split the workforce into logical and practical segments to allow for deeper workforce analysis. A job family is a grouping of similar jobs at the highest level that usually consists of several job functions. A job function is a subgroup of jobs within a job family that require similar skills, capabilities and knowledge. Usually covers a three to five-year time horizon, with many organisations focusing on a four-year time horizon aligned to an agency or department-wide strategic workforce plan. Description of a sequence of events, or situation, based on certain assumptions and factors (variables). Method that helps your organisation understand the possible and plausible future business directions and scenarios that may eventuate so as to make flexible long-term plans and identify possible contingency plans. The number of people—in full-time equivalent (FTE)—an organisation can afford, who have the requisite skills and capabilities to deliver business outcomes.
Workforce capability can be used to describe what is in existence, including latent capability (that is, capability not currently being used), what is predicted may be required in the future and any gap between the two.
When used to describe the absolute numbers of staff, the element of employment type (for example, ongoing, non-ongoing, full time, part time) also needs to be considered.
The dimension of workforce capacity can be used to describe what is in existence, what may be required in the future and any gap between the two.
The other component of workforce capacity is the workforce’s ‘performance’, which includes elements such as staff engagement, motivation and discretionary effort. The workforce an organisation needs to perform its functions and achieve its business objectives, now and into the future. Workforce demand is defined in terms of workforce capability, workforce capacity and the alignment of the workforce to the functional business delivery of the organisation (structure). Deals with immediate and specific workforce issues (such as restructure, conclusion of a significant project or a recruitment campaign for specific skills) and identifies actionable strategies for managing the workforce issues.
An organisation may have a number of workforce management plans if it’s dispersed across a number of geographic locations or business areas. Document you produce to capture the key factors you’ve considered in developing the strategies and initiatives to mitigate your workforce risks. Usually covers the next 12 to 18 months and identifies actionable strategies to address a specific workforce gap in the short to medium term.
Usually covers a three to five-year time horizon, with many organisations focusing on a four-year time horizon aligned to Portfolio Budget Statements. Seeks to address high-level trends and developments that will affect the availability of the workforce required to deliver organisational outcomes. A continuous business planning process of shaping and structuring the workforce to ensure there is sufficient and sustainable capability and capacity to deliver organisational objectives, now and in the future.
To be effective, workforce planning needs to be integrated into an agency or department’s strategic planning framework and incorporate strong governance mechanisms so it can be used to clearly identify the human resource (HR) strategies required to continuously deliver the right people—that is, those with the skills and capabilities necessary for the required work—in the right numbers, in the right place, at the right time. This section explains workforce planning and its importance as a critical business planning tool. Workforce planning is a process of identifying the workforce capacity and capability your organisation needs to meet its objectives, now and into the future. As explained earlier, the guide consists of a number of modules that provide guidance around each element of the workforce planning process, depicted in Figure 2. Workforce planning is an iterative process and your workforce plan should be regularly reviewed and matured over time.
Workforce planning needs to be incorporated into your organisation’s business and financial planning processes.
Human Resources (HR) strategies, in turn, should be informed by workforce planning to ensure they are correctly prioritised and respond to current and future workforce issues.
Workforce planning is a business planning tool that improves your knowledge of your organisation’s business and funding framework to position your workforce to best deliver your business outcomes and manage workforce-related risks.
Increased public value—the ability to increase the level of citizen confidence in agencies and departments to deliver effective, efficient services that meet their personal, physical, welfare and security needs. Financial (value for money)—the ability to reduce costs of operations and transactions associated with delivering service to the community, while fulfilling requirements of government revenues and expenditure. Improved business outcomes—the ability to maintain and improve the quality and effectiveness of services while reducing risks associated with business delivery. Increased capability and capacity—the ability to meet citizen and government demands and expectations, while building trust in the ongoing delivery of outputs and outcomes into the future. Improved decision-making—the ability to make business and investment decisions that take into account the workforce capacity and capability required to deliver successful outcomes. An organisation’s workforce is one of its largest assets and investments and, as such, there is an obligation and a business imperative to plan it properly. Every organisation requires skills and capabilities, and therefore people to deliver its business outcomes.
More information on building a business case, including a benefits management framework for workforce planning, is provided at Appendix A.
Workforce planning can seem daunting if you haven’t done it before, or if you’ve attempted it without the right tools and guidance.
What outcomes does your organisation need to deliver now and over the next one, two, three and four-plus years? What does your organisation need from its workforce, in terms of numbers and skills and capabilities, to deliver its outcomes now and over the next one, two, three and four-plus years?
Where and when does your workforce need to be located to deliver these outcomes, now and over the next one, two, three and four-plus years? At what points in time are segments of your workforce needed (for example, yearly, seasonally, peak times) for business delivery? What are the likely business scenarios your organisation could face that could have implications for workforce demand? What does your organisation currently ‘own’ in terms of employee numbers, skills and capabilities (noting that employees may have extra skills and capabilities in addition to those required by their current position)? What are the forecast workforce capacity and capability shortages based on your organisation’s current workforce profile (age, tenure, separations, retirements), and where are they (in which job family, job function, division, branch, business unit etc.)? What is the availability of the requisite job roles, skills and capabilities in the labour market (taking into consideration the points in time they are needed)? Can you close these gaps by using your employees differently (for example, job redesign, restructure, redeployment)? Can you close these gaps from outside the APS and how can you best do this (how do you attract and recruit new people)? The methodology is the same regardless of the type of plan; it is the forecast period covered by the plan and the level of detail required to adequately respond to workforce related risks that differs from plan to plan.
A strategic workforce plan usually covers a three to five-year forecast period, with many organisations focusing on a four-year period aligned to Portfolio Budget Statements. A strategic workforce plan seeks to address high-level trends and developments that will affect the workforce by identifying actionable strategies. A strategic workforce plan would ideally inform a people plan or strategy, which articulates what your current workforce capability is, what it needs to be and how it will be achieved.

An operational workforce plan usually covers the next 12 to 18 months and should align with the timeframe of your organisation’s business planning cycle. An operational workforce plan is a more detailed plan and may define workforce needs by month or quarter depending on the nature of your organisation and the level of monitoring required. A workforce management plan deals with immediate and specific workforce issues (such as impending restructure, the conclusion of a significant project or the addition of a new business line) and identifies actionable strategies for managing these. Your organisation may have a number of workforce management plans, depending on the complexity of your business or if your workforce is dispersed across locations. A clear articulation of the workforce strategies you need to implement to mitigate the risks identified in the gap analysis (refer to ‘Gap analysis and strategy and initiative development’ module). Appendix B provides a suggested outline for a workforce plan and Appendix C provides additional guidance on the circumstances which might warrant one or several workforce plans.
A number of ‘myths’ generate perceived barriers to workforce planning, and are often why organisations don’t attempt workforce planning in a systematic or coordinated way. Workforce planning is crucial in small organisations where losing an employee or two can have a significant impact on the business, as they make up a large proportion of your workforce. Even when it’s not planned and deliberate, your organisation is constantly undergoing change in response to changes in your external environment. Workforce planning forms part of management responsibilities and involves the joint input of senior executives, line managers, business managers, financial specialists and HR practitioners. Workforce planning is a business activity that needs to involve your executive and line managers, as they are ultimately responsible for the workforce that delivers your organisational outcomes. Financial specialists are best placed to provide insight into workforce budgeting, cost modelling and affordability, while HR is best placed to facilitate the planning process and provide insight on how best to ‘raise, train and sustain’ the required skills and capabilities. As workforce planning affects the whole workforce, employee representatives should also be consulted during the process where appropriate. Workforce planning isn’t about predicting the future, however the use of scenario planning is a useful tool to understand possible futures. The iterative nature of workforce planning will also help mitigate risks of an uncertain future.
It’s rare for an organisation’s workforce data to be 100 per cent accurate, and substantial benefit can still be achieved from workforce planning, by using qualitative measures or broad assumptions. The public sector deals with issues that the private sector can’t, as the public sector has the primary responsibility of helping government tackle domestic and global challenges that significantly affect Australia’s strength and prosperity. Workforce planning is recognised as particularly important in the public sector but generally not well practiced or understood. Workforce planning is one of the key elements to building ‘One APS’[3], as it can set the foundation and motivation for mobility between agencies and departments.
Workforce Planning Audit Report by the Australian National Audit Office in 2005[4], which recommended that agencies and departments ‘identify workforce risks specific to their agency with clear reference to a consideration of organisational capability’.
Blueprint for Reform[5], which identified consistent workforce planning issues across the APS and recommended strengthening the workforce by coordinating workforce planning. The State of the Service Report published annually by the Australian Public Service Commission, which highlights workforce issues identified through both agency and employee surveys. Figure A1 outlines a benefits management framework you can use selectively to articulate the benefits that would result from your workforce planning outcomes. Table A1 outlines the key headings of a business case you may want to consider under benefit category, benefit type and key performance indicators (KPIs). The figures and explanation in this appendix are intended to provide additional guidance on how you might wish to structure your workforce plan based on the complexity of your organisation. This example considers an agency with around 8000 staff and a presence in all major capital cities and some smaller regional centres. Programs 1, 2 and 3—have large divisions with a large number of staff and a presence in all locations. Program 4—has a small number of staff in one location so one strategic plan covers all staff and the requirement for operational plans is not deemed to be necessary.
This example considers an agency with around 270 staff and a very small presence in all major capital cities. Programs 1, 2, 3 and 4—have small sections with a small number of staff and a presence in all locations. In the same way as it is vitally important for a Company to have its own clear sense of direction, as a whole, it is equally vitally important that the Human Resources Strategy is linked in strategically with that direction.
Without the Human Resource Strategy, linked to the various and total operational strategy, the ultimate Company Strategy will have problems succeeding. Spend some time uncovering your competitive advantages based on an understanding of your strategic position. Strategies: The route you intend to take and the general methods you intend to use to reach the top of that specific mountain. Short-Term Goals and Actions: Specific moves for climbing the sections of rock and ice that confront you right now.
The SWOT analysis helps you get a better understanding of the strategic alternatives and choices that you face. If your team wants to take the next step in the SWOT analysis, apply the TOWS Strategic Alternatives Matrix to help you think about the options that you could pursue.
WO Conversion Strategies: Strategies that minimize weaknesses by taking advantage of opportunities. Evaluate the options you’ve generated, and identify the ones that give the greatest benefit, and that best achieve the mission and vision of your organization. Long-Term Strategic Objectives– Using the information gathered in your SWOT, for each of the following areas develop at least one objective, but no more than five to seven. The “Financial” perspective indicates whether the company’s strategy, implementation, and execution are contributing to top and bottom line improvement include the following: Cash flow, Sales growth, Market share, and ROE. The “Customer” perspective is focused primarily on creating value and differentiation when acquiring, retaining or servicing the customer. Focusing on “Internal Processes” in operations has the greatest impact on customer satisfaction.
Keep in mind that the strategic objectives establish should connect your mission to your vision. For maximum effectiveness, goals must state how much of what kind of performance and by when it is to be accomplished.
Attainable: While goals must provide a stretch that inspires people to aim higher, they must also be achievable, or they are a set-up for failure. Time specific: With reference to time, your goals must include a timeline of when they should be accomplished. Download a free strategic planning cheat sheet covering the major parts of a plan, common pitfalls, and good strategy guidelines. Realize 10% of the company’s annual sales from the small business market by end of the next year. To help monitor your strategic plan, one of the best tools around is the Balanced Scorecard, developed by Kaplan and Norton from Harvard.
By the time organizations get to cascading their strategy, many are tired and worn out from all of the work leading up to this point. Here we widen the circle of the people who are involved in the planning as functional area managers and individual contributors develop their short-term goals and actions to support the organizational direction. In the OnStrategy system, all the strategic objectives cascade down to the team member action items. While the plan is for five years, it is imperative that the chair be in a supportive and leading position with regard to plan and both Nancy Grassel and James Gallaher have made such commitments.
This is not unlike most association boards where membership is driven by the perceived value of what one gets out of the membership.
The plan is published for review, comment, feedback, engagement, additional ideas, and to generate enthusiasm, support and volunteerism. We attribute that to being steadfast and united in purpose and because the ideas and concepts themselves have been the topics of discussion for years (for those with longevity). The CUPA-HR Midwest Board is not unlike other association leadership groups who are always looking for ways to increase the value of membership. Karl Sparks and James Gallaher were asked to lead the effort since they both had experience using the Grove Consulting2 methodology (a structured, graphic model based on a set of templates). Most importantly, the Cover Story Vision begins to provide the basis for more defined vision statements that serve as the building blocks for a strategic plan. The Board also has access to fiscal resources that it could bring to bear on these initiatives. To that end, a session at the ensuing Midwest Region Conference was used to introduce the templates to an audience of CHRO’s.
Success of HR decisions depends on company’s business strategies and objectives, which in turn helps HR professionals to develop programs related to employee retention, their training and development and performance oriented rewards. HR professionals need to work independently without any interference from management so that they can make better recommendations and decisions. Due to global talent crunch, they are bound to look beyond traditional ways of hiring and retaining resources.
They are learning and sharing the knowledge to grow as a single team instead of different business units.  HR professionals play a key role here, during short listing candidates they look for mind-set who can adjust within company environment, bring positive attitude, and potentially become a leader.
This industry is growing rapidly and lot of successful ventures are launching to grab the share of this blooming industry. HR professionals expected to utilize one resource on multiple projects.  While focusing on ROI, HR professionals ensure that resources are cross-trained on different skill sets and can do multitasking without being exhausted. Companies take employees for granted and make them work for extra hours with no basic benefits such as cabs, over times, bonuses etc. Lot of efforts goes in from HR professionals to make employees satisfied, maintain a positive and learning work environment and have stringent HR processes that help company and employees to grow together rather than just having policies which no one follows.
It is imperative for companies to have best HR policies so that their clients get best results and value for the money they pay. It can be read in isolation; however there are linkages to other modules, just as there are linkages between the elements of workforce planning.
It draws out the basic set of key questions underpinning the terminology associated with workforce planning, and busts some common myths that generate perceived barriers to workforce planning. For example, one job function within the job family of ‘Administration, facilities and property’ might be ‘Executive assistants, secretaries and receptionists’. A job role is a subgroup of jobs within a job function that allows for further refining and grouping of required skills, capabilities and knowledge. It sets the strategies that will enable the transition of the workforce from its current state to that required to meet the challenges of the future. Scenarios are used in estimating the probable effects of one or more variables, and are an integral part of situation analysis and long-range planning.
It refers to the skills and knowledge of the workforce, including elements such as its ability to be innovative. Refers to the ‘availability’ of the workforce to do work, for instance the absolute numbers of staff available with the necessary skill sets (including their level of the skills) and other elements such as levels of absenteeism (or presenteeism). However, if the lead time to fill critical job roles is longer than three to four years, the forecast period may need to extend beyond this. A suite of actionable strategies will be articulated to mitigate the workforce risks identified. It will be particularly helpful if you’re looking to build a business case to obtain executive buy-in for workforce planning in your organisation.[1] You might choose to do this as part of your initiation of, or planning for, workforce planning, to ensure you have buy-in from your executive from the outset. It’s about knowing your organisation’s business and using this knowledge to position your organisation’s workforce to best deliver your business outcomes and manage workforce-related risks.
It aims to ensure that the right people—those with the skills and capabilities necessary for the work—are available in the right numbers, in the right employment types, in the right place and at the right time to deliver your business outcomes.
Ideally, it should be aligned with your organisation’s business planning so it can respond to changes in business direction.
It also needs to be informed by strategic and business plans at your agency or department level and your organisational level. Workforce risks may manifest in different shapes and forms within an organisation and are highly dependent on the agency or department’s business, internal demographics and the locations where business is being delivered. Agencies and departments that integrate workforce planning into their strategic business and financial planning and become forward looking with desired business outcomes and the workforce needed to execute these outcomes will realise these benefits. This encompasses the ability to ensure business continuity while responding quickly to changes in business delivery to meet government and citizen needs. Shaping your workforce takes time and effort and therefore lends itself to careful planning and implementation. Particularly in knowledge-intensive organisations, such as government agencies and departments, people are vital to the effective functioning of an organisation. Scope, complexity and terminology are some reasons why workforce planning can seem intimidating. Depending on the complexity of your organisation and your chosen approach to workforce planning, you may have one workforce plan that focuses on the strategic direction of your whole organisation, or you may have several workforce plans covering different forecast periods for different divisions, branches or business units.

It indicatively describes the future workforce capability and capacity requirements to deliver against your organisation’s strategic plan. It identifies actionable strategies to address a specific workforce gap in the short to medium term, and describes the workforce capability and capacity requirements to deliver against your organisation’s business plan. Despite its shorter term focus, you need to look further into the future (at strategic-level horizon) to understand where your organisation is headed. It’s important to have a workforce planning process in place to enable you to take appropriate action when this happens.
The Executive are best placed to provide insight into your organisation’s longer-term strategic direction, while line managers and business managers are best placed to understand the business outcomes that need to be delivered and the skills and capabilities needed to deliver them. It requires thought about future uncertainties, to develop an awareness of possible risks and the ability to identify and implement strategies to address them.
It’s easier to forecast 12 months ahead than it is five years ahead, however, you need to plan past 12 to 18 months for critical job roles—longer if these roles require a significant skills-development lead time (or ‘time to productivity’). In many cases, this means the public service faces relatively complex, difficult, or so called ‘wicked problems’.
Public service employees also work on legislation, regulation and vital service delivery to millions of Australians, and any shortfall in organisational capability will impact on these outputs, and thus on the Australian Government’s ability to realise its objectives.
Workforce planning can thus create an opportunity for public service employees to gain experience and knowledge by working for a range of agencies and departments, thereby adding value to the individual, the agency or department and the APS as a whole.
The framework provides the common language you need to express the benefits that would accrue from the workforce plan you ultimately develop.
Its business is primarily regulatory and involves a mix of face-to-face interaction with clients off-site, and centralised advisory services across a diverse range of policy areas. Therefore they each have strategic plans for all divisions and operational plans for the three largest divisions.
Its business is primarily advisory and regulatory, with a mix of face-to-face interaction with clients off-site and centralised advisory services across a narrow spectrum of policy areas. For example, you may need more technology skills and less research skills, or more regulatory skills and less policy skills.
Management Advisory Committee 2005, Senior Executive Service of the Australian Public Service: One APS—One SES. This involved the Company working together as a team, with everyone pulling in the same direction. Your competitive advantages are the essence of your strategic plan because strategy is about being different. If you have a 5-year vision, these would be 3- to 4-year intermediate objectives on the way up the mountain.
These would be analogous to detailed annual plans for getting things done this year on the way to the 3-year objective. Our cloud-based software and hands-on services closes the gap between strategy and execution. Positive long-term results rely on defining the competencies needed to maintain market leadership and maximizing the effectiveness of those internal systems. These objectives are long-term (think 3-5 years), continuous strategic areas that get you moving from your mission to achieving your vision. Today, over half of the Fortune 1000 companies in North America are using the Balanced Scorecard, which has become the hallmark of a well-run organization.
You want to set goals that convert the strategic objectives into specific performance targets.
The scorecard is to be used as both a measurement and management tool to assist in fulfilling your organization’s vision. These measures indicate whether your organization’s strategy, implementation, and execution are contributing to bottom line and top line improvement. These measures identify the infrastructure that your organization must build to create long-term growth and improvement. Clearly identify where the monthly number is coming from and who is responsible for reporting on it. The primary purpose of key indicators is to give you a big-picture look at the organization with a relatively small amount of information. But before you take that action, determine if you are going to develop a set of plans that cascade directly from the strategic plan, or instead if you have existing operational, business or account plans that should be synced up with organizational goals. These goals should still be SMART and are generally (short-term) something to be done in the next 12-18 months. Keep the acronym SMART in mind again when setting action items, and make sure they include start and end dates and have someone assigned their responsibility.
The newly formulated board being seated 1 July 2011 will take up the plan, incorporate membership feedback and approve the plan.
The Midwest Board wanted to go beyond providing an annual conference and an occasional newsletter.
The Board attributes the strategic planning process with facilitating a comprehensive and cohesive way to look at initiatives and how they inter-relate. Challenges identified included the difficulties of resource coordination, change management issues, lack of documentation of region history, and the fact that CUPA-HR Midwest Region is an all-volunteer organization. The templates were also posted in the general assembly area of the conference and attendees were asked to look at them and engage board members with their ideas and feedback. It was also the plan of the Board to share the plan with Midwest state chapter chairs at ALP for their input. This is the least develop aspect of the plan, so far, but it serves to show how a five year plan might be accomplished by looking in six month increments out over the next two years. In this, cutthroat competition HR professionals are required to develop a strategy that can retain the talent. They also define the process and matrix to track the training results for improvement in training materials. This module is also helpful if you’re looking to build a business case for executive buy-in for workforce planning in your organisation. For example, what the organisation needs in a recruitment or branding policy or an occupational health, safety and wellbeing policy. This includes full time, part time, casual and contracted employees who are working for or supplying services to the agency or department. Or you might choose to undertake some preliminary demand, supply and gap analyses first, to inform your business case, and then provide an evidence base for the need to undertake workforce planning.
Workforce planning identifies the HR strategies required to mitigate workforce risks and deliver optimum business outcomes within available funding. Systematic workforce planning improves agencies’ and departments’ decision making and investment in the workforce which ultimately improve workforce and business effectiveness. Consequently, a shortage or surplus of people poses a significant threat to your organisation’s ability to deliver its business outcomes within budget. Employee numbers by job role or job capability set would be aggregated to total numbers required a year, giving a high-level overview of the workforce you require.
Workforce planning will reduce the risk of this occurring and ensure continuity in the provision of services to the government and citizens. Mobility across agencies and departments broadens employees’ career possibilities within the APS and, as such, can ensure that corporate knowledge is retained within the APS. Figure C1 shows how a large agency such as this might choose to structure its workforce plan. Figure C2 shows how a small agency such as this might choose to structure its workforce plan. Keep in mind that there are risks attached with conducting workforce planning only for a small subset of a larger organisation.
Therefore, staff numbers alone are not informative enough in the workforce planning context.
Use your SWOT to stay grounded and realistic as you build a roadmap from where you are today to where you want to be. It is deliberately choosing to perform activities differently or to perform different activities than competitors to deliver value to your customers. Ask yourself what the key activities are that you need to perform in order to achieve your vision.
Effective goals clearly state what, when, how, and who, and they are specifically measurable. For example, a measure might be “# of new customers” or “% complete” and a target might be “500” or “100%”, respectively. For example, if you’re target is a 10% increase in sales over the year, break the target down to a monthly number.
The whole point of using a scorecard is to make adjustments, now, on time, before it’s too late.
Cascading action items and to-dos for each short-term goal is where the rubber meets the road – literally. A pitfall is to develop multiple sets of goals and actions for directors and staff to manage. Since these action items support your previously established goals, it may be helpful to consider action items your immediate plans on the way to achieving your (short-term) goals. In a 2-tier plan, the department goal would be the team member goal and the team member goal an action. Team leaders will be identified and teams formed around the five action steps identified as critical to the transformation of the Region.
This strategic plan is their outline of how to make improvements in the services to, and engagement of, the membership. The planning process then gave the Board a clearer road map to accomplishing the ideas that have been on the table for a long time.
Objectives for the two years are established and specific steps are outlined for the increments. Training new talent, knowledge sharing a costly affair and good companies are willing to go extra miles to save talent and maintain a growing and positive work environment. Your choice will depend on factors such as the knowledge of, and level of support for, workforce planning of your executive, the success or otherwise of previous attempts to progress workforce planning within your organisation, and the availability of existing workforce data and analysis. Table 1 lists the reasons why, at a strategic level, the need to get workforce planning right is compelling. Workforce planning enables you to identify and mitigate these workforce-related risks, and is an important component of organisational risk management. They should address what you need to do in the short-term (think 1-3 years) to achieve your strategic objectives.
Begin by asking “What are the key performance measures we need to track in order to monitor if we are achieving our goals?” These KPIs include the key goals that you want to measure that will have the most impact in moving your organization forward.
Moving from big ideas to action happens when strategy is translated from the organizational level to the individual.
Fundamentally, at this point you have moved from planning the strategy to planning the operations; from strategic planning to annual planning. In other words, identify all the actions that need to occur in the next 90 days and continue this same process every 90 days until the goal is achieved. Board members (and other advocates) may attend state chapter meetings to promote the plan and get additional input. Once the Bold Steps are solidly in place with input and support from the membership, the idea is to form 5 teams, one around each Bold Step. A mark of a good strategic plan is one that is clear and focused (not too many goals and objectives), as well as balanced – telling a strategy story about how your whole organization is linked and aligned to drive key performance indicators.
That said, the only way strategy gets executed is to align resources and actions from the bottom to the top to drive your vision.
Finally, it was thought that dedicating a portion of the annual conference to the strategic plan (communicating results, updates, and additional future planning) would be an important vehicle in keeping the membership engaged in the plan. I thought it was worth sharing, because it gives everyone some key insights from a business leader (and you’ll see why I love my job so much).
A side benefit would be increased member engagement and more opportunity to identify and develop leadership prospects for chapter and Region posts. I see how our sales, receivables, and other metrics are faring.If that leaves you wanting more, here is a link to the expectations Mike has for the leaders within our organization. Good stuff!HR strategic planning process challenge for youI hope you enjoyed the responses and maybe even learned something that you can implement in your own organization.
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