Set the strategic direction to ensure the workforce plan aligns staffing to the business needs and strategic goals of your department's mission.
Documentation of the strategic direction and critical functions of the department and the internal and external factors that impact the department's workforce.
To gain support of the executive team, and other critical stakeholders, conduct a risk assessment illustrating the business need for workforce planning, and cost associated with lack of planning. For example, the potential impact of retirements, transfers and other separations on cost of training new employees, cost of loss or delays in services, etc. This can be done within a smaller case study context or a comprehensive workforce analysis.
Utilizing concrete examples of workforce risks from your department is the most powerful illustration of the need for workforce planning. In addition, the following are general “What’s In It For Me (WIIFM)” concepts that, if relevant, can be incorporated into a presentation to assist in understanding the necessity:
Maintain executive and stakeholder support throughout the process by delivering continuous communication bout progress, accomplishments, small and large wins, and other successes and impacts to the department.
Allocating sufficient resources to the workforce planning effort is essential in the success of a comprehensive and fully implemented workforce plan. To help inform the development of the Steering Committee
and anticipate the time and resources needed, refer to the Workforce and Succession Plan Checklist | Text Only (RTF). The Tool is used to evaluate workforce and succession planning efforts after a workforce plan is complete and implemented, but can assist departments during the planning process to anticipate critical milestones that need to be accomplished
Workforce planning can be pursued in circumstances with limited resources. Regardless of a department’s size, workforce planning is the responsibility of the whole department. Although there may be one person responsible for coordinating the effort, a dedicated |
Text Only (RTF)Steering Committee
, comprised of full or part-time members, should be established to serve as the support team for workforce planning efforts. For recommendations on Steering Committee members and roles and responsibilities, reference the
Text Only (RTF)Steering Committee Roles and Responsibilities. Although it may not be possible to establish a formal Steering Committee due to limited resources, the Steering Committee Roles and Responsibilities matrix can still assist in identify which division areas and/or levels of the department may be able to assist with the associated aspects of the workforce planning effort.
If it is necessary to narrow the scope of workforce planning efforts due to limited resources, begin by interviewing the executive team to gain information on the top 3 – 5 workforce planning needs of the department. From there, focus on the division/program areas that have the highest impact on the top needs identified. Proceed through the State of California Workforce Planning Model with a narrowed focus on the workforce of those high impact division/program areas. To
Survey and Development Tool |
Survey and Development Tool -
Text Only (RTF) (online version also available) may assist with efforts in collecting this type of information.
CalHR’s Workforce Planning Unit is also available to assist in coordinating your department’s workforce planning efforts.
If a strategic plan is complete and current, identify the mission critical goals, then the critical objectives within each goal. For each mission critical objective consider the human resources need required to fulfill it. All the workforce planning strategies that will be developed should directly support one of these objectives or overlying goals.
If strategic planning has not been completed begin the process by gaining input from division/program areas and stakeholders through meetings and/or surveys to complete one or more of the following:
Department of Finance Strategic Planning Guidelines |
Department of Finance Strategic Planning Guidelines -
Text Only (RTF) to assist your department with this process.
Obtain data on the entire department as well as data related to outside factors (events impacting your department, private sector trends, federal or local influences, or potential organizational shifts, such as changes in how you do business due to
political, technological, economic and cultural shifts).
Analyze the impact of the environmental factors identified in Step 4. Identify current trends to the workforce, and anticipate their future implications. Compare the analysis against demographic trends that you will collect in Phase 2, such as age and retirement eligibility.