Now that the workforce gaps have been identified, prioritize the areas where you have the most pressing needs so you can develop solutions. In order to use available resources wisely, it is essential to determine the most critical workforce gaps and develop solutions that enable you to continue to meet the organization's strategic goals and critical business outcomes.
This phase brings together the findings from previous phases to develop a comprehensive plan containing practical strategies that will address the organization's workforce needs over the duration of the plan (best practice is three to five years).
Strategies for where you want your organization's workforce to be in the next three to five years which will serve as the basis for your workforce plan.
Classify gaps and risks in terms of recruitment, retention, employee development, knowledge transfer and succession management. Some gaps and risks may fall into an ‘other’ category.
Present gap analysis findings and the list of at-risk classifications from Phase 2, in addition to the classification of gaps and risks in Phase 3 Step 1 to the Steering Committee PDF | RTF to determine priorities for developing strategies.
Work with the Steering Committee to develop strategies to address gaps and risks.
Utilize the State of California Succession Management Model to assist in developing succession management strategies.
Determine which solutions will be recommended to senior leadership and present them for approval.
Develop a comprehensive workforce plan to align with the organization's strategic plan, organize data analysis, and include strategies addressing gaps and risks by level of priority.
Utilize the Workforce Plan Checklist PDF | RTF to help ensure a comprehensive workforce plan.
Create an action plan including specific, measureable, achievable, realistic, and time-based metrics for each strategy.
Workforce Plan Template DOCX | Blank Template DOCX, see Pages 4-6 and Appendix C
Workforce Plan Checklist PDF | RTF
Recruitment - Outreach, identification, and hiring of individuals who possess the competencies required to achieve the organization's goals.
Retention - An organization's strategic approach to reduce the number of employees voluntarily leaving its workforce.
Employee Development - The process of enhancing and/or increasing workforce capabilities through providing access to education, training, and/or experiential opportunities.
Knowledge Transfer - The activities conducted to transfer expertise, learning, and skills to an employee.
Succession Management - The process of identifying and developing a talent pool with the potential to fill key positions, identifying competency gaps, and developing strategies to addressing the needs.
Review the data analysis findings from Phase 2 to categorize workforce issues that may fall in one or more of the following areas: recruitment, retention, employee development, knowledge transfer, succession management, and ‘other’, if necessary. Also consider the impact of separations based on high-risk classifications.
To assist in determining priorities you’ll want to consider:
Brainstorm and prioritize solutions that resolve the major gaps identified in the areas of recruitment, retention, employee development, knowledge transfer, succession management, and ‘other’.
Succession management supports workforce planning by establishing an organization's strong bench strength continuity. The process involves identifying and developing a talent pool with the potential to fill key positions. A key position is one whose decision-making authority and related responsibilities significantly influence organizational policies, strategic goals, business operations, or mission-critical projects. A key position can be a managerial position or a highly specialized individual contributor position. See the State of California Succession Management Model for specific guidance on developing a succession plan.
Organizations may choose to apply succession management strategies to any variety of positions which would benefit from a succession management approach.
An important approach for succession management can be applied when an organization wants to plan for leadership continuity. For example, if a Career Executive Assignment (CEA) position has been identified as a key position that supports a critical function, then feeder classifications reporting up to the CEA would be strong candidates for succession management. As illustrated through the following procession of classifications: Staff Services Manager II, would be developed to succeed → Staff Services Manager III, would be developed to succeed → CEA.
There are three major types of knowledge:
When implementing knowledge transfer strategies, the organization's leadership team should acknowledge and challenge common barriers, such as:
While employees may not be aware of their own barriers, it is important to communicate these along with suggestions for alternative perspectives.
In selecting the final strategies to recommend, consider the following factors:
Use the Workforce Plan Checklist PDF | RTF as a guide to develop a comprehensive workforce plan that also meets CalHR's policy requirements. The plan is a living document that is continuously assessed and revised. It should be an accessible and manageable document that reflects a realistic approach to addressing challenges with your organization's workforce. Additional guidance for organizing the workforce plan can be found in the Workforce Plan Template DOCX | Blank Template DOCX.
Develop a descriptive action plan for each strategy that includes:
Additional guidance for developing an action plan can be found in the Workforce Plan Template DOCX | Blank Template DOCX, Appendix C.