Workforce planning process - within the annual planning and budget review process
Workforce planning is a medium to long term strategy, and Faculties and Divisions are expected to align planning, risk, workforce planning and budgets to integrate these into both annual and longer term planning cycles. In preparation for the Planning and Budget meetings held in November each year, Faculties and Divisions will create a workforce plan to outline the projected human resource issues that will be encountered in the next 1-3 years and to describe the strategies selected to respond to these issues.
- Preparing for the annual meeting
- Developing the Plan
- Changes to staffing profile outside of the planning process
Download the Faculty/Division Annual Workforce Plan Report [DOC] for completion.
Preparation Questions for the Meeting
The following questions will guide the discussion at the annual Planning and Budget Meeting:
- What stage are you at with Planning, Resource Management, Workforce Planning, Risk Management - (refer to PIRI cycle)
- What progress have you made since last year?
- What further support do you need?
- What would you like to do differently next year?
- How far beyond this are you thinking?
- What would your staff establishment look like in 3 years?
- How do you intend to get there?
- What strategies and planning is underway to developing a workforce profile [by 2011] which reflects the University Equity Plan indicators?
- What professional development and leadership development strategies have you in place for next year and beyond?
- Do you anticipate any need to access co-investment funds from the University. to support initiatives that underpin the University Strategy 2007-2011
Developing the Annual Workforce Plan
Step 1 - Align workforce planning with University Strategy
Analyse the University planning documents (University Plans, Operational Plans, Student Statistics etc.) are analysed to develop a set of assumptions about the workforce required in the next 1 - 3 years to achieve strategic objectives.
Consider current performance against the indicators and use the questions in the template as a guide to test your assumptions.
Step 2 - Analyse supply and demand issues
Analyse the current workforce to determine if it is meets these assumptions. Useful resources for this step can be found on the Reports and Data page.
Use the questions in template to identify the key workforce planning risks for the next 1-3 years ie: what critical positions, functions, skills, knowledge and/or expertise is required that is not currently available?
Step 3 - Develop solutions
Any gap between the current and future workforce is translated into strategies for change. In trying to adjust the workforce profile, a mix of strategies is used including:
- Job analysis and design to specify the current and future requirements of the work
- External recruitment to introduce new skills or renew the skills required
- Flexible staffing arrangements - to provide the capacity to set a pre-determined release date for staff by using fixed-term and casual appointments. This may also include non-salaried appointments [eg adjunct or honorary academic appointments].
- Investment in existing staff through Internal Secondment and Professional Development to develop the skills required
- Succession planning to ensure that a pool of staff develop the required skills and knowledge for key positions
- Performance management to target and improve performance
- Transition to Retirement - a number of options are available to assist to maintain performance by planning for changes to the workforce and so individuals can manage the financial and social aspects of leaving paid employment.
- Retention of older staff - as a means of retaining knowledge and maintaining the workforce. This may involve the use of alteration of duties until an agreed retirement date.
- Post retirement employment - to ensure continuity of the academic workforce and to manage knowledge transfer and succession planning. This may include adjunct, honorary appointments, and casual appointments.
- Relocation, redeployment, redundancies -when the proposed workforce profile falls within the change management provisions of the CSU Enterprise Agreement 2005-2008
The Human Resources policy, procedures and guidelines to attract, retain and develop staff are outlined in the Resources for Managers.
To gain approval for the workforce plan:
- Complete the Faculty/Division Annual Workforce Plan Report [DOC]
- If appropriate, complete the Staffing Profile Changes [XLS] spreadsheet with detail the known /anticipated changes to the current workforce and the proposed changes to the staffing profile in next year including identification of a funding source. [Include an Organisational Chart if appropriate.]
- Proposals are to be developed in collaboration with the relevant SEC portfolio manager. Analysis and advice about the strategies selected can be obtained from the Manager Workforce Planning and Performance.
- The plan is then submitted to the Senior Executive Committee for endorsement as part of the annual planning and budget process. Upon return of the plan, any suggested modifications are incorporated into the plan and a copy is forwarded to the Division of Human Resources who will support the implementation of the plan.
Step 4 - Review and improve practice
Workforce practice, strategies and plans are systematically reviewed to ensure they contribute to the attraction, retention and development of a capable workforce to deliver the University Strategy. Use the questions in template to guide this review process.
Changes to the Staffing Profile outside the Planning Process
Any proposed changes to the staffing profile including recruitment, retention and retirement activity, are submitted to the Division of Human Resources detailing how the change will support the approved workforce plan. This will be subject to normal budget requirements. Documents which will support this process include:
- Recruitment & Establishment Requisition Form is used when making a change to the Staff Establishment - either to recruit to a new position or to change an existing established position.
- Long Service Leave (Reimbursement for Costs of replacing a staff member) this form is used if an employee is to be replaced during a period of LSL absence.
- Maternity Leave (Contribution towards the cost of replacing a staff member) this form is used if an employee is to be replaced during a period of Maternity leave absence.
- Higher Duties Allowance - General Staff (Request form) is used in the absence of the incumbent of a position on leave or secondment; to undertake a project with responsibilities at a higher level than employee's ordinary work; pending recruitment after the resignation of an employee or to a newly established position; or pending structural change