Develop a Workforce Plan

• A 3-5 year forecast of your organization aligned to business needs and outcomes
• Identifies the workforce implications, current, transition and future of business strategic objects including scenario planning

• A 12–18 month plan aligned with the business planning cycle
• Gathers, analyzes and reports on workforce planning strategy

Workforce estimates:

• The internal and external supply and demand
• Labor costs
• Organizational growth rates
• Revenue sources

Identifying job and competency needs

• Doing a skills-and-interest inventory

Identifying metrics

• Determine the effectiveness of workforce planning

Designating:

• The progression plan for key positions
• The growth and development of existing staff

Leadership development:

• Designating high-potential employees
  
• Coaching
• Mentoring
• Rotating people into different projects

Estimating current and future needs:

• Head count
• Positions
• Location
• Timing

Backfill positions:

• Designating key-position backups

Be knowledgeable of environmental forecast:

• Forecasts of industry and environmental trends
• Be conscience of a competitor's assessment

Forecasting turnover rates:

• Identifying who is at risk
  
• Determine the staff organizational role
  

Career pathing:

• Develop plans on how to retain staff
• Career counseling for employees to help them advance their careers
  

Deciding who is eligible for redeployment:

• Impact to the department losing the staff member
• Impact to the department gaining the staff member

Designating the percentage of employees who will be contingent, and in what positions.

Determine:

• Who is eligible
• When they are eligible
• Who will replace them
• What alternative work arrangements are available that could prevent a retirement problem

Instituting opportunities to:

• Set expectations
• Assess individual and organizational success
• Put together development plans (both individual and collective)

List of positions to include in your plan:

• Overall ongoing and fully funded positions
• Other positions that are funded – describe the length of time that they are funded (this semester, year, multi-year, etc.)
• Open positions that are fully funded
• Open positions without the necessary funding

List of positions to include in your plan:

• Instructional delivery model – what is the “mix” of adjuncts, full time teaching faculty (ladder/non-ladder)
• Overall set of “ongoing and fully funded” positions
• Other positions that are funded – describe the length of time that they are funded (this semester, year, multi-year, etc.)
• Open positions that are fully funded
• Open positions without the necessary funding

Positions essential to the department that play a major role in setting direction and significantly enhance the opportunity for departmental success.

Key positions in the delivery of services and producing results. They are the "Engine of the Enterprise", overall functionality and the duties and responsibilities are essential to meet the goals, mission, and vision of the department.

Positions that provide needed services, however, choices can be made to deliver services through alternative means.  

• Determine your current workforce payroll
• Calculate estimates for the next 3 years of payroll using SIRI

• Estimate the anticipated payroll reductions each year for 3 years due to attrition from your current workforce
• If you are responsible for fringe costs, include these costs in your estimates

Using market data, for each year for the next 3 years estimate the cost of:

• Replacement positions
• Reorganization
  
• Reimagined positions