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0 Getting Started Status Assessment 508

The document is a status assessment for an organization's strategic workforce planning activities. It lists 19 activities and asks the respondent to rate the organization's status on each one from strongly disagree to strongly agree. It then asks the respondent to check the top 3-5 priority activities that may dictate next steps based on the organization's current needs and potential workforce risks.

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29 views

0 Getting Started Status Assessment 508

The document is a status assessment for an organization's strategic workforce planning activities. It lists 19 activities and asks the respondent to rate the organization's status on each one from strongly disagree to strongly agree. It then asks the respondent to check the top 3-5 priority activities that may dictate next steps based on the organization's current needs and potential workforce risks.

Uploaded by

cá nhân Quản lý thu nhập
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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NIH Strategic Workforce Planning Status Assessment

Strategic Workforce Planning Activities Status: Is my organization


doing this? Check
1 2 3 4 Your Top
Instructions: Complete the status assessment for each activity below,
Strongly Disagree Agree Strongly 3–5
then check the top 3-5 priority activities that may dictate next steps Disagree Agree Priorities
based on your organization’s current needs and potential workforce risks.
Strategic Direction
1. Strategic workforce planning is well accepted and supported by executives and
leaders.
2. A plan is in place to deal with labor and skill shortages in the future.

3. The workforce plan is closely aligned to the business strategy.

4. Strategic, future-focused (as opposed to operational, current state-focused)


workforce planning is practiced.
Role Segmentation: Key and Mission-Essential Position Identification
5. Roles have been categorized based on their importance to executing strategy
(i.e., critical, core, supportive, or misaligned).
6. Top talent is assigned to critical/key jobs: the fit between “A” roles and “A”
talent is strong.
7. Competencies, or needed skills and capabilities, for each critical role have
been identified.
8. The depth of the candidate pool/potential successors (capabilities and
readiness) for each critical/key role is understood.
Environmental Scan
9. The internal and external environment factors that impact the present and
future workforces are well understood.
10. The risk associated with important environmental factors is assessed.

Workforce Supply
11. Analytics and data are used to analyze different workforce profiles and
trends.
12. The profile and characteristics of the current workforce are clearly
understood.
Workforce Demand and Gap Analysis
13. The no-change future state is used to forecast what the current workforce
would look like if no changes or adjustments were made.
14. Scenario planning is used to help understand the future workforce
characteristics.
15. Both quantitative and qualitative data are used to construct future scenarios.

16. A gap analysis is performed to reconcile the differences between the current
and future state needs.
Solution Implementation and Monitoring Progress
17. The best decisions about how to address skill and competency gaps are made
through hiring, developing, and using external resources.
18. A detailed action plan is in place to accomplish the initiatives required by the
strategic workforce plan.
19. The strategic workforce plan is monitored so that if conditions change, the
plan can be modified or redirected as needed.

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