Workforce Planning &

Development Model
 Overview
what is workforce planning?
Workforce planning is an organised process for:
 Identifying the number of employees and the types of employee skill sets
required to meet your organisation’s goals, strategic objectives and service
delivery requirements.
 Developing a plan of action to ensure that the appropriate workforce will be
available to provide quality services to the Community Sector clients in the
Northern Territory.

why is it important?
Within the next decade, the Community Sector in the NT can expect to see:
 A growing number of retirements from our predominantly mature workforce.
 Increased competition for highly skilled employees.
 An increasing demand for organisation services.
 Continuing financial challenges.
To address these factors, organisations must take the time to develop useful
workforce plans to ensure they have the right number of people in the right jobs at
the right time to meet their goals and objectives, and to plan for future growth.

This Workforce Planning & Development Model is a reference for that purpose.
It was designed to assist NT Community Sector organisations with their
workforce planning processes and in developing their workforce plans. The
workforce planning model and processes described in this guide are derived from
considerable research on workforce planning in other states and thorough review
of available literature.

Many industries and organisations have developed models for workforce planning.
Except for variations in terminology and the order of the processes, most models
are somewhat similar. The model documented in this guide has attempted to take
into account the unique operating cultures and needs of the NT Non-Government
Community Sector. It is simple, flexible and can be modified to address your
organisation’s specific and distinctive needs.
 Workforce Planning &
Development Model

Phase i - Getting Started

Determine your workforce future

functional requirements using your
organisation’s strategic planning
and budgeting processes.

Phase IV - Monitor, Phase II - workforce analysis

evaluate & revise

 Assess what is working and  Analyse supply: your current

what is not working workforce profile

 Make adjustments to the  Analyse demand: your future

workforce plan workforce profile

 Address new organisational  Analyse gap: identify discrepancy

issues that affect the plan between supply & demand

 Update the workforce plan and  Develop strategy: recommend

communicate the plan solutions to reduce shortages
in staff and the skills required –
document this plan.

Phase iii - Implement plan

 Communicate the workforce plan

 Implement strategies to reduce
gaps and shortages
 phase i - getting started
Determining your organisation’s Strategic Direction
Strategic planning sets an organisation’s direction and defines its goals and measurable
objectives. These goals and objectives not only provide the basis for determining
necessary financial resources, but they also provide the basis for determining workforce
needs.

Workforce planning complements and is a follow-up to strategic planning. A workforce

plan translates strategy into action to identify workforce staffing and training needs. It
attempts to answer the following questions:

• How many and what types of jobs and skills are needed to meet the mission and
strategic goals of the organisation?

• What strategies should the organisation use to hire, retain, or teach these skills?

To understand your organisation’s direction and future workforce needs, a summary of

the mission, strategies, and goals over the next five years will need to be documented
and analysed. Usually the most valuable workforce planning information can be found
in your organisation’s strategic plan and budget.

Starting place actions to consider

Strategic Plan  Document and/or analyse your organisation’s strategic plan.

 Identify mission, key strategies, goals and workforce issues.
 Determine whether there are pending changes to the
organisation’s mission that would affect your workforce now or
in the future.

Budget Information  Analyse your budgets and forecasts.

 Determine whether there will be budget issues affecting your
current or future workforce.

Decide Scope Determine whether your workforce plan will also cover your entire
workforce or a more limited scope, such as:
 Focusing only on occupations delivering key services.
 Focusing only on occupations that are difficult to recruit to or
retain people in.
 Focusing on a particular stategy outlined in the strategic plan
to ensure that the right people are available to get the work
done.
 phase ii - conducting your
workforce analyses
Analysis of workforce data is the key element in the workforce planning process.
Workforce analysis frequently considers information such as occupations, skills,
experience, retirement eligibility, diversity, turnover rates, education, and trend data.
There are four key steps to the workforce analysis phase of the planning model. These
steps are illustrated below.

Step 1: analyse supply

Supply analysis focuses on an organisation’s existing and future workforce supply. It
answers the question, “What is the existing profile of the current workforce, and what
does it need to be in the future to accomplish our goals and objectives?” To assist with
this process refer to the Current Staff Profile Template (spreadsheet) and Workforce
Profile Template (spreadsheet) provided in the “Templates” folder on the Workforce
Toolkit CD.

Starting place actions to consider

Determine Supply Factors Determine and document the workforce profile:

 Identify your employees’ ages, genders, ethnicity factors
(if relevant), education levels and length of service.
 Determine the skill profile of your workforce. You may want
to compare the best, average, and poor performers. What
knowledge, skills and abilities do high performers use to
achieve success?
 Identify any workforce management issues that affect your
workforce.
 Ask your frontline managers to identify segments of the
workforce that are currently or potentially vulnerable.
 Review retention, turnover, promotion patterns and leave
usage.
 Determine whether your organisation’s turnover rate affects its
ability to deliver services.
 Review staff retirement plans and patterns.
 Project what the skill and experience level of the current
workforce needs to be in the future.
 How have and will retirements affect your organisation and
ability to deliver service?
 What other challenges might affect the organisation’s ability to
recruit and retain important skills?

Step 2: analyse demand

Demand analysis identifies the future workforce needed to carry out your organisation’s
mission. The focus of this step should be on the work the organisation must perform
and on the staff needed to perform that work. To assist with this process refer to the
simple Workforce Profile Template (spreadsheet) provided in the “Templates” folder on
the Workforce Toolkit CD.
 Starting place actions to consider

Examine Internal/External Demographic

Environmental Factors  Identify significant external demographic issues that are likely
to influence the demands placed on the organisation, such as
the aging population.
Technological
 Investigate how technology can and will be used to enhance
service provision.
 Identify jobs that will be affected by technological
enhancements.
 Determine whether any changes in technology will affect the
number of employees needed to do the work or the type of
skills needed.
Economic
 Are there funding and economic considerations that have
particular relevance to the organisation and its provision of
programs and services?
Labour market
 Identify labour trends.
 Examine student information available from educational
institutions.
 Assess where you might get staff from both internally and
externally.
 Identify issues associated with the use of non-permanent staff,
including cost and supply.
Summary
 Will the way the work is being done need to change?
 Will programs/services be added or deleted?
 Will current employees have the necessary skills to do the
work in the future?
 What types of employees/skills are needed for the future?
 Will the workload change?
 Will more or fewer employees be needed?

Step 3: GAP Analysis

Gap analysis involves comparing the workforce supply projection (Step 1) to the
workforce demand forecast (Step 2) and attempting to answer the following questions:
• What new skills will the organisation need to accomplish its goals and objectives?
• Does the organisation’s workforce currently have the anticipated needed skills?
• What job functions or skills will no longer be required?
The organisation will establish workforce strategies based on the results of this analysis.
Analysis results may show one of the following:
• A gap (when projected supply is less than forecast demand), which indicates a
future shortage of workers or skills. It is important to know what critical jobs will
have gaps so the necessary training or recruiting can be anticipated.
 • A surplus (when projected supply is greater than forecast demand), which
indicates a future excess in some categories of workers and may require action.
The surplus data may represent occupations or skills that will not be needed in
the future or at least will not be needed to the same extent.

Step 4: Strategy Development

The final step in Phase II, the workforce analysis phase, involves the development
of strategies to address future gaps and surpluses. Strategies include the programs,
policies, and practices that assist an organisation in recruiting, developing, and
retaining the critical staff needed to achieve its mission and strategic goals.

Strategies can fall into the broad categories of:

• Recruitment strategies to find and hire apprentices and trainees or qualified
candidates from the private sector. Check out the following topics in the Toolkit for
some additional suggestions:
• Topic 1 – How do you find the people you need?
• Topic 2 – Advertising your job
• Selection strategies to help you find, recognise and select the best possible
candidates in what is often a very competitive marketplace. Take a look at these
Toolkit topics for some innovative and perhaps even radical ideas:
• Topic 3 – So, why don’t you tell me about yourself
• Topic 4 – Use simple, user-friendly recruitment processes
• Retention strategies to encourage employees to stay in the organisation. Some
initiatives to consider as well as a retention checklist and some stress–buster ideas
have been provided:
• Topic 5 – Is it just about money?
• Topic 6 – Stress…what can we do about it?
• Staff development strategies to build capacity by shaping and developing staff
capabilities and prepare employees for new roles or responsibilities. We have
developed some templates to help you document and manage this process. Refer
to the Individual Learning and Development Plan Template and Skills Profile
Template provided in the “Templates” folder on the Workforce Toolkit CD.
• Succession planning strategies to ensure that there are qualified people capable of
filling critical positions, and knowledge transfer strategies to capture the knowledge
of experienced employees before they leave your organisation. Take a look at Topic
7 – What if?...a quick and easy guide to Succession Planning in the Toolkit.
Remember: Strategies should be kept to a manageable number so they can be
achievable, and they should be prioritised to allow your organisation to focus its
resources on the most important strategies first.
 phase iii - implementing
your workforce plan
An organisation may need a separate action plan to address the implementation
of each strategy in your workforce plan. Before implementing the plan, you should
consider:

Strategies can fall into the broad categories of:

• Ensuring that there is executive and board support for the workforce strategies.
• Allocating necessary resources to carry out identified workforce strategies.
• Clarifying roles and responsibilities in implementing the strategies.
• Establishing timelines.
• Defining performance measures, milestones and expected deliverables.
• Communicating the plan.
Remember: Your workforce plan should be implemented in connection with the
requirements of organisation’s strategic plan. If the strategic plan changes due to
unanticipated funding, leadership or even legislative changes then adjustments to
workforce plan strategies may be necessary.

phase iV - Monitor,
Evaluate and Revise
Ongoing evaluation and adjustments are important in workforce planning and are key to
providing a usable process that works for the Community Sector.
Workforce plans should be reviewed annually. If an organisation does not regularly
review its workforce planning efforts, it risks failing to respond to unanticipated changes
and challenges.
Consequently, you should establish a process that allows for a regular review of your
workforce planning efforts to:
• Review performance measurement information.
• Assess what is working and what is not working.
• Adjust the plan and strategies as necessary.
• Address new workforce and organisational issues that occur.
Organisations should ask the following questions to determine whether the plan needs
revision:
• Have organisation strategies changed?
• Are the assumptions used in both the demand and supply models still valid?
• Have there been changes that would require a review of the strategies?
 Useful Definitions
Workforce Planning:
Workforce planning is looking at what an organisation needs to accomplish in a
given period of time; what knowledge, skills, and experience are required to get
the job done; and how large and what type of workforce is required to provide
that mix of skills, knowledge, and experience. It defines the activities necessary
to have “the right people with the right skills in the right place at the right time”.
Functional Requirements:
Are the key functions that need to be performed in order to accomplish the
direction set out in the Strategic Plan. Remember: functional requirements focus
on the job function not on the people needed to do the job.
Strategic Planning:
Is an organisation’s process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy.
Workforce Profile:
Is a collection of confidential data about your employees. It can include age,
gender, employment status (permanent part-time, casual), tenure, remuneration
and qualifications.
Frontline Management:
Is the first level of management, that is, the level of management that oversees
or manages the actual doing of work.
Gap analysis:
The difference between what is needed and what is available. It also represents
the difference between where you are and where you want to be.
Succession Planning:
A process designed to ensure the continued effective performance of an
organisation by making provision for the development and replacement of key
people over time. Succession planning is generally considered to be a strategy
of workforce planning.
Performance measures:
Common measures for evaluating performance include outputs, outcomes, and
efficiency. Performance Measures answer the question, ‘How is the organisation
doing at the job of meeting its strategic objectives?
Milestone:
Is a key achievement at a specific stage in a project. A milestone is typically an
important project event, such as the achievement of a key deliverable.
Deliverable:
Measurable outputs, services, items or change produced by a given
project or activity.
 Workforce Planning Templates
- Quick Help Guide
This guide is designed to assist in the completion of the workforce planning templates.
You can find the templates in the “Templates” folder on the Workforce Toolkit CD.

The following provides a brief description of each of the templates with instructions on
how to complete them:
• Current Staff Profile (spreadsheet)
This template provides you with the ability to document your current staff profile.
A sample spreadsheet with sample data is provided for your guidance.
• Workforce Profile (spreadsheet)
This template provides you with the ability to analyse your current workforce profile
(Supply Analysis), future staff requirements (Demand Analysis) and the resulting
Gap Analysis to give you information WORKFORCE PROFILE TEMPLATE
regarding current and future workforce ENTER ORGANISATION NAME
Employment Status Planned FTE GAP
requirements. Permanent

Temporary
Part-time

The template is based on a single

Casual

Year 1

Year 2

Year 3

Year 4

Year 1

Year 2

Year 3
Actual
FTEs Users:
spreadsheet that requires you to enter Users:
Enter the number of FTE for
each position in the year you
Enter Full Time Equivalent (FTE)
the following information: e.g. 4 days per week = 0.8 FTE
anticipate you will require the
staff

• Existing Workforce. Enter a separate

line for each position type within each location.
• Future Workforce. This is based on your future staff requirements to meet
changing business needs and requires you to enter the total number of staff you
will require in each position/location in the year in which you will require them.
Comments to provide assistance are included in the spreadsheet. These can be
accessed by moving your mouse over the red triangle at the top of each column
The spreadsheet will then automatically calculate a Gap Analysis that shows in
which year you need to increase or decrease staff. An example spreadsheet with
sample data is provided for your guidance.
• Skills Profile
This template details the required skills to perform specific job roles within your
organisation. Each job classification within your organisation should have an
appropriate skills profile. An example Skills Profile with sample data is provided for
your guidance.
• Individual Learning & Development Plan
This template allows you to build and record development plans for each individual
within your workforce. It also provides the ability to track progress against the plan.
An example Individual Learning & Development Plan with sample data is provided
for your guidance.
 Report dated 2/09/08
Workforce Planning Template – Current Staff Profile
CURRENT STAFF PROFILE TEMPLATE
ENTER ORGANISATION NAME
Employment Status

Staff
ID

Date
First Start
Classification
Permanent
Part Time
Temporary
Casual
Employee Name Date of Birth M/F Job Title Location

Level
FTE Highest Level of Qualification Attained

Classification Levels
1 = critical role
3 = required role
5 = optional role
 Workforce Planning Template Report dated 2/09/08
– Workforce Profile

WORKFORCE PROFILE TEMPLATE

ENTER ORGANISATION NAME
Employment Status Planned FTE GAP

Highest Level of Qualification Required

Job Title Location
Actual

Level
Classification
Permanent
Part-time
Temporary
Casual
Year 1
Year 2
Year 3
Year 4
Year 1
Year 2
Year 3
Year 4
FTEs

Total
Classification Levels
1 = critical role
3 = required role
5 = optional role
 Skills Profile Template
Job Title
Core organisational competencies
What will be the core competencies required
for our organisation?

Job family competencies

What will be the common competencies
required for this function, team or job type?

Job specific competencies

What will be the specific competencies
required for this job role?
Individual Learning and Development Plan Template
Name:
Date:
Job role:
Department/team:
Line Manager:
Process: Identify assessment method (self, evidence based, line manager verification)
of individual against the skills profile for the job role, linked to performance management
cycle.

Strengths

Learning needs

Development required (priority)

Continuous improvement areas