Purpose:
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Objective:
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Description:
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Task Instructions:
The current and strategic workforce needs of the organization are documented.
- The organization’s current workforce needs are documented from inputs
provided by each unit that identify the number of people required to accomplish the unit’s committed work compared to the number available, the unit’s current staffing plan or objectives, the workforce competencies needed to conduct the business activities constituting these commitments compared to the unit’s current capability in these workforce competencies, and the unit’s anticipated future commitments that have current staffing implications. - The strategic workforce needs of the organization are documented from inputs that anticipate the organization’s future business activities.
- The organization’s current capability in each workforce competency is compared to its current and strategic workforce needs to determine staffing and development requirements necessary to satisfy these current and strategic needs.
- The organization selects, from the organization’s current and anticipated workforce competencies, those workforce competencies that require action be taken to meet identified staffing and development requirements.
- The organization documents the list of selected workforce competencies requiring competency development activities in its strategic workforce plan.
Measurable objectives are established for developing the organization’s capability in each of its selected workforce competencies.
A competency development plan is produced for each of the organization’s selected workforce competencies.
- Competency development plans for each of the organization’s selected workforce competencies are developed according to a documented procedure
that specifies the schedule for producing and updating the plan, responsibilities for contributing to or producing the plan, processes to be used in producing and approving the plan, and the information to be included in the plan. - The competency development plan for each selected workforce competency is based on the competency development requirements established by comparing the organization’s current level of capability in the competency with the capability needed to accomplish its currently committed work, the strategic needs for this competency based on anticipated future business activities, and the organization’s established competency development activities.
- The competency development plan for each selected workforce competency includes measurable objectives for developing capability in the workforce competency, the number of people anticipated or required with the needed competency over the period covered by the plan, how the number of people with the competency will be developed or staffed, the internal workforce activities needed to develop the competency, the competency development time typically required for individuals to achieve the required level of capability in the workforce competency, the resources to perform the workforce activities needed for developing and maintaining the competency, how the competency will be maintained or enhanced over time, and the rate of change in the knowledge, skills, and process abilities composing this competency needed to support the organization’s anticipated business activities.
- The competency development plan for each selected workforce competency undergoes review by all affected parties.
- The organization’s competency development plans are incorporated into the organization’s strategic workforce plan and provide input to planned workforce activities by units.
Competency development plans are reviewed and revised on a periodic and event-driven basis.
- Competency development plans are periodically reviewed and revised with a frequency that matches anticipated rate of significant changes in the knowledge, skills, and process abilities composing the competency, appropriate opportunities to assess progress in competency development and take corrective actions, or the need to review and revise the organization’s strategic workforce plan.
- Competency development plans are reviewed and revised on an event-driven basis when rapid changes in business, technology, or other relevant conditions require changes in knowledge, skills, or process abilities composing the competency, changes in committed work or other business activities substantially change the staffing requirements for the competency, or competency development activities are failing to achieve their intended
results. - Competency development plans are revised according to documented procedures.
The organization establishes and maintains a strategic workforce plan to guide its workforce practices and activities.
- The strategic workforce plan is developed using a documented procedure that specifies the schedule for performing Workforce Planning activities, schedule for periodically reviewing and revising the strategic workforce plan, individuals or groups responsible for different strategic Workforce Planning activities, resources required for the Workforce Planning activities, and the process for reviewing and approving Workforce Planning activities by all affected parties and by executive management.
- The strategic workforce plan integrates the competency development plans for each of the organization’s selected workforce competencies.
- The strategic workforce plan documents the organization’s decisions regarding the mechanisms through which workforce competencies will be developed or provided.
- The strategic workforce plan provides long-term requirements for growth or shrinkage in various workforce competencies and for guiding the development of competency-based practices.
- The strategic workforce plan provides guidance for planning unit workforce activities.
- The strategic workforce plan includes descriptions of anticipated organizational changes required to attract, develop, motivate, and retain the workforce required to execute its future business.
- The strategic workforce plan includes a risk assessment of the organization’s ability to attract, recruit, and retain the workforce that will be needed for conducting its future business.
- The strategic workforce plan is reviewed and revised periodically to reflect changes in the business.
- The strategic workforce plan provides input to the organization’s business plan and strategy concerning the availability of the workforce needed to perform planned or anticipated business activities.
Units plan workforce activities to satisfy current and strategic competency needs.
- Each unit defines and documents performance objectives for developing the workforce competencies needed to perform its business activities, contributing to the strategic competency development objectives of the
organization, and performing planned workforce activities that support these competence development objectives. - Units plan their workforce activities to satisfy the current competency needs of the unit, and their performance objectives relative to the organization’s strategic workforce plan.
- Units plan their workforce activities with guidance from the organization that indicates schedules and events relevant to the unit’s workforce activities, resources available to assist in planning or performing the unit’s workforce activities, inputs from the organization’s strategic workforce plan or other relevant sources, information needed by the organization concerning the unit’s workforce needs and activities, and how planning information is to be represented and communicated.
- Each unit’s workforce activities are planned by those accountable for workforce activities within the unit, in collaboration with those responsible for coordinating unit plans with plans or activities at higher organizational levels.
- Units identify and document their workforce requirements (e.g., staffing levels, competency needs, training requirements, etc.) for the next planning period.
- Units identify and document unit- and organizational-level activities required to support their current and future workforce needs.
- Units identify, assess, and document the risks associated with the unit’s workforce activities.
- Plans for each unit’s workforce activities and related planning data are documented and maintained.
Units review and revise plans for workforce activities on a periodic and event-driven basis.
- Plans for a unit’s workforce activities are periodically reviewed and revised
with a frequency that matches the schedule for establishing work commitments and performance objectives, appropriate opportunities to assess progress in planned unit workforce activities, or the need to review and revise the organization’s strategic workforce plan. - Plans for workforce activities within a unit are reviewed and revised on an event-driven basis when rapid changes in committed work, technology, or other relevant conditions require changes in competencies or workforce activities, changes in committed work or other business activities substantially change staffing requirements, or planned workforce activities are failing to achieve their intended results.
- Where appropriate, units revise their plans for workforce activities according to documented procedures.
The organization develops succession plans for its critical positions.
- Critical positions are identified.
- Critical position profiles are developed that provide a description of each position, the competencies required to perform its responsibilities, and critical success factors.
- A candidate pool for each critical position is developed.
- For individuals identified through candidate pools, staffing, performance management, training, career development, and similar development activities are based, in part, on succession planning objectives.
- The progress made by candidates in developing the workforce competencies required for critical positions is tracked.
The organization’s performance in meeting the objectives of its strategic workforce plan is tracked.
- Progress in meeting the objectives of the strategic workforce plan is reviewed periodically with executive management.
- If results deviate significantly from the objectives documented in the strategic workforce plan, corrective action is taken.
Progress in meeting the objectives of the competency development plan for each of the organization’s workforce competencies is tracked.
- For each workforce competency, an individual or group is assigned responsibility for tracking performance against its competency development plan.
- If results deviate significantly from the competency development plan for a specific workforce competency, corrective action is taken.
- Progress against competency plans is reviewed on a periodic basis with executive management.
Each unit’s performance in conducting its planned workforce activities is tracked.
- Each unit periodically reviews its status in performing planned workforce activities.
- The progress of each unit in executing its planned workforce activities is periodically reviewed at the organizational level.
- Corrective actions are taken when results deviate significantly from a unit’s objectives in performing its planned workforce activities.
- Progress in meeting each unit’s objectives in its development plan is periodically reviewed with those responsible for higher level units and those responsible for workforce activities.
