Strategic Staffing Plan

1 Strategic Staffing Guidebook Table of ContentsExecutive Summary_____1 Section 1: Introduction - Introduces Background ---------------------------------------- - 2the reader to factors driving the need for Issues driving the need for Strategic Staffing --3a Strategic Staffing planning process in Purpose of the guide ------------------------------ 4state government. The guide as a living document -------------- 4 Section 2: Basic Strategic Staffing What Is Strategic Staffing ------------------------ 5 Concepts - Defines the parameters of Purpose of Strategic Staffing -------------------- 5 Strategic Staffing ; lists objectives and Benefits of Strategic Staffing -------------------- 5benefits of using the 3: A Recommended Description ---------------------------------------- -- 6 Process - Introduces the Strategic Roles and responsibilities ------------------------ 7 Staffing model.

2 The accompanying Involving others ------------------------------------ 8narrative describes each step. Strategic Staffing model-------------------------- 8 Included is an explanation of the Methods of measuring results------------------17roles and responsibilities of the key Linkages to other processes --------------------20individuals who need to participate Timelines ---------------------------------------- ---21in all processes. Addressing costs----------------------------------- 21 Section 4: Tools, Techniques, Implementation checklist-----------------------23and Hints Provides examples and Demand exercises------------------------------- --27a tool to calculate Staffing gaps/surpluses. Gap matrix example -----------------------------34 The Strategic Staffing Team also has Spreadsheet template ----------------------------37co mpiled tips from benchmarks, case Suggestions----------------------------- ------------38studies, and a consultant.

3 Lessons learned -----------------------------------38 Section 5: Getting Started Implementation process ------------------------40 Develop a planning team and Key participants -----------------------------------41beg in the process. Potential barriers-------------------------------- --41 Section 6: Reference Materials Glossary ---------------------------------------- -----42 Includes a glossary, reading list, and Working examples and case studies ----------45case studies. Training opportunities Contact people ------------------------------------47an d additional consultant information Reading list ---------------------------------------- -48will be added as it becomes available. For more information ----------------------------50 Acknowledgements------------------------ -------50 Strategic Staffing Guidebook1 EXECUTIVE SUMMARYThis guidebook recommends an approach to Strategic Staffing for theState of Minnesota as developed through the Human ResourceReengineering Project Strategic Staffing Team.

4 The process outlined inthis guidebook will provide managers with key information to makeinformed Staffing Staffing is a process for defining and addressing Staffing impli-cations of Strategic and operational plans. Staffing , in this context,includes all managed movement into, around, and out of an organization( , recruitment, hiring, promotion, transfer, redeployment, attrition,retention, etc.). Strategic Staffing also takes into consideration otherhuman resource (HR) activities such as employee development Staffing is not intended to be a process for determining layoffsor a proscriptive roadmap for job guidebook presents a design concept for Strategic Staffing that canbe used at any level or agency within state government. It focuses oncritical issues within the context of existing Strategic or operationalplanning processes.

5 It does not recommend the development of a comprehensivemaster plan for all Strategic Staffing model is visually portrayed with each step de-scribed in the narrative. Briefly, the future Staffing requirements (thedemand) are determined by Strategic and operational planning efforts(issue identification). Simultaneously, the model takes current staff dataand forecasts what the future Staffing needs (the supply) will be. Thesetwo pieces of information (the supply and the demand) are contrasted todetermine what the gap or surplus will be. From this analysis, staffingplans are created and implemented. Finally, the results are measured forefficiency and Staffing GuidebookThe proper alignment of participant roles and responsibilities is significantto the model s success. A shared responsibility between line supervisors,managers, and HR professionals is important in identifying the criticalhuman resource issues in Strategic and operational plans.

6 In addition, linemanagers must lead the development and implementation of Staffing planswhile human resource staff provides consulting and technical support fordata collection, analysis, measurement, and Staffing effectiveness and efficiency of the Strategic Staffing model cannotstand alone; it must be integrated with other human resource presented is a model that links Strategic Staffing with the selectionand classification 1: IntroductionBackgroundShortages in certain job categories ( , information technology andcertain health care occupations) along with recognizing the benefits ofretraining and redeploying current employees has motivated humanresource directors, managers and supervisors to begin strategicallyplanning to meet future needs. Use of a Strategic Staffing approach willallow agencies to improve staff utilization, address critical human re-source issues in an organized and integrated way, and recruit, develop anddeploy the talent required to meet future agency planning is the term typically used to describe the processthrough which human resource planning is integrated with anorganization s Strategic plan .

7 For purposes of this guidebook, the termStrategic Staffing will be used in place of Workforce Planning, as it moreclosely defines the activities necessary to have the right people with theright skills in the right place at the right time. Strategic Staffing Guidebook3 This guidebook represents the Strategic Staffing Team s efforts over tenmonths during 1997 and 1998 in researching and identifying the keyelements of Strategic Staffing and its integration within the state agencyplanning Staffing results in having the right people with the right skillsin the right place at the right Driving the Need for Strategic StaffingEmployees are state government s most valuable resource. Systematicapproaches to Strategic Staffing have yet to be incorporated into mostagencies human resource planning activities.

8 State government sworkforce has experienced a number of new and recurring issues thatdemand we do a better job of strategically addressing human resourceimplications. Examples include:nA shortage of qualified persons to fill information functional skills shortage ( , occupational and physicaltherapists).nObsolete employee need for ensuring that employees possess the right skillsto meet agency business in how government does business ( welfarereform).nThe expansion/downsizing of state centralization/decentralization of agency with other agencies, governmental units, andprivate Staffing GuidebooknIncreased public expectation for need for development of career paths and systems thatwill attract/retain qualified and diverse Staffing will assist in addressing these issues by providing a processand framework in which to determine the Staffing implications and subse-quent action plans necessary to ensure the State of Minnesota has the rightpeople with the right skills in the right place at the right time.

9 Purpose of the GuidenTo provide resources for agency planning teams as theyperform Strategic Staffing serve as a resource of case studies and best practices fromwithin our organization as they become promote the following processes and relationships:lA proactive approach to planning for change instead ofcrisis partnership with HR as part of the planningteam, which brings together the unit manager and thehuman resource person to address Staffing Labor/Management relationship through pro-activeplanning that better serves employee and stategovernment Guidebook as a Living Document The guidebook will be updated and amended as processes are refined andnew tools and strategies are created. New materials will be distributed toall guidebook holders as they are Staffing Guidebook5 SECTION 2: Basic Strategic Staffing ConceptsWhat Is Strategic StaffingnA process for defining and addressing the Staffing implicationsof an organization s Strategic and operational long-term context for short-term focus on critical managed movement into, around, and out of anorganization ( , recruitment, hiring, promotion, transfer,redeployment, attrition, retention, etc.)

10 NA consideration of other human resource activities thatsupport Strategic Staffing such as employee development of Strategic StaffingnTo define and integrate short term Staffing actions with thelonger term context of business identify and develop a skilled workforce to meet thechanging needs of the of Strategic StaffingA well-designed Staffing strategy will help to improve an agency s ability to:nRecruit, develop, and deploy the talent required to meetfuture overall Staffing to meet changing business staff or redeploy employees as organizational needs critical human resource issues in an organized andintegrated Staffing GuidebooknDefine future Staffing requirements to assist employees inidentifying career preferences and focusing more efficient use of HR resources ( , trainers,recruiters, diversity staff, and others involved in staffingactivities).