Guidelines A Workforce Planning Framework for the Civil Service and Non-Commercial State Bodies

Forecasting our future demands in the context of the business planning process to get the right people, with the right skills, in the right place at the right time.

Workforce PlanningTeam, Civil Service HR Directorate

Contents
Step 1 - Scope and Integration ................................................................................................................14 Step 2 Analyse Demand .......................................................................................................................14 Step 3 Analyse Supply .........................................................................................................................16 Step 4 Conduct a Gap Analysis ............................................................................................................1 Step ! Create Strategy and "lan ...........................................................................................................22 Step 6 Implement and #$aluate ............................................................................................................26

Framework
Depts&'ffices& (CSSBs Policy Ena+lers

Statement of Strategy Programme level Performance Budgeting

Staffing needs

EC# disciplines 20 2$20 %

$Amendment to t,e PS- Act 200. to facilitate mo+ility $*imited /ecruitment 0 Promotion

Profile of Vote Group

S)ills

Age Profile

Grade

*ocation

Gap Analysis

B
/e1uirements relative to Surplus or Deficit

Dynamic Action Plan End June 20 2 !iterative"

2sers Guide
This framework is intended to provide a step- !-step guide to assist !our organisation in preparing a Workforce Plan in support of !our strategic and usiness planning o "ectives# The Workforce Plan should flow from an anal!sis of !our staffing needs relative to !our usiness re$uirements using the % ke! steps of the Workforce Planning Process set out in this framework# The framework provides a toolkit Workforce Plan and comprises to assist !our organisation in preparing its

a suggested structure for !our Workforce Plan - &ppendi' ( some ke! prompt $uestions which link directl! to the planning steps - &ppendi' ) a sample Staff Skills Surve! form * &ppendi' + a $uantitative approach to identif!ing the ke! gaps in staffing - &ppendi' , an e'ample of a formal methodolog! for Succession Planning - &ppendi' sample templates for workforce anal!sis - &ppendi' %

/efer to Action Plan Appendix 1 (Structure) Complete 3 4ey Steps -ain Document

/efer to 7emplates for 5or)force Analysis Appendix 6

/efer to 5or)s,eets 0 6uestionnaires Appendices 2, 3, 4 & 5

Conte8t
Under the reform agenda it is intended to have an integrated approach to Public Service Reform which seeks to align a number of key initiatives including the Public Service Reform Plan, the Comprehensive Review of Expenditure where relevant!, the Public Service "greement and any specific reform initiatives which are linked to the Programme for #overnment commitments$ %he Reform &elivery 'ffice is responsible for coordinating the delivery of the (ntegrated Reform &elivery Plans$ %his )orkforce Planning *ramework is a supporting initiative to the Public Service Reform Plan that has been developed by the Civil Service +R &irectorate in the &epartment of Public Expenditure and Reform for the civil service and non,commercial Semi State bodies$ Separate workforce plans will be developed by individual sectors in the public service including the +ealth, Education, -ocal "uthority, .ustice and &efence sectors$ %he #overnment is committed to achieving a planned reduction of /0,122 staff in the public service to 343,122 by 3251, from a peak of /32,222 in 3224$ )orkforce Planning is intended to help organisations deploy staffing resources more optimally, especially in the context of this planned reduction of 536 in public service numbers over the medium term$ %he challenge for each sector will be to manage this reduction in staffing levels while maintaining a high level of service delivery to clients and policy support to #overnment$ )hile the primary focus of public service numbers policy will remain the reduction in the public service pay bill, there will be opportunities for selective recruitment in the coming years to reinforce the upskilling and reform of the civil service$ (t will be a matter for local and departmental management and their agencies to identify emerging skills gaps, whether arising from staff turnover or from changes in the external environment, which re7uire new responses and new skill sets$ %he civil service has to operate efficiently and effectively against the backdrop of these workforce pressures and address potential loss of corporate memory$ %he challenge is to develop a leaner, more efficient and sustainable civil service capable of delivering better value for money outcomes$

Workforce planning is an essential tool for anticipating possible future developments and maintaining a well-structured workforce of an appropriate size, which is able to meet the changing needs of the public service in a cost-efficient manner
OECD (2011), Public Servants as Partners for Growth: &or'force, OECD Publishin"( owar! a Stron"er, #eaner an! $ore E%uitable

5or)force Planning Process

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)orkforce planning is a process to measure and compare your current workforce supply! with your future workforce demand! relative to your organisation8s strategy and business planning process$ "n organisation operates most effectively when the right people with the right knowledge, skills and competencies are deployed appropriately$ )orkforce planning should focus on the si9e and composition of your workforce, its deployment across your organisation, and the knowledge, skills and competencies necessary to pursue your business ob:ectives$ (t includes all managed movement into, around and out of your organisation including recruitment, promotion, secondment, transfer, redeployment, attrition and retention$ 5or)force planning is a+out 9:: developing an understanding of the internal and external environment and how those factors will affect your current and future workforce understanding the makeup of your current workforce and the knowledge, skills and competencies that you re7uire to achieve your intended business goals in the current and changing environment linking human resources strategies with your business ob:ectives thinking about future service pressures and needs, and putting in place staffing strategies to address these

A 5or)force Planning system s,ould9: be holistic in its approach and link with your strategic;business planning and budget processes be built around service needs and the competencies;skills re7uired to deliver a 7uality service be responsive to change variables such as the economic, technological and #overnment mandates be supportive of continual learning and development concepts be data driven to allow for scenario building with changing assumptions for different desired outcomes identify potential problems and manage risk develop workforce skills that take time to grow take account of regional structures optimise the use of human, financial and other resources

7,e structure of your organisation ;ill partly determine ,o; t,e process of ;or)force planning< including consultation and data retrieval< s,ould +e progressed:

Regardless of the process chosen, senior management in each organisation will need to ask what elements of work are critical, important or desirable$ Some key 7uestions would include for example 9:: )here is your organisation going and what is its intended growth in the next /,1 years and into the longer term< )hich areas of its work will reduce or stop and which will grow< )hich areas of its work will be delivered differently and in what ways< +ow can technological advancements help what your organisation does<

"ccurate forecasting is important if organisations are to avoid having 9: a surplus of employees who are not fully and effectively deployed, or a deficit of employees which may result in reduced productivity and a sub,optimal performance$

"n overriding re7uirement of any workforce plan is that it should be sustainable, affordable and value for money$ (n many cases challenging choices and decisions will have to be made between service needs and financial constraints$

The current economic, financial and demographic context demands careful workforce planning and strategic management of human resources, to ensure that the public service maintains the capacity for service delivery
OECD (2011), Public Servants as Partners for Growth: &or'force, OECD Publishin"( owar! a Stron"er, #eaner an! $ore E%uitable

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11

4ey Steps
SC.P/ &0D 10T/2R&T/ STEP 1

&0&34S/ D/5&0D ST/P )

&0&34S/ S6PP34 ST/P +

C.0D6CT 2&P &0&34S1S ST/P ,

CR/&T/ STR&T/24 7 P3&0 CR/& ST/P -

15P3/5/0T 7 /8&36&T/ ST/P %

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13

Step

$ Scope and =ntegration

5,o %he )orkforce "ction Plan should be developed by #overnment departments and offices as well as non,commercial semi,state bodies =CSS>s!$ &epartments should liaise with their respective =CSS>s to coordinate a ?ote #roup Plan that reflects the high level goals, outputs and outcomes of their Programmes under the performance budgeting initiative and the expenditure ceilings set out in the @edium %erm Expenditure *ramework$ 5,en %he focus of the plan should be on the medium term /,1 years! but your workforce plan should highlight shorter term 5,3 years! challenges to address the impact of fiscal consolidation measures$ )here there is scope to forecast beyond 1 years that could be factored into the workforce forecasts$ =ntegrated ;it, ;,at )orkforce planning should flow from the strategic planning process which should be informed and influenced by the (ntegrated Reform &elivery Plan$ Aour staffing needs should flow from your business needs$ %he strategic plan and the supporting business planning process! specifies what is to be done while the workforce plan delineates who should be employed to do the work effectively$ %ogether, the strategic plan and the workforce plan drive an organisation8s performance$ >o; often )orkforce planning is an iterative process and needs to be reviewed regularly in order to respond to changing circumstances$ 'ngoing monitoring will be re7uired to ensure that your workforce plan remains current and aligned to the business needs of your organisation$

Step 2 ? Analyse Demand

Aour staffing needs should flow from your business needs$ &emand analysis is about extracting from your Statement of Strategy and >usiness plans the Bkey business driversC which will apply either upward or downward pressures on your organisation8s future staffing levels$ (n preparing a Statement of Strategy your organisation will have set out its key ob:ectives and priorities to reflect the Programme for #overnment, the Public Service Reform agenda and any other sector,specific policy initiatives$ 14

4ey /eference Documents in 5or)force Planning Statements of Strategy and >usiness Plans Estimates for your ?ote #roup Public Service Reform Plan ;(ntegrated Reform &elivery Plans Sector specific initiatives on foot of Programme for #overnment Commitments "ction PlansD Public Service "greement 3252 F 325G Comprehensive Review of Expenditure CRE! 'rganisational Reviews

Aour Statement of Strategy, allied to the >usiness Plans which flow from it, will typically have taken account of any important environmental factors 5 which are likely to impact on the achievement of your organisation8s goals and ob:ectives for the future$ Every organisation will have uni7ue business pressures exerting influence on its staffing but some general examples which might apply across organisations would includeD Do;n;ard Pressures 2p;ard Pressures Electronic channels;self,service Streamlining of operations Elimination of unnecessary or duplicate processes Shared services Simplification Structural E organisational reforms =ew programmes (ncreases in international commitments (ncreases in the demand for State services "dditional statutory E regulatory re7uirements EU Presidency commitments in the short term

+R Sections should consult with managers across their organisation at an appropriate level to identify any upward or downward pressures on their staffing levels both in the short term 5,3 years! and the medium term over the next /,1 years!$ (t would be important for your organisation in its )orkforce "ction Plan to list these pressures, to elaborate on the nature of the pressures and describe how they impact on your organisation8s future staffing$ *or
1

"#S()#* S+,( and t-e .c/insey %S model are tec-ni0ues o1ten used in en$ironmental analysis.

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example, each manager should clearly identify upward pressures on staffing which are related solely to seasonal factors or to a particular year which would suggest the use of temporary or contract staff! as opposed to more permanent staffing re7uirements$ %he workforce planning process then becomes a method for informing +R decisions on prioritisation of re7uests for new posts from line divisions;sections$ Some key 7uestions for managers in relation to demand analysis might include the following$ )hat new or changed services do you foresee in the short term 5,3 years and the next / to 1 years< +ow will your business units be structured for tomorrow8s business< )hat skills or competencies will you re7uire to carry out your future work functions< )hat technology or process re,engineering could be used to improve your service delivery<

Step @ ? Analyse Supply

%his step involves analysing the attributes of your current workforce$ )orkforce analysis relies heavily on the proper collection and evaluation of data$ &ata can come from a variety of sources$ Primary sources of data include the followingH$

the civil service +R@S system role profiles , competencies skills databases interviews at appropriate level in the organisation staff surveys focus groups and workshops (ntegrated Reform &elivery Plans 'rganisational Reviews process maps reports of @anagement Services Units

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"nalysis of your current staffing levels and the composition of your current workforce should consider the following H$ )hat posts now exist< +ow many people are working in a particular area< +ow essential is each post< "re there posts that are no longer needed< )hat is the use of temporary versus permanent staff<

(n relation to information on the skills and experience of your staff, best practice indicates that +R @anagers should develop if they have not already done so! a database detailing in respect of each staff memberD their professional 7ualifications; relevant training, their key experience across the key functional areas of their organisation e$g$ +R, (%, (ndustrial Relations, *inance, Communication, Pro:ect @anagement, Procurement, Policy "nalysis and Specialist areas such as %axation, (ntellectual Property etc$!, and their key competencies$

A Staff Survey #orm to capture s)ills and 1ualifications devised +y t,e 7raining Branc, of t,e /evenue Commissioners is set out in Appendi8 @ for your information: (n relation to the presentation of supply data in your )orkforce "ction Plan generally, you can include any workforce dimensions that you consider important to your organisation8s business but these would normally include the following H$

staff numbers headcount, full,time, part,time, contract! grades by category #eneral Service, Professional, %echnical E (ndustrial! an organisation chart showing staff categorised on a functional basis , in the private sector for example the categories might be along the lines of personnel, purchasing, production, sales, finance, and distribution or on the product lines the company sells a profile of staff by age, years of service, gender, location, 7ualifications, experience and;or competencies important trends affecting future staff levels such as employment control framework targets, pro:ections in relation to retirements, career breaks, transfers, redeployments, promotions internal and external!, and sick leave patterns historical trends can be useful to illustrate how staffing levels have changed in recent years, e$g$ the last / to 1 years

Supply data for the purpose of profiling and trend analysis in the civil service may be obtained from the civil service +R@S system$ Some data collection may re7uire consultation and 1%

dialogue with managers at section or division level$ 7,e siAe and comple8ity of your organisation ;ill determine t,e approac, ;,ic, is most appropriate to it $

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Step . ? Conduct a Gap Analysis

#ap analysis is the process of comparing your current workforce supply Step /! to your workforce demand Step 3! and identifying gaps deficits or surpluses!$ %he process of identifying the differences between supply and demand establishes the roadmap for your organisation8s )orkforce "ction Plan$ " risk assessment can be undertaken for each gap F how are strategic intents and desired outcomes impacted by the gap< Aou should prioritise those gaps that are critical to the delivery of your organisation8s future goals$ Aour focus should be on these gaps at least initially$ Gaps in a ;or)force can +e defined in terms of specific grades< s)ills and e8perience< competencies or some com+ination of t,eseB grade general service, professional, technical, industrial! s)ills professional 7ualifications E relevant training!I e8perience e$g$ +R, (%, (ndustrial Relations, *inance, Communication, Pro:ect @anagement, Procurement, Policy "nalysis and Specialist areas such as %axation, (ntellectual Property etc$! and;or core competencies , the behavioral characteristics that a person needs to perform a particular :ob effectively

Competencies can be developed for an organisation, or part of an organisation or for grades or specific posts$ (n the case of the (rish civil service, the following competencies have been developed under the P@&S system for training and development purposesD

Personal Effectiveness Self Confidence "chievement, &rive E Commitment (nitiative %eamworking Communications

7,in)ing Style 0 Pro+lem Solving "nalytical %hinking Conceptual %hinking &ecision @aking E .udgment Specialised Expertise

-anaging for /esults @anaging >udgets E Resources (nformation Seeking E @anagement Concern for Clarity E )ork Juality

Group 0 =nterpersonal Effectiveness =etworking;(nfluencing (nterpersonal Understanding Customer Service @anaging E &eveloping People -eadership

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Competencies have also been developed by the Public "ppointment Service for the purposes of selection and recruitment in the civil service$ (n a competency,based model, a workforce gap arises wherever the proficiency level for a competency is not being met by any member or segment of the organisation, or where there is difference between the level of proficiency identified for each competency, and the level of proficiency currently demonstrated by each member or segment of the workforce$
Competencies are t-e c-aracteristics t-at a person needs to per1orm t-eir 2o3 e11ecti$ely. (-ese c-aracteristics are e11ecti$ely a demonstration o1 a com3ination o1 t-e 4no5ledge* s4ills* a3ilities* and personal attri3utes t-at an indi$idual 3rings to a situation and in1luences t-e 5ay t-at indi$idual interacts 5it- t-e situation. Competencies are used primarily 1or selection and recruitment purposes and 1or identi1ying training and de$elopment needs.

(n attempting to identify skills gaps it may be useful to consider focusing your attention on particular posts within sections;divisions that deliver essential services$ 5or)force Segmentation involves identifying the segments of the workforce which are the most critical to the effectiveness your organisation$

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Critical ;or)force segments are the positions that are highly skilled, highly trained provide a disproportionate amount of value Bmake or breakC a strategy have the most valuable skills and are generally the hardest to replace

>y identifying critical workforce segments in your organisation you are seeking to ensure that your organisation secures an ade7uate supply of its most indispensable resources$ A 1uantitative$+ased 1uestionnaire developed +y Du+lin City Council ;,ic, see)s to identify priority +usiness areas and t,e ade1uacy of staffing levels is set out in Appendi8 .: =t ;ould need to +e adapted +y individual organisations to suit t,eir particular +usiness circumstances:

Step % ? Create Strategy and Plan

Cour Department&'ffice can create a 5or)force Action Plan +ased on information collected t,roug, t,e gap analysis process and discussions ;it, managers at section or division level and t,e -AC: 7,is input ;ill +e t,e +asis for determining solution strategies t,at can +e considered to eliminate identified gaps: By t,e time you get to t,is point< you ;ill ,ave a clear picture of t,e issues and c,allenges faced across your organisation +y division< functional areas< grades< etc:
Critically it is senior management in eac, organisation t,at must facilitate t,is process and signal +uy$in to t,e process: %he following 7uestions will be of particular relevance in formulating your "ction Plan$ )hat are the three to five most critical workforce planning challenges facing your organisation today< )hat are the most common themes that emerged from your dialogue with managers and supervisors< )hat is the organisational impact if these challenges are not addressed< 22

)hat, if any, actions are underway to address these challenges< (s there enough time to develop staff internally for anticipated vacancies or new skill sets, or is use of redeployment options or targeted external recruitment the best approach<

&oes your organisation have a policy of succession planning< &o existing staff demonstrate the potential or interest to develop new skills and assume new or modified positions< )hat is P@&S telling you in relation to the performance management of your staff and their training and development needs< )hat labour market competition exists for future skills (%, -egal, *inancial "nalysis, and (ntellectual Property!< &o current :ob classifications and post descriptions reflect future functional re7uirements and skills< &o some divisions;sections need to be reorganised to meet business needs and strategic ob:ectives< (s restructuring or rationalisation needed< )hat are the recommended solution strategies that the organisation can take to address the challenges< "re there areas of work where internal process improvement is needed< (s outsourcing an option< )hat will be re7uired in terms of human and financial resources to carry out these strategies<

%he +R area is typically the primary recipient of the )orkforce Planning output and is normally but not exclusively responsible for executing the "ction Plan$ Addressing S)ill Gaps +R mangers will need to explore the full,range of options when seeking to fill any skill gaps that have been identified$ %he options to consider includeD

upskilling your existing staff to bridge the skills gaps staff training and development! redeploying suitable staff from within your organisation and realigning your work where necessary !mo+ility and restructuring! redeploying suitable staff from other areas of the civil service where there are 23

surplus staff !redeployment from ;it,in t,e civil service !

redeploying suitable staff from the =CSS>s where there are surplus staff !redeployment or secondment from ;it,in your Vote Group" redeploying suitable staff from the wider public service with surplus staff !redeployment or secondment from ;ider pu+lic service" Use of outsourcing to perform a function promotion and& targeted recruitment when all the above options have been exhausted!

Succession Planning " key issue currently in the public service is the need for some form of succession planning$ Succession planning identifies the key or critical positions that will become vacant within a specified amount of time typically from 54 months to five years! and the competencies necessary to do the work associated with these positions$ (ts goal is similar to workforce planning, i$e$ having Bthe right people in the right positions at the right time$C %he focus of succession planning is on BkeyC positions critical to the mission of the organisation at all levels: (n the diagram below, for example, the areas highlighted in red are the areas of greatest risk where managers need to focus retention or succession planning efforts$ %he green areas are of limited concern, while the yellow areas are where managers need to keep a Kwatching brief8$

/is) Assessment -atri8

=mpact of Departure

>=G>

@
-ED=2-

*'5 *'5 -ED=2>=G>

5 24

*i)eli,ood of Departure
Position Position 2 Position @ Position . *o; Concern , unlikely to depart and if they did the impact of departure would be minimal *o; Concern , likely to leave but possess few critical skills that cannot be replaced -edium Concern , would leave a significant gap if they left although the likelihood of them going seems low >ig, Concern , close to deciding to go and the departure would cause great disruption

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BLey positionsC might include leadership positions or specialist positions or roles that may be technical, or contentFspecific or otherwise hard to replace$ %hese positions should already have been identified under Step G of the planning process above and should not re7uire a separate exercise$! %he succession planning process identifies and prepares suitable employees through mentoring, training and :ob rotation, to replace key players within an organisation as those key players leave their positions for whatever reasons F retirement, advancement, attrition, etc$ Positions should be prioritised for succession planning based on this analysis$ &epartment8s may assign a numerical value to the +igh, @edium and -ow assessments in order to create a rank order of positions for succession planning$ "lternatively, departments may choose to focus on positions rated high for both vacancy risk and impact : A formal structured approac, to succession planning is set out in Appendi8 % for information: "t a minimum succession planning should involve the followingD identifying the critical posts at an early stage ensuring that replacement staff have the skills, knowledge and competencies to perform these :obs through :ob rotation or formal training assigning a successor to shadow the current holder of the key post for a transition period before s;he leaves an agreed procedure for the handover of work and responsibilities key documents including a comprehensive briefing note of key issues, a role profile, a section manual, a list of key contacts and key files etc$! doing it now F don8t wait until you have only four weeks to fill a key position

Step 3 ? =mplement and Evaluate

5or)force planning is not a one$off activity $ %here is a need to monitor the progress of agreed actions and assess whether they are having the intended impact$ (t is necessary to check that milestones are being achieved and to ad:ust the plan where necessary to maintain the dynamism of the approach$ Some important 7uestions in the evaluation process would include the following$ +ave performance measures, milestones, and expected deliverables been defined< +ave any change management issues been identified and has a plan to address them been created< +as the business plan changed since the beginning of your workforce planning efforts< (f so, what are the implications for the strategies implemented< +ave the implemented strategies achieved the intended results< )hat was the cost;benefit of implementing the solution< %o what extent were the demand and supply pro:ections accurate< 26

8ote 2roups will e e'pected to revise their &ction Plans annuall! to reflect, among other things, changes in usiness plans or their strategic direction or an! restructuring initiatives# Successful implementation ;ill re1uire a proactive approac, +y Departments< 'ffices and (CSSBs$ Possible barrier and aids to implementation are set out belowD

Barriers to =mplementation
-ack of clarity or focus in the organisation strategy " constantly shifting strategy %oo much focus on the operational and budgetary planning at the expense of longer,term planning or a strategic direction for planning Processes that don8t :oin up, meaning information is not fed into the planning cycle or that effort is duplicated *ailure to develop plans that are responsive enough to adapt to a changing environment *ailure to review plans in the light of new information that indicates change Poor 7uality data;systems

Aids to implementation
" three way conversation about future re7uirements between the >usiness Unit, +uman Resources and the *inance "rea )orkforce champions in the business +aving a good process that enables everyone to feed in information that is informed by the needs of the business +uman Resources and line management working together to understand future staffing needs Understanding the difference between supply and demand for labour >ottom,up communication feeding the planning process #ood 7uality data that people can believe, accompanied by sufficient analysis to explain what it means for the business -anagers acting on t,e data to ma)e informed decisions

%oo much focus on the numbers of people re7uired and not enough on capacity and potential to develop new skills and abilities in the future "n over complicated system or trying to do too much too soon -ack of planning skills and good guidance on workforce planning 2%

Regular planning cycle and reviews with feedback into the planning process &eveloping managers8 workforce and resource planning skills

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Appendi8 D Action Plan $ Structure

'verview E Executive Summary

&emand *orecasting Environmental Scanning!

Supply *orecasting Profiling E %rends!

#ap "nalysis Critical Posts E Segmentation!

"ction Plan Range of 'ptions!

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Appendi8 2 ? 5or)s,eets
!he following worksheets link to the " ste#s of the Workforce Planning Process

5or)s,eet

? Scope and =ntegration

5,at are t,e )ey issues and c,allenges facing t,e Department&'ffice t,at ;ill affect its mission< values< strategies< and goals in t,e ne8t $2 years and t,e ne8t @$% yearsE >o; ;ill t,e DepartmentFs organisation structure loo) in @ to % yearsE >o; ;ill t,e current structure evolveE 5,at specific ;or)force issues&pro+lems is your Department&'ffice facingE 5,at are t,e timeframes re1uired to resolve eac, of t,e issues&pro+lemsE 5,at is t,e conse1uence if eac, issue&pro+lem is not resolved in t,e re1uired timeframeE

5or)s,eet 2 ? Analyse Demand

5,at are t,e GovernmentFs&customerFs e8pectationsE >o; are t,ey c,angingE Are c,anges !including reforms" occurring in ot,er divisions or sections t,at ;ill impact on your t,e ;or) functionsE Are you a+le to meet t,e current volume of ;or)E 5,ic, ;or) functions ;ill remain unc,angedE 5,ic, functions may +e discontinuedE 5ill any ;or) functions +e consolidatedE =s t,e department planning to offer ne; services ;,ic, ;ill add ne; ;or) functions to your division&sectionE 5,at are t,e competencies< s)ills and e8perience re1uired to perform t,e ;or)E >o; ;ill t,is c,ange in t,e futureE 5,at tec,nology c,anges ;ill +e made< or ne; tec,nology introduced< t,at may impact your ;or) functionsE >o; does your DepartmentFs&'fficeFs regionalised structure affect your approac, to ;or)force planningE =n ;,at ;ay ;ill legislation impact on our Department&'fficeE 5,at provisions are li)ely to arise during negotiations ;it, t,e unions and ;,at impact mig,t t,ey ,ave on t,e organisationE

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5or)s,eet @ ? Analyse Supply

5,at Go+s no; e8istE >o; many people are performing eac, Go+E >o; many staff ,ave retired from your organisation in 20 #e+ruary HGrace PeriodIE and 20 2 prior to t,e end of

5,at are t,e proGected rates of retirement for your organisation for t,e rest of 20 2 and for eac, of t,e years 20 @< 20 . and 20 %E 5,at are t,e ot,er factors !e:g: resignations< redeployments< career +rea)s< transfers< promotions etc" affecting your attrition rates ;,ic, are li)ely to c,ange or remain constantE 5,at are t,e ot,er factors affecting your attrition rates ;,ic, are li)ely to c,ange or remain constantE 5,at are t,e education and e8perience levels of t,e current staffE >o; ;ill you determine if e8isting staff possess t,e re1uired level of competencies or s)illsE =s t,ere an ade1uate supply of people to recruit from redeployment< internal&e8ternal panel listsE Do you anticipate any reorganisations ;,ic, could impact t,e staffing supplyE 5,at use is made if any of temporary&contract staff versus permanent staffE

5or)s,eet . ? Analyse Gap

5,en you compare t,e future demand to t,e e8isting supply< is t,ere a gapE =f so< ;,en ;ill t,e gap occur !i:e: year< @ years< % years< and 0 years"E =f t,ere is a gap< ;ill you ,ave too many staff or too fe; staff +y functional classification or gradeE 5,at aspects of t,e divisions&sectionFs ;or) can +e classified as critical< important or desira+leE Are your critical and important ;or)loads ade1uately staffedE =f not< ;,en ;ill t,e critical ;or)loads re1uire additional staff support and for ,o; longE Can ;or)force gaps +e filled or partially filled +y ;ay of redeploymentE

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5,at ;ill occur if t,e gap is not addressed !i:e: ;,at critical +usiness outcomes ;ill not +e met"E 5,at priorities do t,e Government< customers and sta)e,olders place on t,e various ;or)loads and +usiness outcomesE Are t,ere ot,er areas ;it,in your Department&'ffice from ;,ic, you can dra; suita+le staff to fill s)ills gapsE =s e8ternal recruitment re1uiredE Are t,ere esta+lis,ed internal&e8ternal promotion panels t,at can +e used to fill t,e gapsE >ave you considered using t,e intern placement sc,emeE =s t,ere any classification or grading issue t,at needs to +e addressed to close t,e ;or)force gapE Do e8isting staff need training to en,ance t,eir competencies and s)illsE =f so< is training availa+leE Do you need to develop specialised trainingE

5or)s,eet % $ Create Strategy and Plans

5,at are t,e @$% most critical ;or)force planning c,allenges facing your organisation todayE >as managementFs support for initial and on$going implementation of t,e ;or)force plan +een securedE 5,at are t,e most common t,emes t,at emerged from your dialogue ;it, managersE 5,at is t,e organisational impact if t,ese c,allenges are not addressedE 5,at selection&recruitment strategies are you proposing and for ;,at postsE =s t,ere enoug, time to develop staff internally for anticipated vacancies or ne; competencies< or is special< fast paced recruitment t,e +est approac,E 5,at staff development strategies s,ould +e considered to prepare employees for specific positions or classificationsE 5,at )no;ledge transfer&mentoring strategies need to +e considered to capture t,e )no;ledge of e8perienced employees +efore t,ey leave your Department&'fficeE Does your Department&'ffice need to +e restructured to meet +usiness needs and strategic o+GectivesE >ave accepta+le timelines +een esta+lis,ed and approvedE

34

5or)s,eet 3 $ =mplement and Evaluate

>ave performance measures< milestones< and e8pected delivera+les +een definedE >ave any c,ange management issues +een identified and a plan to address t,em +een createdE >as a communication plan +een esta+lis,edE >as t,e +usiness plan c,anged since t,e +eginning of your ;or)force planning effortsE =f so< ;,at are t,e implications for t,e strategies implementedE >ave t,e implemented strategies ac,ieved t,e intended resultsE 5,at ;or)ed ;ell during t,e ;or)force planning effortE 5,at did not ;or) ;ell during t,e ;or)force planning effortE 5,at ;as t,e cost&+enefit of implementing t,e solutionE 7o ;,at e8tent ;ere t,e demand and supply proGections accurateE =s a ne; analysis necessary +efore revising t,e strategiesE

3!

Appendi8 @D Staff S)ills Survey #orm

The attached surve! form was devised ! the Training 9ranch of the .ffice of the Revenue Commissioners# 1t links to Step + of the Workforce Planning Process# 1t would need to e adapted ! individual organisations to suit their own particular usiness circumstances#

36

3%

Completing t,e Staff Survey #orm

=nstructionsD
$% !o select a field& click on the field with 'our left-mouse (utton% !he field is highlighted& read' for 'our in#ut% When 'ou o#en the form& the first field is highlighted (' default% )% !here are three t'#es of fields* te+t fields& check (o+es and dro#-down lists% ,n te+t fields& sim#l' t'#e 'our in#ut% Check (o+es #ermit a choice from a range of o#tions - make 'our selection (' clicking into the a##ro#riate (o+ with 'our left-mouse (utton% An - is entered in the selected (o+% !o undo 'our selection& click into the (o+ again% .ro#-down lists #rovide 'ou with a list of o#tions to choose from% Select one of the o#tions (' clicking on it% ,f 'ou choose the /other-#lease s#ecif'0 o#tion& 'ou will need to #rovide further information in the (o+ #rovided% 1% When 'ou are finished in#utting data in an' field& #ress !a( to move to the ne+t field% 2% Save and return the com#leted form (' e-mail to ----------------------------& !raining Branch% 34PN -------5%

3&

Staff S)ills&4no;ledge 0 6ualifications Survey Personal Details

=ameD

#radeD , Select , &ivision ; RegionD , Select ,

Skills / Knowledge Details

Please rate your skills/knowledge in the areas outlined on the chart below using the five-point scale, where: (5) indicates that you would be regarded as having expert skills/knowledge and where ( ) indicates that you have no knowledge or skills in the particular area! Please tick only one of the options in the " 5 in each row!

Skills ; Lnowledge 7a8es

Specifics Direct 7a8es =ndirect 7a8es Customs E8cise Audit Appeals C 0 E Procedures

Customs 0 E8cise

C 0 E Enforcement C 0 E Audit

/evenue SystemsD e:g: A=-< =7P< =7S< =B=< C/S< /'S< /PV< etc: *egal Procedures

*egislative Process Courtroom Procedures Drafting *egislation *itigation&Prosecution

4'

De+t -anagement 0 Collection =DEA Soft;are !Data Analysis tool used for Audit" -icrosoft !5ord< e$mail< E8cel< Access< Po;erPoint" E8ternal SystemsD e:g: =nternet & online or paper +ased reference&researc, systems =nformation 7ec,nologyD !Specialised areas"

Computer 'perator Computer Programming Systems Analyst (et;or) -anagement Data+ases

Specialist internal systems< e:g: Payment Accounting< Payroll< etc:< please specify Accounting pac)ages !Sage< etc:" =ndustry Sector 4no;ledge

General +usiness )no;ledge Specialist sector )no;ledge: Please specify sectorD

-anagement

ProGect -anagement Budgets 0 /esources Staff -anagement

>uman /esources

/ecruitment Discipline 7raining

/esearc,

Primary /esearc, /eport 5riting

't,er ? please specify

6ualification Details
Jualifications "chievedD F post 3nd levelD 41

&o you have a post 3nd level 7ualification<D Click either the Aes or =o >oxD =o
)here more than one 7ualification achieved, please provide details for each!

Aes

Jualification %ype

(f 'ther, please specify

Jualification *ield

(f 'ther, please specify

$ Select $ $ Select $ $ Select $ $ Select $ $ Select $

$ Select $ $ Select $ $ Select $ $ Select $ $ Select $

Jualification %itleD e$g$ >Sc;>";>Ch;>E ; >C-;@Sc etc$

Jualification Aear

"warding >odyD e$g University;College; (nstitution

=oteD "ll information supplied will be treated in the strictest confidence

42

43

Appendi8 .D Du+lin City 6uestionnaires

& $uantitative approach to identif!ing the critical segments in an organisation where skills gaps need to e addressed# These $uestionnaires were devised &nal!sis Pro"ect# ! Du lin Cit! Council for their Workforce

The $uestionnaires link to Step , of the Workforce Planning Process# The! will need to e adapted ! individual organisations to suit their own particular usiness circumstances#

44

4!

Service Assessment 6uestionnaire

Department&'ffice Business 2nitD Date CompletedD Tick one box and mark score Partial 2 #ully @ Score

=s t,e service a statutory functionE (o

=s t,ere a ris) to t,e ,ealt, and safety of t,e pu+lic and&or employeesE (o&-inimal Slig,t 2 Significant @ Score

=s t,ere a potential loss of income to Du+lin City CouncilE -inor -arginal 2 Significant @ Score

=s t,ere a potential for increased lia+ility to fines< penalties< compensationE (o Slig,t 2 Significant @ Score

46

=s t,ere a ris) of to Environmental DamageE (o Potential 2 Significant @ Score

/ate t,e 2nitFs contri+ution to t,e Business Environment of Du+lin: (one Partial 2 Significant @ Score

5ould service disruption cause inconvenience to t,e General Pu+licE (o -inor 2 -aGor @ Score

=s t,ere a ris) to Social Co,esion&Development and Pu+lic 'rderE (o Slig,t 2 Significant @ Score

Are t,ere (ational Service =ndicators for your 2nitE (o Ces 2 Score

4%

5ould service disruption cause negative political conse1uences or damage to t,e CityFs reputationE (o *ocal 2 Significant @ Score

7otal Score Service *evel /atingsD 0 to J M N*o;N K to 22 M N-ediumN 2@ to 2L M N>ig,N

4&

>/ Assessment 6uestionnaire $ Grade *evel Survey

Department&'fficeD Business 2nitD Employee Grade 7itle (o of Staff at t,is Grade !#7E" 6uestions to +e ans;ered +y ,ead of Section or Division as appropriate

Estimate t,e O reduction in your staffing levels over t,e ne8t 3 mont,s *ess t,an %O 'ver %O less t,an 0 O @ 'ver 0O 3

Tick one box and mark score Score

Estimate t,e loss of valua+le e8perience resulting from 6: -inimal -oderate 2 Significant @ Score

>ave you introduced measures to improve operational efficiencyE (o /evie; 'nly 2 C,ange implemented @ Score

>ave you succession planning measures in placeE (o Partial 2 #ully @ Score

>as your verifia+le ;or)load increased or decreased since & &0KE /educed $2 (o c,ange or increase P 0O 2 =ncrease Q 0O . Score

Estimate your staffing levels !at t,is grade" over t,e ne8t K mont,s Surplus Ade1uate =nsufficient

=f your ans;er to 63 is eit,er NSurplusN or N=nsufficientN< enter t,e num+er of staff concerned !#7E" Surplus Deficit

SignedD >ead of 2nitD 6uestions to +e ans;ered +y CSD Section of your Department

Date CompletedD

O reduction in staffing levels at t,is grade from end of &0 &0K to present *ess t,an %O 'ver %O less t,an 0O @ 'ver 0O 3 Score

!'

Dept O Sic) *eave rate in t,e last year 'ver 3O 'ver .O less t,an 3O @ *ess t,an .O 3 Score

Percentage of employees in t,is grade +y Age Profile 0$ to 0O$ over %% 0$@0O $ 'ver %% @ @0O plus $ 'ver %% 3 Score

>/ *evel /atingsD % to 3 M NCapacityN J to 2K M NAde1uateN 2L to @J M N=nsufficientN

7otal Score

!1

Guide to Completing Assessment 6uestionnaires

Service Assessment

uestionnaire

Each business unit will answer and Kscore8 ten 7uestions relating to its operations and the resulting Ktotal score8 will allow senior management to determine the business importance or possible impact of any disruption&curtailment to the unit8s current service levels i$e$D Service (mpact -') @E&(U@ +(#+ %he following guidance should be used when answering the eleven 7uestionsD : =s t,e service a statutory functionE *or the purposes of this exercise, a statutory function is considered to be either a role carried out as a re7uirement of legislation (rish -aw, EU law! and;or &epartmental Circulars$ (f all aspects of your unit8s operations are statutory functions you should answer K*ully8$ 'therwise answer K=o8 or KPartial8 as appropriate$ 2: =s t,ere a ris) to t,e >ealt, 0 Safety of t,e pu+lic and&or employeesE KSignificant8 , risk would arise where disruption&curtailment of a service would result in an immediate and;or serious risk to the +ealth E Safety of the public and;or employees$ , risk would arise where there is a potential for incidents of a less serious nature affecting the +ealth E Safety of the public and;or employees$ disruption&curtailment of a service would either a! not raise any +ealth E Safety concerns or b! any potential risk would be negligible$

KSlight8

K=o ; @inimal8 ,

@: =s t,ere a potential for loss of income to Du+lin City CouncilE *or the purposes of this exercise, income is defined as any source of ongoing revenue streams and may allow under certain circumstances longer term capital funding particularly where it covers salaries$ K@inor8 K@arginal8 KSignificant8 , , , up to M122k in a year between M122k and M5million in a year over M5million in a year

!2

.: =s t,ere a potential for increased lia+ility to fines< penalties< compensationE RSignificant8 KSlight8 K=o8 , , , curtailment of service would undoubtedly result in corporate fines;penalties for breaching statutory re7uirements potential for compensation claims from individuals;businesses no potential risk of fines;penalties or compensation claims

%: =s t,ere a ris) to Environmental DamageE KSignificant8 pollution , curtailment of service would result in an immediate and;or serious risk of in respect of water, waste, noise and air 7uality KPotential8 , Environmental K=o8 , potential long term risk not immediate! of a minor nature to the City8s -andscape curtailment of service would not result in any risk to the City8s Environmental -andscape

3: /ate t,e 2nitFs Contri+ution to t,e Business Environment of Du+lin KSignificant8 city KPartial8 , , plays a vital role in generating business and employment opportunities in the plays a mainly supportive and advisory role to existing commercial activities the service does not directly contribute to commercial business activities

K=one ; @inimal

J: 5ould service disruption cause inconvenience to t,e General Pu+licE K@a:or8 K@inor8 K=o8 , , , immediate and serious impact on K7uality of life8 issues for the public delays and Kbacklogs8 in dealing with customer 7ueries;applications no direct impact on customers ; general public

!3

K: =s t,ere a ris) to Social Co,esion&Development and Pu+lic 'rderE KSignificant8 , behavior;crime KPotential8 exclusion K=o8 , , curtailment of services could result in both an increase in anti,social and a lack of community identity;involvement medium;long term risk of increased deprivation resulting in areas of social would be unlikely to increase anti,social behavior or exacerbate social exclusion

L: Are t,ere (ational Service =ndicators for your 2nitE Aes or =o 0: 5ould service disruption cause negative political conse1uences or damage to t,e CityFs reputationE

RSignificant8

would result in considerable;sustained adverse publicity and possible political (ntervention

K-ocal8

may result in adverse reaction at local;constituency or Kinterest group8 level only

!uman "esources Assessment

uestionnaire

Each business unit will answer and where re7uested! Kscore8 seven 7uestions relating to staffing levels by grade! for the unit relating to its operations$ %he +uman Resources &ept will answer a further three 7uestions based on centrally held statistics$ %he outcome and Kscore8 from this exercise will indicate the unit8s +R status for the grade concerned i$e$D +R -evel C"P"C(%A "&EJU"%E (=SU**(C(E=% %he following guidance should be used when completing the assessment formD Employee Grade %he form is intended to indicate the staffing levels for individual grades$ *or the purposes of this exercise, staff should be recorded;assessed in their substantive grades only$ (f it is essential for someone to Kact8 at a higher grade, that position can be recorded as a Kdeficit8 JN and 0! in the return for the higher grade$

!4

(o of Staff in Post !#7E" Enter the total number of staff working at this grade based on a full time employee e7uivalent e$g$ working sharing three days a week count as 2$N, or four days a week 2$4!$ 6uestions : Estimate t,e O reduction in >/ levels over t,e ne8t K mont,s >ased on current staffing levels for this grade;group in your unit, estimate the percentage reduction in this level based on known changes i$e$ retirements including (SERs!, career breaks, long term sick leave on half pay or pension rate!$ 2: Estimate t,e loss of valua+le e8perience resulting from 6: " high score would apply where the departing employee s! is in a Kspecialist role and;or is the only person undertaking a specific task and there would be considerable training need to Kup skill8 a replacement$ " lower score would apply where there are already a number of staff employed in a similar role and the loss could be more easily managed$ @: >ave you introduced measures to improve operational efficiencyE Aour answer should reflect measures since 5;5;2O to re,organise workloads, ensure better use of resources e$g$ more efficient procedures!, reprioritising of service delivery, introduce cost effective (% solutions$ =>D Supporting evidence ;ill +e re1uired ;,ere t,e Rma8imumF score ,as +een selected:

.: >ave you succession planning measures in placeE Aour answer should reflect measures taken to ensure the effective transfer of knowledge and skills from departing employee s! so that their role s! can be immediately assumed, e$g$ detailed :ob specification and work schedule provided by departing employee, key tasks explained to other staff prior to leaving, all electronic and paper files moved to accessible location, training provided on specific skills and introductions made to key contacts and network groups$ %: >as your verifia+le ;or)load increased or decreased since & &0KE (ndicate whether there has been a reduction or percentage increase less or greater than 526! in your unit8s workload$ =>D Supporting evidence ;ill +e re1uired ;,ere t,e Rma8imumF score ,as +een selected:

!!

3: Estimate your staffing levels !at t,is grade" over t,e ne8t K mont,s #ive an estimate of your staffing levels over the next 54 months, indicating if you have a surplus, ade7uate or insufficient number of staff to meet your business unit8s ob:ectives$ J: =f your ans;er to 6uestion % is eit,er RsurplusF or RinsufficientF< enter t,e num+er of staff concerned Enter either the number of Ksurplus8 or Kdeficit8 staff posts based on a full time employee e7uivalent e$g$ working sharing three days a week count as 2$N, or four days a week 2$4!$ Please note that questions 8 to 1 !ill "e ans!ered "# the $% section

!6

!%

Appendi8 %D Succession Planning

:e! Steps and Sample Templates & formal $uantitative approach to Succession Planning#

!&

Step D =dentify 4ey *eaders,ip&Specialist Position

%he department8s +R team should identify key leadership or specialist positions by evaluating the impact each position has on the organisation achieving its strategic goals and ob:ectives$

Position &itle' *ncu+"ent' Section' Position =mpact #actor

(i)ision'

,ocation'

@anager8s;Supervisor8s estimate of difficulty or effort re7uired based on the function, responsibility, authority, priority of strategic ob:ectives to replace position incumbent$ )* Critical an! uni%ue 'nowle!"e 2* +,-ortant, -roce!ural, 'nowle!"e an! s'ills 1* Co,,on 'nowle!"e an! s'ills

Vacancy /is) #actor

%he pro:ected retirement dates from the )orkforce Retirement *orecast Reports, marketability, and other factors for position turnover$ )* Pro.ecte! /etire,ent !ate or other turnover factors w0in 1 1ear 2* Pro.ecte! /etire,ent !ate or other turnover factors w0in 2 1ears 1* Pro.ecte! /etire,ent !ate or other turnover factors "reater than 2 1ears

#osition $mpact Factor multiplied b% &acanc% "isk Factor ' Total Attrition Factor Total Attrition Factor( )stimated effort and urgenc% to the deliver% of programmes and services !igh *+ and higher, -edium *./+ points, 0ow *1/2 points,

6'

Step 2D =dentify Competency< S)ills and Success #actors of *eader&Specialist

%he next step for the +R team is to document the education, experiences, key competencies, and other factors necessary for success for each key leadership position$

Position &itle' Section' )ducation *Third 0evel 3egree or e4uivalent, )xperiences 5ompetencies

(i)ision' ,ocation

!c,ec) t,e )ey competencies for t,e position: =t is suggested t,at you limit your selection to a ma8imum of % core competencies
Self Confidence "chievement, &rive E Commitment (nitiative %eamworking Communications "nalytical %hinking Conceptual %hinking &ecision @aking E .udgment Specialised Expertise @anaging >udgets E Resources (nformation Seeking E @anagement Concern for Clarity E )ork Juality =etworking;(nfluencing (nterpersonal Understanding Customer Service @anaging E &eveloping People -eadership

Additional Factors

61

Step @D Assess Current HBenc, Strengt,I

%he +R team should utilise this form to indicate the number of current employees who, in their :udgment, are either currently eligible or may be eligible within /,1 years for each of the prioritised key leadership;specialist positions$

Position &itle'

-inance .//icer

(i)ision'
,ocation ' (u"lin

Section' -inance 0nit

6 "ead% 7ow Action #lan(

6 "ead% within 1 %ear

6 "ead% within 8 %ear 3

6 "ead% within 2/ 9 %ears 2

%he *inance 'fficer is a key leadership position with a high position impact and vacancy risk$ %he current incumbent is eligible to retire$ Career development assignments and shadowing will be done$ %he current 'fficer will develop a plan to be presented to the +R %eam within /2 days$

"s the +R team evaluate the depth strength and;or weakness! of the available talent for each prioritised key position, it is important not to inflate the preparedness assessment of the organisation$ %he +R team should not rely on the same person as their bench strength for multiple positions, especially if the positions for which they would be relying on this individual are both high impact and high risk$ )hile it may be unlikely that multiple high impact;high risk positions would be vacated within a given short period of time, it is possible$ (n current circumstances there is a risk of this occurring in the (rish public service$

Step .( 3esign and $mplement 5areer 3evelopment Strategies

%his step in the succession planning process is focused on helping key employees and their managers discuss career development plans$ &iscussing and encouraging the career development of all employees is an important part of management$ +owever, for the purpose of succession planning and increasing Bbench strengthC in specified areas, the selection of a subset of employees upon which to focus career development efforts may be necessary$ %he annual performance review session provides an opportunity to begin discussions of career development goals and opportunities$

62

63

Appendi8 3 $ Sample 7emplates

(These templates relate link to Steps 2, 3 and 4)

64

6!

Templates - Demand &nal!sis

.ownward Pressures on Staffing

6#ward Pressures on Staffing

Division;Section

An' likel' increase7decrease in activit'7workload% ,f 'es& #lease state what or wh'* $% )% 1% What effect on staff num(ers and skills8 Asst Sec P9 AP A9 :;9 ;97S9 C9 2rand Total 66

An' service deliver' changes& e%g% changes in where and how An' changes (ecause of the service is technological advances8 delivered% ,f ,f 'es& #lease state what 'es& #lease state or wh' what or wh'* $% )% 1% What effect on staff num(ers and skills8 $% )% 1% What effect on staff num(ers and skills7

Templates - Suppl! &nal!sis

'rganisation C,art +y Vote& Programme

4ote

Programme A

Programme B

Programme C

Assistant Secretar' $

Assistant Secretar' $

Assistant Secretar' $

Princi#al <

Princi#al <

Princi#al <

Assistant Princi#al $<

Assistant Princi#al $<

Assistant Princi#al $<

A97:;9 1=7"=

A97:;9 1=7"=

A97:;9 1=7"=

;97S9 2=7)=

;97S9 2=7)=

;97S9 2=7)= Clerical $==

Clerical $==

Clerical $==

!otal Staff

!otal Staff

!otal Staff

6%

2rade;3ocation 'ffices&Branc,es *imeric) (um+er of Branc,es&'ffices 5 Grade 7itle A:Sec P' AP >E' E' S' E' C' AP >E' E' S' E' C' A:Sec P' AP >E' E' S' E' C' Grade (um+ers 5 / 51 /2 12 32 5 02 3 1 52 5 5 5 / 52 /2 G2 12 G2 52 512 %.@ 7otal Staff (um+er

5O2

Gal;ay

32

Du+lin

Grand 7otal

/// %.@

Composition of Staff !#ulltime&Part$time&Contract"

Department;.ffice
DateD Grade #ull$7ime Part$time Contract

2rand Total

6&

#unctional Divide

Department;.ffice
Date #unctional Area
Civil Service +uman Resources C@'& and e,#overnment #overnment Reform +ealth E Pensions Policy -abour @arket E Enterprise Policy Expenditure Evaluation E @anagement Public Service Reform E &elivery Remuneration E (R 'ffice of the Chief @edical 'fficer CS& (% Support

(um+er of Employees

Percent of All Employees

2rand Total

Categories&*evels

Department;.ffice
Date *evels&Categories
@"C "sst Sec upwards! @anagement "P and P'! Executive "';+E';E'! Clerical E Supervisory S' and C'! Support Staff Service 'fficers E Cleaners Professional %echnical (ndustrial

(um+er of Employees

Percent of All Employees

2rand Total

=ndustrial 2 O

Professional %O

General Service 2%O

7ec,nical @LO

%'

%op @ngt Sen @ngt @id @ngt Clercial 'thers

%op @ngt

Sen @ngt

@id @ngt

Clercial

'thers

G26 /16 /26 316 326 516 526 16 26 "SEC P P' 'thers S' "' "P +E' E' C' 6

%1

Section Brea)do;n

Distri ution ! Section

DivisionD DateD SectionD (um+er of Employees Percent of All Employees

2rand Total

%2

S)ills and 6ualifications

Skills ; :nowledge Details

!See Appendi8 . ? /evenue e8ample" (ame !details of names +loc)ed out" Grade S)ills )no;ledge Specifics

Proficienc! 3evel
where 1 is an expert and 2 is no knowledge! 2 5 3 / G 1

<ualification Details
(ame Grade 6ualification 7itle *evel Ac,ieved 6ualification Cear A;arding Body

%3

Age and Service Analysis !#7E"

Age Cears of service P% %$L 0$ . %$ L 20$2. 2%$2L @0$@. @%$@L .0S 7otal

P20

20$2L

@0$@L

.0$.L

%0$%.

%%$%L

Q30

"ll #rades

Q31

31,3O

/2,/G

/1,/O

G2,GG

G1,GO

12,1G

11,1O

N2P

%4

Age Grade A Sec P' AP >E'&A' E'&S' C' 't,er Total

P20

20$2L

@0$@L

.0$.L

%0$%.

%%$%L

Q30

7otal

Eligi+ility to /etire !>eadcount"

Cear (um+er O Cumulative O 20 2 313 /$O6 /$O6 20 2 5/4 3$56 N$56 20 @ 500 3$46 4$46 20 . 32G /$36 53$26 20 % 35/ /$/6 51$/6 20 3 33N /$16 54$46 20 J 331 /$16 33$/6 20 K 330 /$16 31$46 20 L 345 G$G6 /2$36 2020 G31 N$N6 /N$46 Q2020 G,2N4 N/$36 522$26 7otal N,G/N 522$26 :ased on number reaching +; during the relevant %ear

Age P2% 2%$2L @0$@. @%$@L .0$.. .%$.L %0$%. %%$%L 30S 7otal

All Grades $ @0 30 30 J0 K0 00 J0 @0 %00

O of 7otal $ 3O 2O 2O .O 3O 20O .O 3O 00O

Comment 34 154 304 274 604 326 below )0 below )2 above 60 above 62 above 20 above 11

%!

Grades !June 20 2" Sec Gen Ass Sec P' AP >E' A' E' S' C' Service 'fficer 7otal

O a+ove .0 5226 O46 O36 4O6 4/6 336 NN6 436 1G6 446 N06

O a+ove .% 446 O/6 0O6 0G6 NN6 526 126 026 G26 016 136

O a+ove %0 436 426 N/6 1/6 GG6 /6 //6 126 306 N26 /N6

O a+ove %% 1/6 126 /26 306 546 /6 5/6 546 5G6 GG6 506

Grade Drift LLJ ? 200L

LLJ

2000

200J

200L

O =ncrease LJ$0L

20

A:Sec P' AP >E'&A' E'&S' C' 't,er Services Cleaner 7otal

%6

Ga# Anal'sis
=dentified Surplus&Gap
20 20 2 20 @ 20 . 20 % 7otal

EC# targets /etirements Career Brea) e8its Career Brea) returns ProGected Serving Surplus&Deficit

%L. $ 2

%J. $ J $%

%3. $ J $2 %%J $J

%%. $ K $. . %@L $ %

%.3 $20 $

$ $K. 3

%L3 2

%J%

% L $2J

Critical Vacancies !20 2$20 %"

Grade A Sec P' AP >E'&A' E'&S' C' 't,er Total

*oss

O *oss

/eplace

'ptions

Proposed /evised S,ape

Grade A Sec P' AP >E'&A' E'&S' C' 't,er Total /C= 20 2 20 @ 20 . 2 0%

%%

Grade

!A" Current serving & &20 2 !#7E"

!B" #orecast Supply #7E 20 2 20 @ 20 . 20 %

!C" #orecast Demand #7E 20 2 20 @ 20 . 20 %

!D"MB$C #orecast Gap #7E 20 2 20 @ 20 . 20 %

#or Grade in ta+le a+ove add Post /ating< i:e: M critical role 2M re1uired role @ M optional role

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