Preparing for the Future
Explore the significance of workforce and succession planning in preparing for the future by assessing risk levels and identifying potential gaps within organizational units. Learn how to create profiles and assign risk levels to staff for effective planning.
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Presentation Transcript
Preparing for the Future: Identifying Retirement Risk and Assessing Future Needs 1
Session Goals/Outcomes Part I: What exactly is workforce and succession planning and why should I care? Part II: Assessing your unit s risk level and determining gaps (workshop component) 2
Workforce Planning Defined A systematic process for identifying the human resources required to meet organizational goals and developing strategies to meet those requirements 3
Workforce Planning Defined Basically, it means you have the right people with the right skills in the right place at the right time. 4
Succession Planning Defined Involves anticipating gaps and losses and grooming your organization s future supervisory and management personnel It s generally considered a strategy within workforce planning 5
The CalTech Picture 894 total staff; of these staff: Staff Ages <20 years old 20-30 31-50 >50 >60 Percentage 0 3.36% 44.51% 52.13% 6
So Where Do I Start? Create a profile for your unit identify your risk potential for WFP issues now or in the future 7
How to Create a Profile Using the template provided, do the following: List each staff and their level Assign each staff a risk level as being red, yellow, green, or blue 8
Risk Levels: Red = Employee is 55 or older with 20 years or more of state service Yellow = Employee is 50-54 years old with 15 years or less of state service 9
Risk Levels: Green = Employee is less than 50 years old with less than 15 years of state service Blue = employee is 50 or older with approximately 5-7 years of state service (your displaced private sector workforce 10
What Do I Do With This Data? Assess eachstaff s knowledge, skills, and abilities (KSAs) KSAs are defined as the following: Knowledge = education, experience, and training Skills = observable, measureable capabilities your staff does. Think what tasks are expected Abilities = quality of being able to do something usually refer to soft skills 11
What Do I Do With This Data? For each staff, list their most valuable KSAs For vacancies, provide the KSAs for your ideal candidate Also list the KSAs that are mostlackingor challenging for staff 12
What Do I Do With This Data? Regarding challenges, consider: Areas where staff are weak or inexperienced Any personality issues staff possess that have had an adverse impact Any KSAs you have not assessed firsthand 13
What Do I Do With This Data? Finally, determine the overall loss impact to the unit if your key staff vacated tomorrow (high, medium, low) 14
Our Advice KSAs required every day are not the only ones that are valuable Also consider activities or assignments that arise periodically which require special expertise, knowledge base, and/or abilities Consider instances where you have had do the work because your staff do not possess the required KSAs 15
What Will I Do With All This? This assessment will help you identify specific knowledge strengths and gaps It will prepare you for the next session, which focuses on how to close those gaps with various tools and techniques related to knowledge transfer 16
Questions? Please spend the next hour quietly assessing your unit s KSAs 17
Post Exercise Questions Do you find that you are the same, better off, or worse than you thought? If you are the same or worse, what are some KSA challenges/gaps? Do you see any obvious places where some gaps could be addressed by using current staff? 18
