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The major components of workforce planning:
1) the clarity of the goals of the organization.
2) Clarity plans activity organization.
3) the clarity of policies and procedures and organizational structure of the organization.
4) A description of the analytical functions.
5) the level of technology used in the organization.
6) used for future changes in the organization.
The following is a list of the most common components of a workforce plan:
1. Forecasting and Assessment2. Succession Planning3. Leadership Development4. Recruiting5. Retention6. Redeployment7. Contingent Workforce8. Potential Retirements9. Performance Management10. Career Path11. Backfills12. Internal Placements13. Environmental Forecast14. Identifying Job and competency needs15. Metrics
Performance Management
Forecasting and Assessment
Succession Planning
Leadership Development
Recruiting
Retention
Forecasting and assessment. Estimates, for example, of the internal/external supply and demand; labor costs; company growth rates; and company revenue.
Succession planning. Designating, for example, the progression plan for key positions.
Leadership development. Designating high-potential employees; coaching; mentoring; rotating people into different projects.
Recruiting. Estimating needs for head count, positions, location, timing, and more.
Retention. Forecasting turnover rates; identifying who is at risk and how to keep them.
Redeployment. Deciding who is eligible for redeployment, and from where to where.
Contingent workforce. Designating the percentage of employees who will be contingent, and in what positions.
Potential retirements. Figuring out who is eligible, when they are eligible, who will replace them, and what alternative work arrangements are available that could prevent a retirement problem.
Performance management. Instituting "forced ranking" or identifying who should be "managed out."
Career path. Career counseling for employees to help them move up.
Backfills. Designating key-position backups.
Internal placement. Developing job-posting systems for internal employees to get a leg up on new openings.
Environmental forecast. Forecasts of industry and environmental trends, as well as a competitor assessment.
Identifying job and competency needs. Doing a skills-and-interest inventory.
Metrics. Identifying metrics to determine the effectiveness of workforce planning.
I guess most of the listed points are something that we study but in practise
there's a great gap !
Thanks to colleagues on these answers
I agree with Mr. Jetley, but also with mr. Kooli!
I know when an order is due, when a line item/ product needs to be replenished, how sales been over a year (3 years), how long it takes to manufacture it, how many people I have to complete the job and what equipment works or is down; do I have all the materials or how long will it take it to get them in to the plant.
First get your research done ... than you got to see where else your people have been allocated ... if you have to much work on the floor you may consider additional seasonal help; if work is scares and you know there is a big order out ... you are still in off season and you have everything to manufacture these goods..... you should utilize this time to do so .... this will avoid a down time for the crew (no lay offs) ... no bottle necking ... no overtime and therefore saving money for the company
Alignment of company Vision, Strategy and People is essential for achieveing long term positive results. So it's equally important to know why you need to hire a pool of A class talent before you decide on what you want them to deliver.
Agreed for all experts. Planning--sourcing out-Recruitment- -training--deployment--motivation and development--career stages--promotions--internal as well as external time to time replacement.
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