Assess your agency's current approach
The Strategic Workforce Planning Maturity Index helps you to assess your agency's approach to strategic workforce planning.
- Assess your strategic workforce plan against the components in this index.
- Identify areas that can be improved or become more strategic.
- Determine how you can improve in these areas.
The index is of most value at the beginning of the process, but can be used at all stages to assist in visioning what to examine, and to determine gaps in future focus areas. Lower levels are attained and included in higher-level achievements.
- Organisational design
- Scenario planning and time horizon
- Data inputs
- Contingent workforce
- Governance and reporting
- Risk assessment
- Change and transitions
There is some understanding as to what workforce planning is in pockets of the organisation.However, there is not always a consistent understanding of what it means or how it affects the organisation as a whole. Often little or no dedicated resource.
The organisation has a workforce plan in place which is supported by management however there is limited understanding and commitment to system wide issues.
Typically a siloed approach to looking at the organisation in segments.
There is a common approach across the organisation that clearly links to strategic plans.
There is a clear vision of the workforce of the future to drive and deliver services to customers and stakeholders. An assessment of future needs is clearly articulated and strategies are driven by robust evidence based research.
There is a deliberate emphasis on improved productivity, organisational culture, and ‘One Government’.
The organisation has an integrated approach and understanding in driving workforce strategies and embeds proactive people management at the heart of the organisational strategy.
There is a strong capability and know-how in how to lead and shape strategic workforce planning activities that are future focused, and a commitment to outcomes through agreed metrics.
Leaders are engaged in outcomes and nurture fertile ground for workforce activities.Opportunities for cross- agency activities to build, buy and borrow capability and capacity are identified. Reporting is strategic and meaningful, and all levels of the organisation have ownership.
Used as a strategic business tool that is fully integrated into strategic and business planning processes and there is direct line of sight to all other strategic documents.
Sophisticated scenario based demand forecasting of future business and service design is undertaken regularly.
Considers the organisation as a part of an entire enterprise that transcends traditional boundaries and understands how changes in that organisation affect other parts of the system.
Sector-wide issues are shared in a systematic joined up approach.
There is an ad hoc approach to day to day workforce matters.
There are minor shifts in the business and service delivery models with minimal disruption to current workforce designs and practices.
Major shifts in the way business is delivered requiring a fundamental rethink of existing systems and models.
Typically this would have significant job redesign and considerable efforts in reviewing service delivery.
Major paradigm shift in the way the needs of the workplace and community are matched to the workforce. These unleash potential and often involves pilots and trials as well as major stakeholder consultation and high level engagement with government.
Workforce strategies ‘break the mould’ of traditional structures, classifications, design, management, capability and capacity.
These are innovative workforce designs and practices that are revolutionary and have rarely been tested in a public sector environment.
There is a complete culture shift, for example from a steady 9-to-5 paradigm to an agile ‘cloud-workers’ paradigm.
Scenario planning and time horizon
Planning is focused on the immediate future (i.e. the next year’s activities).
Planning looks at where the organisation needs to be in one to two years’ time and typically assumes a single future as its goal.
Typically departments with minor workforce agendas can fall into this area.
Departments are looking at three to four year cycles and are using scenarios to predict needs.
Often this links into other strategic document cycles and is used to drive a high performance workforce.
Departments regularly use predictive analytics to forecast workforce needs for the next five years and typically undertake extensive scenario planning exercises to provide clarity of vision.
Leaders are insightful, bold and courageous in their thinking about options and opportunities for more effective business models.
Planning not only considers the short term needs of the organisation but takes a longer term view and extends well beyond five years with future forecasting and blue sky thinking, and includes a clear vision of how to get there.
Balances diverse information and analytical models to optimise a collection of tactics for different futures and are confident with complexity and uncertainty.
Often global push/pull factors are taken into account in clarifying the future.
Foundational demographic data is considered at a point in time, however rarely shapes the activities of the organisation.
No benchmarking is done.
An expanded assessment of demographic trends and analysis is undertaken including manipulating data sets and lines of enquiry.Staff survey results inform workforce activities.
Translating data into information, finding connections, testing hypotheses and identifying root connections.
There are common definitions across the enterprise.The department uses benchmarking to other public sector entities and relevant industry standards to analyse performance.
Inputs from all data sources including MOHRI, ABS, data warehouses, staff surveys, state of the service reports and economic modelling of skills supply and demand.
Local analysis and improvements feed into sector wide data enhancements.Projections and trend analysis is integrated into strategies.
Complete understanding of lead and lag indicators across the organisation and coupled with other data, they are used as a solid evidence base to inform workforce strategies.
Leverages analysis in business decisions and process improvement.
Benchmarks are not only with other public sector entities, but also like industries around the world.
Staff are experts or informed by experts on data analysis, how to forecast and project workforce data and undertake supply and demand analysis.
Workforce plans are developed internally by a few key people.
Top down input in the development of workforce strategies.
People are empowered to provide input from across the organisation.
Feedback is sought on draft plans and there is an iterative approach to design and implementation.
Stakeholder engagement strategies are in place to glean input from several strategic sources.
Diagnostic tools are used effectively to extract relevant information from engagement results to inform workforce activities.
Deep engagement from not only across the organisation, but all key stakeholders including Ministers, private sector, NGOs, volunteers and other stakeholders external and internal to the organisation.
There are effective feedback loops in place.
Workforce deliberations are internally focused with no consideration beyond those on the departmental payroll.
Primary focus is on the paid workforce, however there is an appreciation of what working with external providers means for the organisation.
There is a deliberate focus on how to improve service delivery and business outcomes by working more effectively with the contingent workforce however, the depth of understanding is in its nascent stages.
The intrinsic public value of the organisation is clearly articulated. There is a complete understanding of the capabilities, capacities, attributes and positioning of other sectors.
There is a holistic capability building model that partners to lift capability across industry with mutually beneficial outcomes.
The organisation maximises efficiencies with the contingent workforce by co-designing and co-producing outcomes through mutually beneficial approaches.
There is a strategic approach leveraging these skills to deliver government services that includes feeding into sector-wide strategies.
Governance and reporting
Ownership of the planning, development and implementation of workforce strategies sit with the HR Unit.Reporting is done on an ad hoc basis.
There is an understanding of who makes decisions and by what process.Regular reports are prepared but are not always used in a strategic way to inform workforce practices.
Managers have ownership of workforce strategies and their implementation.
Governance frameworks are in place that illustrate the connections amongst all elements of the system.Regular progress reports using both quantitative and qualitative measures are tabled and discussed.
The authorising environment is clearly understood and articulated.
Leaders own the workforce strategies and implementation. They understand their role in driving the workforce agenda and are able to respond to changing needs.Reporting is used in a strategic way to inform workforce practices.
The whole organisation knows and understands the vision for the workforce and their role in contributing to those outcomes.
Reporting is aligned with other strategic reporting cycles and budget papers, and is examined in light of useful and meaningful output and outcome data.Decision making is devolved to the appropriate level and effective governance systems are in place to guarantee accountability.
There is an understanding of the risk factors in achieving the workforce strategies however there is a general sense of risk aversion.
Workforce risks have been articulated in the plan though there is varying levels of engagement in mitigating those risks.
Risk mitigation strategies are in place and link to organisation wide risk strategies.Roles are assigned and understood.
The organisation has a complete understanding of workforce risks, the costs, likelihood and impacts.
Leadership teams have responsibility for primary oversight.There is a clear understanding of protocols for escalation and appropriate responses.
The organisation balances the need to take risks outside the normal paradigms with pushing the boundaries of a risk averse culture.
A compliance culture is balanced with innovation and challenging the status quo.
There is confidence in the ability to rapidly react to unanticipated futures.
Assessments are realistic, evidence based and purposefully considered.Where appropriate, strategic risks feed into sector wide risk management strategies.
Change and transitions
There is a general awareness of change management processes included in any workforce strategies.
A change management strategy has been developed that looks at the granular detail of specific actions required.
There is a clear understanding of what model of change is being applied, as well as roles and responsibilities.All parties are informed and able to address staff uncertainties and community concerns.
The organisation takes a proactive strategic approach to planning for change.
Actions are designed to be sufficiently agile and flexible to be adjusted to suit the emerging context.
Staff receive ongoing support.Structures may need modification and organisational strategic plans are refined.
Change management is seen as a continuous improvement process in a constant state of adjustment and fine tuning that is an integral component of business.
Major change agendas feed into sector wide strategies and are well prepared for with a complete understanding of the new business drivers.
Unpredictable events are handled smoothly and with minimum disruption.There is a robust evaluation and review mechanism in place to enable ongoing learning.