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Consult with the business

To ensure the strategic workforce plan is successful, you need to build a collaborative partnership with business unit managers and the executive team.

Engage

Undertake an environmental scan with business unit managers considering both the internal and external influences on your agency and likely workforce implications. Engage with your executive team to get a top-down perspective, direction and whole agency view of business needs and direction.

Conversations with the executive team need to start from a fact base armed with information gathered during the environmental scan, and include questions to help understand strategy and the likely workforce impacts.

Tools and checklists:

Clarify

Following the initial scan and discussions, undertake data analysis on the workforce—including understanding workforce profiles such as age, gender, classification levels etc. Data from the payroll and HR systems will also provide information on certain workforce behaviours e.g. absenteeism, turnover rates. Issues identified during discussions may require further analysis.

The next series of conversations should focus on presenting findings, seeking clarification and pointing out any discrepancies between what is perceived as fact and the evidence available from the information gathered from data analysis.

Tools and checklists

Future

You can now refine the ‘current state view’ of the workforce requirements and start developing the workforce plan.

Future state conversations can be held and various scenarios developed to help determine the anticipated workforce requirements for the future. In some cases future state conversations can occur earlier however experience suggests that future state conversations are best kept separate. The conversations at this point should articulate the workforce skills and capabilities required to meet future service delivery expectations.

Tools and checklists

Evolve

Bring together the information for current and future states to build the business case for change. The business case should identify strategic initiatives, resources required, timeframes and governance and monitoring processes required.

Conversations at this stage should focus on developing interventions and putting it all into action. Part of the role of HR is to facilitate the discussion and provide input in terms of any corporate initiatives that may support initiatives at a local business unit level. HR should also assist prioritise initiatives and incorporate an ongoing monitoring and review process that links into the overall business planning cycle.

Tools and checklists