Monitor and review the strategy
The monitoring and review process helps to:
- assess what is working and what is not
- make adjustments to plans and strategies
- discuss new workforce and organisational issues which may have arisen.
You should consider at the beginning of the process what qualitative and quantitative data needs to be collected, so that baseline data can be established and therefore progress measured.
You should also decide what lead and lag indicators provide the highest value to the evaluation:
- Lead indicators are the ‘canary in the mine’ that help inform future activities
- lag indicators provide valuable information about what has happened in the past.
- Have we delivered against our strategic priorities? Have we met our service delivery obligations?
- Did we do what we said we’d do, how well did we do it and are stakeholders/customers better off?
- Have we achieved and/or made progress towards planned outcomes for the workforce and our organisation?
- Have we reduced key risk indicators in relation to the workforce?
You should include:
- key workforce data (profiles and capabilities)
- business plans and targets, outcomes and performance indicators
- planned actions, strategies and implementation progress
- proposed systems and organisational changes
- cost and benefit realisation of projects
- workforce quantitative performance data (i.e. turnover, absence and workforce safety data)
- qualitative information and performance indicators (i.e. culture, values and behaviours and staff feedback)
- executive and management meetings
- employee and stakeholder surveys
- focus group feedback
- analysis of workforce data (payroll, recruitment, workplace health and safety) reviews of progress reports
- key findings from project review meetings
- organisation performance reports and assessments
- specific management and project reporting management systems
- MOHRI trend analysis
- Did our workforce projects achieve their intended objectives?
- Reflect on learnings. What worked well? What could be improved?
- Were there any unexpected outcomes?
- Were the actions and strategies completed and do they fulfil the goals?
- Did the action plan accomplish organisational needs? If not, have the plans been altered or strategies altered? Are there other factors preventing attainment of goals?
- Have the conditions changed so that strategies needed to be modified?
- Are the workforce planning assumptions still valid?
- Do the workforce gaps still exist?
- Is the knowledge and skills of employees being developed quickly enough to become effective?
- Is there an imbalance between work that needs to be done, the available workforce and the requisite knowledge and skills required?
- Do new recruits have the required knowledge, skills and levels of expertise?
- Has the cost to recruit been reduced or increased? Why? What have been the outcomes?
- Has overall organisational performance and productivity improved?
- Does the organisation have the required capability and capacity to deliver?
- Is the organisation still designed in the most effective way?