Plan for future workforce changes
The aim of future state conversations is to help understand anticipated workforce requirements over short, medium, and long term periods. Applying this to workforce change scenarios ensures Queensland Government agencies can prepare and align their workforce for future needs.
- What roles are currently critical to the business unit’s ability to meet strategic and operational goals?
- What is the outlook for your external labour market?
- What are the current capability strengths?
- What are the current service delivery models?
- What are the current workforce demographics?
- What are the strategic imperatives?
- What changes are anticipated over the next 3 to 10 years which will impact on the workforce?
- What changes to service delivery do you anticipate over the next 3 to 10 years?
- How will these changes take effect (what will we need more of, less of, repurpose)?
- How can we take advantage of the future context?
- What assumptions can we make?
What are the likely scenarios for the organisation in the future?
- What is the likelihood of occurrence?
- What are the key events and timing?
Are there any common elements or emerging themes (e.g. service delivery models, use of technology, impact of automation)?
How will each scenario impact on the workforce?
- Minimal—maintain current capability and resourcing
- Somewhat—change current resourcing and capability requirements
- Significant—major resourcing and capability transformation required
Consider for each scenario:
- To what extent will the organisation be different from now?
- What needs to change with our systems and processes?
- How will the workplace and workforce need to be designed?
How will we best address the changes identified:
- What capabilities and talent will we need to introduce (buy and borrow)?
- What capabilities and talent must we develop further (build)?
- To what extent will there be a scarcity or surplus of talent in the internal and external labour market?
- Population projections
- Forecast service delivery models and design
- Industry growth and contraction
- Economy growth and contraction
- Information and communication technology
- Workforce mix and structure
- Reform and productivity trends
- Workforce participation
- Migration patterns
- Replenishment through Vocational Education and Training and higher education
- Ability to attract talent
- Retirement patterns and turnover
- Lifestyle choices and social change
- Trends in working hours