Workforce Management Flashcards
All activities needed to ensure that workforce size and competencies meet current and future needs
Workforce Planning
Identifies current makeup of the employees in terms of their demographics, skills, competencies, and performance levels
Workforce Profile
6 Steps of Workforce Analysis process
- Strategic focus
- Supply analysis
- Demand analysis
- Gap analysis
- Solution analysis
- Evaluating workforce planning impact
Logical starting place for staffing supply analysis
Consulting with line managers to determine how many hours of each type of skilled work are needed to meet current needs
The act of replacing employees leaving an org or the attrition or loss of employees
Turnover
2 ways to project turnover
- examine previous turnover rates and adjust them to reflect knowledge of changing conditions
- analyze trends in turnover rates for particular locations or occupations
2 Demand Analysis techniques
- Judgmental forecasts
- Statistical forecasts
Apply expert judgement info from past and present to predict future conditions and staffing needs and understand threats that can affect staffing plan
Judgmental Forecast
Projection of future demand based on a past relationship between employment level and 1 or more variables related to employment
Regression Analysis
Representations of real situations in abstract form, “what if” scenarios
Simulations
Comparing the supply analysis to the demand analysis to identify the differences in staffing levels and competencies needed for the future
Staffing Gap Analysis
4 options to decide from in Solution Analysis
Build
Buy
Borrow
Bridge
Ultimate goal of the workforce analysis process
Create a staffing plan in alignment with the org’s strategic plan and support future needs of the org
Goals that focus on both results and continuous improvement
SMARTER goals
Having 2 different employees on a part time schedule performing the tasks of one full time position
Job sharing
Org identifies specific people and refers them to a staffing firm, which employs them to work for org, usually at a lower cost
Payrolling
In an explicit joint venture, org transfers all employees at a discrete site to the payroll of an employee leasing firm, PEO leases employees back to the org while handling most of the HR admin functions
Employee Leasing or Professional Employer Organization (PEO)
Independent org with expertise in operating a specific function contracts with an org to assume full responsibility for the function
Outsourcing or Managed Services
Org shares responsibility and liability for its alternative workers with the staffing supplier
Co-employment
What is important to reinforce the independent contractor relationship?
The contractor should retain control over when, where, and how work is done. Payment should be tied to deliverables rather than schedule
Reorganizing org structures as a proactive adjustment to meeting changing business needs
Restructuring
Development and integration of HR processes that retain knowledge, skills, and abilities of employees that will meet current and future org needs
Talent Management
Effective talent management requires
- understanding the implications of the org’s business strategy in terms of required competencies
- tracking external conditions that affect availability of talent
- reflecting the org’s value and commitment to diversity, equity, and employee development
- committing to creating a positive workplace and engaged workforce
Can be created and developed to fill the gaps between the talent the org will need and talent likely to be available
Talent Pools
