Archive
By Staff Report
Oct. 28, 2003
This document can be used in the workforce planning process by helping to gather data from workgroup leaders about the talent within specific workgroups.
This data can then be compiled for the whole organization by rolling up each individual workgroup template into a single document. You can use a program such as Microsoft Excel to compile and combine this information. The overall data that is gathered can be used to create staffing strategies, business plans and make strategic decisions.
| Company:Manager: | Department: | |||||||||||
| Step 1: Understand the goals of your corporate strategy.ACTION: Identify the main goals of your corporate strategy: | ||||||||||||
| Goal ID | Corporate Goal Description | |||||||||||
| Step 2: Describe your workgroup’s goals and the structure you will need to achieve them.ACTIONS:
(A) List the goals of your workgroup in the column entitled “Workgroup Goal Description.” (B) List your plan to achieve each goal in the column entitled “Plan to Achieve.” (C) Insert or attach a copy of the proposed organization chart that you will use to achieve your goals. (D) List the roles (Example: Project Manager) you will need in the column entitled “Identified Workgroup Roles,” and identify whether you (1) already have them, (2) plan to grow them or (3) buy them in the appropriate columns. |
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| A. Workgroup Goal Description | B. Plan to Achieve | |||||||||||
| C. Organization: (Insert organization chart here.) | ||||||||||||
| D. Identified Workgroup Roles | Have | Grow | Outsource | Buy (Hire) | ||||||||
| Step 3: Evaluate your current talent. | ||||||||||||
| A. Evaluate employee contribution to goal attainment. | ||||||||||||
| Employee Name | Describe Contribution to Mission | Describe Uniqueness of Skills | Quadrant | |||||||||
| Insert name here | Super Star, Heavy Hitter, Specialist, or Worker Bee | |||||||||||
| B. Consider employee growth potential. | ||||||||||||
| Employee Name | CurrentQuadrant | Potentialto Move To | ActionsNeeded | |||||||||
| Step 4: Plan for succession. | ||||||||||||
| A. Identify key vacancies in your workgroup/department/division/organization, by listing job titles in the appropriate blanks. | ||||||||||||
| Workgroup Openings | Department Openings |
Division |
Organization Openings | |||||||||
| B. Map current employees into potential openings. | ||||||||||||
| Job Title | Location | Candidate | Projected to Fill By | |||||||||
| C. Identify vacancies created by employee promotions. | ||||||||||||
| Job Title | Location | Projected Date of Vacancy | ||||||||||
| D. Identify gaps (vacancies) to be sourced from outside of company. | ||||||||||||
| Job Title | Number of Vacancies | Location | Date | |||||||||
| Step 5: Anticipate attrition.ACTION:
Identify the employees that you feel may be considering leaving the company, indicating the value of their contribution (by quadrant) and anticipated attrition date. |
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| Employee | Role | Quadrant | Vulnerability Indicator Projected | Attrition Date | ||||||||
| Step 6: Determine hiring specifications.ACTION: Prioritize the vacancies you would like to have filled by quarter. | ||||||||||||
| Job Title | Number of Vacancies | Quarter to Fill | ||||||||||
| Step 7: Develop candidate sourcing strategy. | ||||||||||||
| A. Bring forward culture description from, and identify your value proposition. | ||||||||||||
| Culture Description | Value Proposition | |||||||||||
| B. Identify any other constraints that will affect your ability to source. | ||||||||||||
| C. Based on your culture, value proposition, and other constraints, what will be your strategy for sourcing candidates? | ||||||||||||
Source: Jeremy Eskenazi, Riviera Advisors, Inc.
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