LGA-96227 - South Australian Workforce Planning … Local Government of South Australia –...

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Local Government of South Australia – Workforce Planning Manual (96227)

The contents of this manual, including any logos, branding, trademarks and associated trademarks, belong to and are the sole property of Workforce Planning Australia, a division of MEGT (Australia) Ltd ("Workforce Planning Australia") except where referenced to another author or publication. This manual is protected by copyright. The Local Government Association of South Australia (LGA) has a royalty free, irrevocable, perpetual, non-exclusive licence to use the Project IP for the purposes of the LGA or for the advancement of the interests of South Australian Local Governments and their constituents. When you access this material you agree to: acknowledge that the material is provided by Workforce Planning Australia and the Local

Government Association of South Australia use the material for South Australian Local Government purposes only Not display, reproduce or distribute the material whole or in part to another person, or in

any way make public or commercial use of the material without prior written consent of Workforce Planning Australia

not modify the material or any part of the material without the express written consent of Workforce Planning Australia.

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Local Government of South Australia – Workforce Planning Manual (96227)

Contents

Contents ....................................................................................................................................... 3

Introduction ................................................................................................................................. 4

Workforce Plan Template .......................................................................................................... 4

What is Workforce Planning? .................................................................................................... 5

Definitions of Workforce Planning .............................................................................................. 6

What is Workforce Development? ............................................................................................. 7

What is a Workforce? ................................................................................................................ 7

What does a Workforce Plan look like? ..................................................................................... 7

Preparing for Workforce Planning Success ............................................................................. 8

Prepare a Project Plan ............................................................................................................... 8

Build a Project Team with a Project Sponsor ............................................................................ 9

Develop a Communication Strategy ........................................................................................ 10

Workforce Planning Steps ........................................................................................................ 11

Step 1: Prepare an Environmental Scan ....................................................................... 11

Step 2: Link Workforce Planning with Strategic Directions and Business Plans ........... 13

Step 3: Collect Organisational Workforce Data ............................................................. 14

Step 4: Collect Employee Workforce Data .................................................................... 15

Step 5: Identify Critical Job Groups ............................................................................... 16

Step 6: Write the Workforce Data Story – Whole of Council and Critical Job Groups .. 17

Step 7: Determine Workforce Supply Gaps .................................................................. 18

Step 8: Identify Workforce Development Strategies – Whole of Council and Critical Job Groups ....................................................................................................... 20

Step 9: Monitor and Measure Implementation .............................................................. 21

Step 10: Integrate Workforce Planning into the Council Strategic Planning Cycle ......... 22

Appendices ................................................................................................................................ 23

Appendix 1 Workforce Plan Template ................................................................................. 23

Appendix 2 Workforce Planning Project Plan Template ...................................................... 37

Appendix 3 Communication Strategy Template................................................................... 38

Appendix 4 PESTEL Analysis Template .............................................................................. 39

Appendix 5 List of Generic Local Government Job Roles ................................................... 40

Appendix 6 Identifying Critical Job Roles Template............................................................. 44

Appendix 7 Scenario Planning Template ............................................................................. 45

Appendix 8 Risk Assessment Template .............................................................................. 46

Appendix 9 Workforce Development Strategies Action Plan Template ............................... 46

Appendix 10 Common Workforce Development Gaps/Issues and Suggested Workforce Development Strategies Template.................................................................... 50

Appendix 11 Glossary of Workforce Planning Terms ............................................................ 54

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Local Government of South Australia – Workforce Planning Manual (96227) Introduction

TIP Workforce planning will only be successful in Councils if the process is led by the Executive Team Like any process that involves people, leadership is a key factor

Introduction This manual has been developed to assist Local Government in South Australia to implement workforce planning processes and practices. The manual was prepared by Workforce Planning Australia as part of the Local Government Association of South Australia’s (LGA) Workforce Planning Project. The manual provides a step by step guide to the process of undertaking workforce planning in Local Government. It provides a structured framework for establishing the evidence and identifying the risks and strategies required to build workforce capability to deliver high quality projects and services. The LGA will provide access to this manual to all South Australian Councils. Council workforce planning teams can use the manual to build a workforce plan one step at a time.

Workforce Plan Template A workforce plan template has been developed as part of the LGA Workforce Planning Project and this is included as Appendix 1. The workforce planning steps outlined in this manual are aligned to the workforce plan template and have been designed to work in conjunction with the template to assist in compiling a workforce plan. Each of the workforce planning steps contains guiding questions and/or templates to provide a broader understanding of what is required. Councils that participate in the LGA Workforce Planning Project will have access to Workforce Planning Australia’s tools to undertake the workforce profile and the supply gap calculation sections of the template.

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Local Government of South Australia – Workforce Planning Manual (96227) What is Workforce Planning

What is Workforce Planning? Workforce planning is a global discipline that is regarded as essential to strong organisational leadership and governance as industries and business increasingly compete for workers in the global labour market. Workforce planning is a business imperative that underpins: strategic and business planning the budgeting process identification of workforce demand and supply issues executive decision making assessment of workforce risk and workforce

development strategies (risk mitigation) identification of critical job roles sustainable workforce development strategies. Workforce planning is the responsibility of senior executives, human resources professionals and line managers. It is a complex task but the aim is to keep it as simple as possible. To get the most out of it, it needs to be a continual process, regularly updated and continually improved. When undertaking workforce planning, it is important not to lose enthusiasm. Remember it usually takes about 18 months before workforce planning processes can be integrated into normal business practice for the first time.

TIP Workforce planning is a journey, not a destination!

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Definitions of Workforce Planning ‘Workforce planning is a continual process that seeks to align the needs of the employee with those of the business and the needs of the business with those of the employee in order to achieve business and strategic planning objectives.’ The Workforce Planning Imperative (2010) Julie Sloan, Founder and Director of Strategy – Workforce Planning Australia. ‘Workforce planning is a business-driven and business-owned process. It’s about knowing your organisation’s business and using this knowledge to position your organisation’s workforce to best deliver your business outcomes and manage workforce-related risks.’ APS Workforce Planning Guide (December 2011) Australian Public Service Commission. ‘Workforce planning is determining and shaping the capacity and capability of the workforce that is needed to achieve an organisations goals and directions.‘ Meeting our Future Victorian Public Service Workforce Needs (2004) Auditor General Victoria Report.

Everyone, regardless of their employment arrangements, has a role to play in workforce planning, whether it is strategic, operational or through the completion of workforce data Making Workforce Planning Work in the NT Public Sector (2009)

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TIPS Workforce planning is the driver of workforce development Design your workforce development strategies based on the evidence collected through the workforce planning process

What is Workforce Development? The two key terms that are commonly linked and sometimes used interchangeably are workforce planning and workforce development. They are not the same thing! Workforce planning is the driver of workforce development. Workforce development is a ‘risk mitigation’ initiative designed to address a gap or risk that was identified through the workforce planning process. Without evidence based workforce planning, your workforce development strategies may be misdirected and ineffectual – thus wasting valuable effort, funds and resources.

What is a Workforce? Your workforce includes whoever is working for your Council to exercise, perform and discharge the powers, functions, duties and services. This could include ongoing/permanent staff, contractors, casuals, volunteers, consultants and outsourced providers. For the purposes of workforce planning it is best to separate the paid and unpaid workforce data but include the unpaid workforce when developing workforce development strategies.

What does a Workforce Plan look like? There are many ways to approach the development of a workforce plan. In 2008 Standards Australia released its Workforce Planning Guidelines HB 299-2008 and these guidelines are applicable to all sizes of businesses including peak bodies, organisations, associations, government agencies and industry skills groups. Using these as a guide and through the experience of providing assistance to Councils to undertake workforce planning as part of the Workforce Planning Project, the LGA has tailored a workforce planning framework specifically for South Australian Councils. The workforce planning steps covered by the framework are as follows: 1. Prepare an Environmental Scan 2. Link Workforce Planning with Strategic Directions and Business Plans 3. Collect Organisational Workforce Data 4. Collect Employee Workforce Data 5. Identify Critical Job Groups 6. Write the Workforce Data Story 7. Determine Workforce Supply Gaps 8. Identify Workforce Development Strategies 9. Monitor and Measure Implementation 10. Integrate Workforce Planning into the Strategic Planning Cycle of the Council Each of these steps are outlined in detail in this manual but before you dive into the deep end there is some preparation work that will ensure your success.

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Local Government of South Australia – Workforce Planning Manual (96227) Preparing for Workforce Planning Success

TIP A project plan will ensure you stay on track with the process and meet your timelines.

Preparing for Workforce Planning Success Research has shown that workforce planning is most successful when it is underpinned by the following three preparatory processes: 1. Prepare a project plan 2. Build a project team with a project sponsor 3. Develop a communication strategy.

Prepare a Project Plan To assist you to stay on track you need to take a project management approach and work through the workforce planning steps in a systematic way. A good project plan will outline how, who and when the workforce planning steps will be carried out. A project plan is especially important for your first venture into workforce planning to ensure that your workforce plan and workforce development strategies are completed within an agreed timeline. The steps outlined in this manual will assist you to scope out your plan of action. Note that the steps in the process do not always have to be linear. Some steps can be completed at the same time as others, and there may be some to-ing and fro-ing between the steps. Workforce planning is an ongoing and reasonably complex task, so aim to keep it as simple as possible by using a project management approach. A project plan template is included as Appendix 2.

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TIPS Build a project team to provide strong support for workforce planning Choose an enthusiastic project sponsor from your Council’s executive team

Build a Project Team with a Project Sponsor

If you have been delegated the responsibility of managing workforce planning in your Council, it is important not to work alone. Recruit a project team consisting of a small group of workforce planning champions from a cross section of job groups in your Council to work collectively and collaboratively on the plan. Typically this team will include managers and staff members interested in workforce planning who are eager to generate interest and support for the process. You will also need a member of your Council’s executive team as your project sponsor and part of the project team. Ongoing engagement with your executive team will be vital for successful workforce planning in your Council. The team responsibilities may include: Building the workforce plan Developing and implementing a communication

strategy that will engage all of the organisation in the process

Working with the Human Resources, Finance and IT teams to identify the workforce data required

Managing and proactively promoting the workforce profiling process to maximise employee participation

Analysing and interpreting the outcomes of the employee and organisational workforce profiles

Providing support and feedback to the organisation prior to and after the employee workforce profiling process

Hosting planning sessions with the key stakeholders and managers to identify appropriate workforce development strategies to respond to the data analysis findings

Assisting to build workforce planning capability across the organisation Briefing the executive team as required.

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TIPS It is essential you engage with all your key stakeholders in the workforce planning process Keep your executive team informed via your project sponsor

Develop a Communication Strategy Your communication strategy should identify the key stakeholders, what needs to be communicated to them and the best medium by which to communicate to each different audience. Remember you need to continue to keep your Council’s executive team informed via your project sponsor. Ensure that all stakeholders and organisations that could provide useful data for workforce planning in your Council are considered in your communication plan – such as the Australian Bureau of Statistics, relevant unions, educational institutions, researchers, labour market monitoring sources, peak bodies and professional associations. This wide consultation will assist in identifying your current and projected labour market supply, graduate projections and sector demand factors and supply sources. Strategic planning and economic development officers in your Council and the LGA are also key stakeholders to assist you in understanding external factors that will influence your future workforce requirements. It is important to create a culture in your Council of employee participation and support for the workforce planning process. The quality of your workforce planning data and hence the decisions you make based on this data will be greatly enhanced by the level of employee engagement, support and participation in the workforce profiling survey and other focus groups or meetings. Your current workforce has a good understanding about why people are interested in working in the Council and why people walk away. This information should be documented to inform the design of retention and recruitment strategies. A communication strategy template has been developed to guide thinking and is included as Appendix 3.

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Local Government of South Australia – Workforce Planning Manual (96227) Workforce Planning Steps

Workforce Planning Steps Workforce planning relies heavily on data to provide evidence for your workforce plan and workforce development strategies. As you gather data, be systematic about documenting your findings under each of the framework step headings. This will save time later on when you need to summarise key information for your workforce plan. Your workforce plan will typically cover the same time span as your Council Strategic Plan which is normally 3 to 5 years into the future.

Step 1: Prepare an Environmental Scan The environmental scan explores the environmental context for workforce planning in Local Government from a national, state and local context. Environmental scans are useful background documents to help understand external factors that may influence the size, shape and makeup, of the workforce. Environmental scans provide useful intelligence that: Helps your Council select critical job groups Feeds into the risk assessment process for critical job groups Points to broad workforce development strategies The LGA has developed national and state environmental scans for the Workforce Planning Project which are included in Section 1 of the workforce planning template (Appendix 1). Councils can use these environmental scans as a starting point for preparing their local environmental scans. A local environmental scan identifies the key external factors that are likely to affect the Council both currently and into the future. Your Council may have already undertaken an environmental scan as part of the strategic planning or business planning process to assist with predicting future needs in all areas of Council operations. Ensure that you engage your executive and strategic planning teams in developing or updating this scan. Environmental scans usually cover current and future issues that include: Economic, political, social and environmental influences Policy, legislative, regulatory and responsibility changes New technology implications Some useful resources to assist you to prepare your local environmental scan include: A set of regional profiles produced by the South Australian Centre for Economic

Studies (SACES) for the LGA in 2012. The profiles contain data on geography, population, the economy, statistical indicators and key issues and opportunities for each region. The project was co-funded by the Local Government Research and Development Scheme and SACES with in-kind support from Regional Development Australia. Please go to http://www.lga.sa.gov.au/site/page.cfm?C=26683 to view these regional profiles.

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Annual environmental scans produced by the Australian Industry Skills Councils. Government Skills Australia is the Local Government Industry Skills Council. To view the 2012 Government Skills Australia Environmental Scan please go to http://www.governmentskills.com.au/images/file_groups/11161/gsaescan_2012_web_version.pdf

Tools such as a SWOT Analysis (strengths, weaknesses, opportunities and threats) and a PESTEL Analysis (political, environmental, social, technology, legal and economic factors) – a PESTEL template is included as Appendix 4.

Guiding questions for developing a local environmental scan: What are the planned developments or changes in your Council area and how will

these initiatives impact Council’s workforce? Will regional economic factors impact the Council workforce? Are there any planned political or legislative changes that will impact the Council

workforce? What external factors will influence the availability (supply) of key staff?

Summarise your findings for this step in Section 1 of the Workforce Planning Template

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Step 2: Link Workforce Planning with Strategic Directions and Business Plans

Workforce planning has links with your Council’s existing strategic and business plans. Assess the impact of strategic and business plans on the workforce. Engage the executive team to look at the business direction of the Council including anticipated new projects and services as well as areas that are declining that may have an affect on staffing requirements. The project team should also work with line managers to identify the critical job groups, the internal skills gaps and external skills shortages that will have a bearing on the achievement of the organisation’s objectives. This process will highlight the key capabilities or skills that will be required in the future and any changes to the type and number of staff needed. Guiding questions for analysing the workforce implications of the strategic directions: What are the strategic directions of your Council that will impact on the workforce? What parts of the strategic plans have a workforce implication? What are the planned changes that will impact on the workforce? Are there specific time-frames for the implementation and realisation of strategic

initiatives and outcomes? How does the Council’s strategic direction impact on the number of staff needed in

different job groups? Which job groups will be critical to the Council’s success? Are there critical skills or capabilities that Council lacks? Will the Council need to employ people in different roles than it has in the past? Will certain roles or job groups no longer be needed or need fewer people? Does the current workforce have the knowledge and skills for the future? Can the knowledge and skills of the current workforce be used in some other way?


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Step 3: Collect Organisational Workforce Data Collect data on your Council workforce from the previous 12 months via an organisational survey. Workforce Planning Australia has designed a Workforce-profiler™ tool specifically for the purpose of undertaking workforce profiling. Councils participating in the LGA Workforce Planning Project will use this tool as part of the project. The organisational workforce data is usually provided by Council Human Resources and/or Finance Officers (note that Councils collect this data at 30 June each year for the SA Local Government Grants Commission General Information Return so this information should be readily available). Organisational data usually includes: Full time equivalents Terminations Sick leave Total number of employees Gender and age Gender and salary classification Gender and occupation streams Gender and trainees Gender and ethnicity An organisational profile will provide you with a snapshot of your Council’s entire workforce. This information will be used in the supply gap process. Guiding questions for analysing the organisational workforce data: Do we have the right balance between full time and part time employees? Is the sick leave figure too high in some or all areas and if so, what is the reason? Is the termination level too high and if so, what is the reason? Do we have a good balance of males and females in executive and managerial levels? Do we have the right gender balance in some or all areas of Council? Do we have good diversity in age, salary classification and ethnicity in Council? Does the ethnicity of our workforce reflect the community we serve?


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Step 4: Collect Employee Workforce Data Collect data from your employees via a workforce profile survey. This will provide information and data that is not generally kept in traditional human resources systems. Workforce Planning Australia has designed a Workforce-profiler™ tool specifically for the purpose of undertaking workforce profiling. Councils participating in the LGA Workforce Planning Project will use this tool as part of the project. Quantitative and a qualitative data can be gathered on any size or type of workforce. Key findings from the data collected can be summarised under the following themes: Respondent’s profile Demographic profile Employment patterns Working arrangements Interest in career development Work/life intentions Career aspirations Attraction factors Productivity improvements Working conditions Retention factors A workforce profile will provide rich information on the points of view of your employees on a variety of workforce issues. This type of information is a valuable addition to the workforce data you are gathering from other sources. Guiding questions for analysing the employee workforce data: What roles do your employees think are hard to fill? What are the career intentions of your employees? What are the main factors that attract and retain your employees to working in Council? What factors would assist your employees to do their work more productively? What circumstances would make Council a better place to work?


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Step 5: Identify Critical Job Groups The workforce planning process focuses on job groups that are critical to your Council’s ability to achieve its strategic goals and objectives, rather than on every job group. Most Councils will have no more than five critical job groups. The workforce can be segmented in a range of ways including job groups, location, organisational structure, job function, job role or skills and capabilities. Segmenting the workforce enables you to identify critical job groups in way that is meaningful to your Council. Talk to your executive team or human resources professionals to assist with this. As a starting point a list of the generic Local Government job roles is included as Appendix 5. Note: The LGA is currently undertaking a project to develop a library of generic Local Government job profiles which Councils will be able to access and customise for their own employees. A training needs analysis guide with checklists and sample reports will also be prepared. These resources will assist Councils to undertake workforce training needs analysis which will provide evidence for future workforce development strategies. Critical job group definitions: Mission-Critical job group: These jobs are critical to the organisation’s ability to

achieve core business deliverables; satisfy legislative and regulatory requirements and deliver strategic and operational business outcomes

Hard-to-Fill job group: Organisations find it hard to attract people to these roles, although there may be sufficient people with the appropriate qualifications to fill them. The geographical location, nature of role, hours or salary may make such jobs unattractive

Skills Shortage job group: These occupations appear on national and/or state/ territory skill shortages lists. For some occupations, the shortages are location-based.

The best way to understand and identify what the critical job groups are in your Council is to talk to your management team. Managers generally know and understand what the workforce demand and supply issues are for their areas (although they probably don’t use that language!) Guiding questions for identifying critical job groups: Which job groups are essential to achieving core business deliverables; satisfying

legislative and regulatory requirements and delivering strategic and operational business outcomes?

Which job groups are essential to the implementation of strategic and business plans? Which of the mission-critical job groups are also considered hard-to fill jobs? Are any of these job groups or related occupations on national, state or territory skill

shortages lists? Which of these job groups take the most time and effort to recruit? Which of these job groups have the highest turnover? A simple template to assist with determining and prioritising the critical job roles across Council is included as Appendix 6.


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Step 6: Write the Workforce Data Story – Whole of Council and Critical Job Groups

Workforce planning is both an art and a science. The science is in collecting data to accurately reflect the workforce. The art is to take all the data that has been collected, synthesise it and create a data story to inform decision making. Look specifically for people in the project team who are confident about using data and enjoy mining and analysing the numbers. Complement these people with team members who have sufficient perspective and tolerance of ambiguity to ask the right questions, work with emergent data, spot patterns and trends and undertake scenario planning. Don’t try to use every bit of interesting data – aim to create a high level summary that identifies key themes. The biggest challenge is to keep this story succinct, informative and above all factual. Aim to create a high level story on a page for the whole Council and a half page for each critical job group that has been identified. The following sections of the workforce plan will be the source of your data story: Environmental scan Strategic and business plans analysis Organisational workforce profile survey analysis Employee workforce profile survey analysis Critical job groups identification Make the data story clear by visual representation. Use quantitative and qualitative analysis, simple tables, dashboards, line, pie and comparative bar graphs and other visual representation to tell the data story. Pictures can speak louder than words. Key questions to guide your analysis and the writing of your data story include: What is the overall story for the Council workforce? Are there any emerging workforce patterns? Are the needs of the people aligned with the needs of the business? Are the needs of the business aligned with the needs of the people? What is the demand for the future, the supply of the present and the gaps of

competency? What is the turnover rate? What is expected in future years? Are there any issues attributed to the turnover? Are people interested in up-skilling? What is the data story for each critical job group? What are the characteristics of each critical job group? How many people in critical roles plan to leave in the next three – five years? Is there a need to redesign job roles for some critical job groups?


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Step 7: Determine Workforce Supply Gaps Once the critical job groups have been identified and the data story written, we need to work on projecting workforce demand (the need for a particular job group), and supply to calculate supply gaps and assess the risks associated with the gaps. Scenario planning will assist to identify the demand for various job groups and this information can be used as a starting point for projecting workforce requirements into the future. Scenario Planning Different scenarios can be explored to identify different future possibilities. Scenario planning is best undertaken in a workshop situation with the project team, the executive team and line managers identifying three or four different future scenarios that could logically occur given the Council’s current situation. The scenarios will vary in their impact on future workforce demand and this can assist with predictions for future workforce requirements. Guiding questions for undertaking scenario planning: What are the potential demand scenarios that should be considered eg loss of budget,

changes to legislation or government? What is the most likely scenario? What is the best case scenario? What is the worst case scenario? What might be the impact of the different scenarios on capability, attraction, retention or

separation? What are the commonalities and key differences between the scenarios? A scenario planning template is included as Appendix 7. Calculate Supply Gaps Undertaking a supply gap analysis is the key to informing workforce development strategies. There are two types of gaps; under-supply and over-supply. Workforce Planning Australia has designed a Know-IT™ tool specifically for the purpose of undertaking supply gap calculations. Councils participating in the LGA Workforce Planning Project will use this tool to identify the supply gaps in their workforce as part of the project and each Council will receive training in how to use it. The Know-IT ™ Supply Gap Calculator also allows Councils to: Record the current situation Perform projections for nominated job groups Analyse workforce service demand by timeframe and business scenario Identify potential strategies in relation to the gaps Guiding questions for calculating supply gaps: What sources of competition exist or may exist in the future for attracting and retaining

employees? Is there a projected increase or decrease for services (you will need to convert this to a

percentage figure for use in the supply gap tool)? Does Council have the workforce supply to meet future service demands? What are the most critical gaps in terms of achieving the strategic goals? Which job groups are essential to the delivery of projected strategic outcomes?

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Risk Assessment of Supply Gaps The final step before launching into strategy development is to conduct a risk assessment of the identified supply gaps. The purpose of this assessment is to identify the level of risk associated with supply gap. This information will help prioritise the job groups on which to focus. An organisation that is unable to recruit, retain and develop people in critical job groups faces certain risks. The biggest risk is that the organisation will be unable to deliver the projects and services required. Risks may also relate to the safety of staff, customer satisfaction and the ability to take on new work or expand services. There are two main questions: How likely is it that we will have a supply gap in each of the critical job roles? What are the implications (risks) if we do? It is important to succinctly document the implications of supply gaps for each of the critical job roles. Most Councils have their own risk assessment processes and these can be used for workforce planning. A standard risk assessment template is included as Appendix 8.


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Step 8: Identify Workforce Development Strategies – Whole of Council and Critical Job Groups

Workforce development strategies should be targeted and specific, based on the findings of in your data story. They are devised in response to the risks, trends, key themes and supply gaps that you have documented during your data collection. A template for documenting workforce development strategies is included as Appendix 9. It is a good idea to limit the number of strategies you are going to actively pursue to a manageable number in priority areas for the first workforce plan. Lower priority strategies can be considered in subsequent years. There are usually two types of workforce development strategies: 1. Organisational – these are general strategies designed in a “one size fits all approach”.

A good example of this is the provision of a leadership development program aimed at general leadership development across a Council.

2. Critical job group specific – these are specific and targeted toward mitigating workforce risk for a specific job group. An example of this is “seek the engagement of a specialised recruitment agency to attract workers for the supply gap of engineers”.

Workforce development strategies are commonly grouped under broad headings such as: Attraction Recruitment Retention Organisational practices Flexible work arrangements Training Regional strategies Across Local Government there are some common workforce development gaps and issues. A template identifying these and suggesting relevant workforce development strategies is included as Appendix 10. This template can be used to guide your thinking on workforce development strategies that could apply to the circumstances in your Council. Organisations that have successfully found ways to turn around hard-to-fill roles and avert projected shortages in various roles have often found it useful to consult with the people in these roles, their managers, colleagues and former workers. This additional information is then used to assist with a job re-design that can significantly reduce or eliminate shortages. Guiding questions for consideration: Are there strategies for the priority organisational issues uncovered during the

workforce planning process? Have the strategies been prioritised in order of urgency? Have a manageable number of strategies been identified to be addressed in the

chosen time period? Are there targeted strategies for each of the critical job groups that were identified? Do the strategies address the identified supply gaps (under or over supply)?


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Step 9: Monitor and Measure Implementation Monitor Once your first workforce plan has been completed, the monitoring stage begins. Workforce planning is an iterative process. It is influenced by the internal and external environments in which your Council operates. It is therefore important to ensure you monitor and review your progress and update the plan and workforce development strategies as required. Workforce plans are usually reviewed every twelve months as part of the strategic planning cycle of Council. However, if significant changes occur at your Council or in the external environment at other times, adjustments can be made immediately and new priorities revealed. The executive team should be engaged in any updating process. Measure Your Council needs to identify the metrics that will assist to identify changes in your workforce and progress on your workforce development strategy implementation. It is important to assign responsibility and timelines for this task as this information will form the basis of regular reporting to the executive team. . Examples of ways to measure progress include implementing metrics to: Measure progress on workforce development strategies Monitor changes to the workforce age profile Monitor sick leave and turnover data Compare results of employee surveys over time Measure increases or decreases in productivity. Guiding questions for consideration: Are the workforce drivers the same as when you developed the plan? Are the demand and supply forecasts tracking as expected? Are the workforce development strategies being implemented as planned? Has the environmental context for the workforce changed? Have Council priorities changed? Have there been any economic changes that affect the workforce or the Council

community?


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Step 10: Integrate Workforce Planning into the Council Strategic Planning Cycle

At the end of your project it is important to document the lessons learned before releasing the project team from their duties. Questions to guide your thinking: What was learned from the process? What tips could be given to a new project team in moving forward? What were the key successes? What would you keep the same? What were the key failures? What would you do differently? Did the workforce planning process achieve the intended goals? Were there any unintended consequences? Describe how your Council will integrate workforce planning into normal business practice and the organisation's strategic planning cycle. What measures will be used to ensure integration and ongoing access to accurate workforce planning data. This should include setting up a regular reporting system to the executive team to communicate progress on the implementation of the workforce development strategies. Guiding questions for consideration: Who has responsibly for the strategic planning process in Council? Who has responsibly for the workforce planning process? Should Council consider establishing a permanent workforce planning committee? Is workforce planning 'at the same table' as the annual strategic planning process? Is workforce planning data being used as part of the consideration of annual budget

allocations? What workforce data is needed by the Council to measure strategic outcomes? How often should workforce data be collected and in what format should it be

produced? What existing reporting mechanisms can be tapped into? Does your Council have the workforce reports it requires or do they need to

built/created? Are there human resources or finance ‘system’ changes that need to be made – who

will take responsibility? How will workforce planning outcomes be reported back to the workforce and how will

regular communication be maintained?


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Local Government of South Australia – Workforce Planning Manual (96227) Appendix 1

Appendices

Appendix 1 Workforce Plan Template

LGA Workforce Planning Project 2013

Workforce Plan

[Insert name of your Council]

[Add your logo and/or pictures to make this your document]

[Insert year of preparation]

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Table of Contents 1. Environmental Scan - National, State and Local Council 2. Links with Council Strategic Directions and Business Plans 3. Organisational Workforce Profile Data 4. Employee Workforce Profile Data 5. Critical Job Groups 6. The Workforce Data Story – whole of Council and Critical Job Groups 7. Workforce Supply Gaps 8. Workforce Development Strategies – whole of Council and Critical Job Groups 9. Monitoring and Measuring Implementation 10. Integrating Workforce Planning into the Council Strategic Planning Cycle

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1. Environmental Scan for Workforce Planning in Local Government

Currently, there are 558 Local Government Councils in Australia that service a diverse range of communities across metropolitan, regional, rural, remote and Indigenous communities. Local Government plays a crucial role in the development and maintenance of local community infrastructure and services. National Local Government Environmental Scan Despite the global recession, the Australian labour market currently remains relatively strong and employment in Local Government grew by 5% in the five years to 2012. The median age for Local Government employees was 44 years in 2011 compared with 39 years in All Industries. The Local Government sector employs approximately 185,000 people nationally. The occupations identified with current and emerging shortages include: Engineering and civil construction Planning and building Surveying Environmental health Finance Environmental services Childcare staff. The following issues are currently being explored on a national basis and may have implications for the directions of the sector in the future and the nature of the skills and job roles required: Recognition of Local Government in the Australian Constitution that will address a High Court challenge regarding the ability of the Federal Government to directly fund Local Government Increased attention to the financial capacity of Councils to respond to community needs

and keep pace with renewal and upgrade of infrastructure Asset management planning Climate change, including mitigation and adaptation strategies Supporting an ageing population Finding new and increased funding sources for Councils. Existing workforce research at the national level has identified the need for Local Government to promote new ways of working including: Improving workplace flexibility Implementing retention strategies Redesigning jobs and workplace practices Rewarding excellence and innovation Providing for specific skill gaps, such as, managing climate change (green skills) Developing mature age training and employment programs Increasing the overall skill level of the workforce (noting that 42% lack formal

qualifications).

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South Australian Local Government Environmental Scan The following issues are currently being explored by Local Government in South Australia and the results of these investigations will provide intelligence on future workforce skill requirements: New Council engagement approaches especially through the use of social media and

mobile technology New levels of service planning for baby boomers Addressing aged care service issues in local and regional areas Examining current trends in youth development and identifying future directions New ways of inducting and working with volunteers Improving asset and financial management practices including the preparation of

performance improvement plans Introducing the One Library Management System which will see a single card used

across the State to access library resources and an enhanced capability for inter-library loans

Developing a common state-wide electronic resource for development assessment planning using a web-based delivery format to distribute the residential development code checklist

Planning for climate change and assessing the impact on assets and infrastructure including the preparation of climate adaptation plans and regional integrated vulnerability assessments and the identification of solar energy infrastructure options and carbon tax issues

Developing a digital economy strategy to take advantage of the social and economic benefits of the national broadband network rollout

Upgrading the skills and knowledge of procurement professionals working in councils to cover the new provisions in the local government act that require the adoption of a range of policies and procedures to underpin procurement decisions

Improving governance standards in local government by identifying best practice and instituting performance monitoring programs to assess the performance of the elected body and its management team

Addressing the skill shortages currently being experienced in country Councils brought about in part by the mining boom and the relocation of workers from country to city areas.

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Council Environmental Scan Identify the factors from the national and state environmental scans that will have an impact on Council’s workforce and summarise the local information you have gathered. Don’t make this section too long; just identify key trends that may have a workforce impact for your Council.

To guide your research and your thinking in this area see the information and guiding questions in Step 1 of the South Australian Local Government Workforce Planning Manual and the template included as Appendix 4

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2. Links with Council Strategic Directions and Business Plans The information you input here will be accessed from your strategic planning documents. Consider what your Council’s strategic and business plans are saying about the workforce they will require in the short, medium and longer term. Identify the workforce implications by number, skills, competencies and training and development requirements.

To guide your research and your thinking in this area see the information and guiding questions in Step 2 of the South Australian Local Government Workforce Planning Manual

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3. Organisational Workforce Profile Data The information you input here should provide a snapshot of your current workforce gathered via the organisational workforce profile survey. Draw attention to key findings for the whole organisation and for critical job groups from the data collected on: Full time equivalents Terminations Sick leave Total number of employees Gender and age Gender and salary classification Gender and occupation streams Gender and trainees Gender and ethnicity


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4. Employee Workforce Profile Data The information you input here should provide a high level summary of the priority information gathered from your employee workforce profile surveys. Identify key findings which will impact on your Council’s workforce capacity to deliver its business and strategic objectives. Don’t repeat the whole employee workforce profile report – this report can be included as an appendix to support this section. Draw attention to key findings for the whole organisation and for your critical job groups. Sub headings could include: Whole of Council working life intentions x timeframes Specific job group working life intentions x timeframes Reasons employees are attracted to work at the Council Reasons employees would leave the Council Training and development preferences Barriers and challenges for the workforce as a whole or by job group Opportunities for the workforce as a whole or by job group Include qualitative and quantitative evidence from your report (eg 30% of staff say ..x... and this is supported by the following qualitative comments gathered through the employee workforce profile survey) to strengthen these key findings.


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5. Critical Job Groups This section should provide details of those groups of jobs considered critical to the Council’s ability to achieve core business deliverables, satisfy legislative and regulatory requirements, and deliver strategic and operational business outcomes.

To guide your research and your thinking in this area see the information and guiding questions in Step 5 of the South Australian Local Government Workforce Planning Manual and the templates included as Appendices 5 & 6

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6. The Workforce Data Story – whole of Council and specific Job Groups Summarise the key findings from the data collected and explore the connections between the evidence gathered in each of the previous steps including: Environmental scans Strategic and business plan analysis Organisational workforce profile survey analysis Employee workforce profile survey analysis Critical job group analysis This section should tell the story about what the workforce looks like now (organisational workforce profile survey analysis), what the employees are saying about the future of the Council (employee workforce profile survey analysis), what the strategic plans are saying about current and future workforce needs and how this all links to the critical job roles that have been identified.


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7. Workforce Supply Gaps Summarise the key findings from your scenario planning workshop, your workforce supply gap calculations and your risk assessment of supply gaps. Prepare a high level summary from an organisational point of view and also report on the projected supply gap for the critical job groups you considered (using the data you gathered from the Workforce Planning Australia Supply Gap Calculator). Copy and paste a new table for each job group. The top section of the table can be extracted from the supply gap calculator. Using the outcomes from your supply gap calculations nominate the risk assessment for these job groups – high, medium, low (your assessment of how hard it will be for you to retain or attract the number of people with these skill sets) and document the implications of shortages for each of the critical job roles.


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8. Workforce Development Strategies Identify the workforce development strategies required to respond to the risks, trends, key themes and supply gaps that you have documented during your data collection and prioritise them under two headings – organisational and critical job group specific. To maintain focus and ease of reporting it is a good idea to limit the number of strategies to a manageable number for the first workforce plan. The remaining strategies can then be marked for implementation in subsequent years.


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9. Monitoring and Measuring Implementation This section should provide details of the measures that will be used to monitor outcomes from the workforce planning process. It should identify the metrics that will be used to identify changes in your workforce and progress on implementing the workforce development strategies.


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10. Integrating Workforce Planning into the Council Strategic Planning Cycle

This section should describe how your Council will integrate workforce planning into normal business practice and the organisation's strategic planning cycle. Identify the processes, timelines and responsibilities that will be needed to ensure integration and ongoing access for the Council to accurate workforce data. Include details of the reporting system that will be used to provide regular workforce updates to the executive team. If possible have this section signed off by the executive team to demonstrate commitment to implementing your workforce planning and workforce development initiatives – see template below.

This workforce plan was endorsed by [insert name executive team] on [date] Signature: [insert CEO name] CEO, [insert Council name]


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Appendix 2 Workforce Planning Project Plan Template

Workforce Planning Steps Task Who is

Responsible By When Comments Completed

1 Prepare Environmental Scans - National, State and Local Council

National Local Government environmental scan

LGA This section has been completed and is available in the workforce plan template

Yes

South Australian Local Government environmental scan

LGA This section has been completed and is available in the workforce plan template

Yes

Local Council environmental scan

2 Link with Council Strategic Directions and Business Plans

3 Collect Organisational Workforce Profile Data

4 Collect Employee Workforce Profile Data

5 Identify Critical Work Groups 6 Write the Workforce Data Story 7 Determine Workforce Supply

Gaps

8 Identify Workforce Development Strategies

9 Monitoring and Measure Implementation

10 Integrate Workforce Planning Into the Strategic Planning Cycle

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Appendix 3 Communication Strategy Template 3.1 Stakeholder Analysis

Stakeholder (name & role)

Level of importance of stakeholder

(high, medium, low)

Current level of support of

stakeholder (high, medium,

low)

What is required of stakeholder

Risks (ways stakeholder

could block project)

Risk Mitigation (strategies to ensure stakeholder support)

3.2 Communication Plan

Target Audience Key Messages for Target Audience Methods to Communicate

with Target Audience

Timeframes and Frequency of

Communication

Who is Responsible for Communication

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Appendix 4 PESTEL Analysis Template The PESTEL framework is an analytical tool that can be used for a variety of reasons to explore factors affecting change. Look at the factors in terms of how they affect the workforce now and in the future. This activity will assist you to identify key drivers of change that will potentially have strategic and competitive consequences on the workforce.

Political Factors • Stability of government • Social policies (eg social welfare) • Tax policies

Economic Factors • Unemployment rates • Interest rates • Inflation

Social Factors • Population demographics (eg

ageing population) • Distribution of wealth • Changes in lifestyle and trends • Education levels

Technological Factors • New innovations and discoveries • Pace of technological innovations

and advances • Pace of technological

obsolescence • New technological platforms

Environmental Factors • Environmental protection laws • Waste disposal laws • Energy consumption regulation • Popular attitude towards the

environment

Legal Factors • Legislation • Employment regulation • Competitive regulation • Health and safety regulation

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Appendix 5 List of Generic Local Government Job Roles Corporate Services Executive

Chief Executive Officer Deputy CEO Corporate Services Director Finance Director CEO Executive Assistant, CEO Personal Assistant Mayor / Chairperson Executive Assistant, Mayor / Chairperson Personal Assistant Minutes and Agendas Officer Media / Marketing Officer Strategic Planning Officer

Management/Admin Corporate Services Senior Administration Officer Corporate Services Administration Officer Corporate Services Administration Assistant, Corporate Services Personal Assistant Contracts Management Officer

Finance Finance Manager Senior Accountant, Senior Finance Officer Finance Officer Creditors Clerk / Officer Debtors Clerk / Rates Officer Purchasing Officer Procurement Officer

Human Resources Human Resources Manager Senior Human Resources Officer Human Resources Officer Payroll Officer Occupational Health and Safety Officer / Risk Management Officer

Information Technology IT Manager IT Officer GIS Officer

Records Records Management Manager Senior Records Management Officer Records Management Officer

Customer Service Customer Services Manager Senior Customer Services Officer Customer Service Officer / Cashier Customer Service Officer / Reception Call Centre Officer

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Engineering/Infrastructure Management/Admin

Works / Engineering Director Works / Engineering Manager Works Administration Officer Stores / Purchasing / Procurement Officer

Engineering, Professional Construction Engineer Engineering Assistant Technical Officer Draftsperson Surveyor

Works – Construction/Maintenance Works Supervisor Works Leading Hand / Team Leader / Ganger Grader Driver Road Construction / Maintenance Worker Plant Operator Construction / Drainage Worker Quarry Worker Driver / Carter Line Marker

Sundry Trades Sign Writer Mechanic Carpenter Horticulturist / Arborist

Parks & Gardens Parks & Gardens Manager Parks & Gardens Supervisor Parks & Gardens Leading Hand / Team Leader / Ganger Gardener Plant Operator Tree Lopping / Wood Chipping Worker

Asset/Facilities Handyman Lockmaster Caretaker Cleaner Street Cleaner Caravan Park Operator Cemetery Officer / Curator Cemetery Worker / Grave Digger / Groundsman Airport Manager / Officer Airport Groundsman Golf Course Manager Golf Course Groundsman Graffiti Remover

Waste Waste Truck Driver Garbage Tip Maintenance CWMS Maintenance Worker

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Human Services Management/Admin

Human Services Director Human Services Manager Human Services Administration Officer

Community Development Community Development Coordinator / Officer Cultural Awareness Officer Youth Liaison Officer Social Planner Crime Prevention Coordinator / Officer

Economic Development Economic Development Manager Economic Development Officer

Tourism Tourism Officer

Community Services Community Services Manager Community Services Coordinator / Officer Community Information Officer Aged Care Coordinator / Officer Community Centre / Community Housing Coordinator Youth Coordinator / Officer Community Bus Driver Community Arts Coordinator / Officer Volunteer Coordinator Home & Community Care Officer (HACC) Home Handyman (HACC) Respite Worker (HACC)

Childcare Childcare Manager Childcare Coordinator / Team Leader Qualified Childcare Worker Unqualified Childcare Worker

Recreation & Sport Recreation Services Manager Recreation Centre Manager Recreation Officer Pool Manager Assistant Pool Manager Pool Attendants

Library Library Manager Branch Librarian Library Technician Library Officer / Assistant Local History Officer Youth and Children’s Officer Events and Marketing Officer Library IT Systems Officer Shelver

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Environmental Services Management/Admin

Environmental Services Director Environmental Services Manager Environmental Services Administration Officer

Planning Planning Manager Senior Planner Planning Officer / Inspector Planning Assistant Drafting Officer

Building Building Surveying Manager Senior Building Surveyor Building Surveyor Building Officer / Inspector Building Assistant

Health Environmental Health Manager Senior Environmental Health Officer Environmental Health Officer Immunisation Nurse

Enforcement Regulatory Services / General Inspectorial Manager Senior Ranger / Senior Regulatory Services Officer / Senior General Inspector Ranger / Regulatory Services Officer / General Inspector Traffic & Parking Control Officer Dog Control Officer Fire Prevention Officer Security Officer

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Appendix 6 Identifying Critical Job Roles Template This table can be used to document and guide you to decision making about which job roles are critical to your Council.

Job Group Mission-Critical

Hard to Fill Hard to Retain

Needs Lead Time to Grow

Skills Shortage

National State Regional

eg Engineer √ √ √ √ x √ √

eg Environmental Health Officer √ √ √ √ x √ √

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Appendix 7 Scenario Planning Template Scenario 1 – Most Likely

Scenario 2 – Worst Case

Scenario 3 – Best Case

Scenario 4

Scenario 1 – Most Likely Effects on:

Capability Attraction Retention Separation

Scenario 2 – Worst Case Effects on:


Scenario 3 – Best Case Effects on:


Scenario 4 Effects on:


Commonalities between the scenarios:

Main differences between the scenarios:

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Appendix 8 Risk Assessment Template

LIK

EL

IHO

OD

AL

MO

ST

CE

RT

AIN

LIK

EL

Y

UN

LIK

EL

Y

LOW MEDIUM HIGH

CONSEQUENCE

The purpose of the risk profile is to: Provide a snapshot of risk ratings and decisions Indicate treatment priorities Confirm the relative severity of identified risks

Using a title which best represents each risk, plot all assessed risks onto the profile. Plot each risk according to the risk decision, based on the ratings of likelihood and consequence, and taking into account the rating of control effectiveness

Legend

Monitor Risk

Treat Risk

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Appendix 9 Workforce Development Strategies Action Plan Template

S

trat

egic

O

bje

ctiv

es

G

ap/Is

sue

Gap

Typ

e*

Pri

ori

ty

Nu

mb

er /

Ris

k R

atin

g**

New

or

Exi

stin

g

Str

ateg

y?

W

ork

forc

e D

evel

op

men

t S

trat

egy

Str

ateg

y T

ype*

**

R

esp

on

sib

ility

T

imel

ines

M

easu

re

C

om

ple

tio

n

Dat

e

Council Wide Critical Job Roles

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Explanatory Notes: Gap Type*:

1. Pivotal / mission critical roles, for example: Experienced Managers/Leaders Qualified and experienced Plant Operators for external works groups Qualified Environmental Health Officers Building Surveyors Experienced General Inspectors Planners Policy Planners Experienced Procurement Officers Experienced Communication and Social Media Officers Experienced Marketing and Branding Officers Experienced Records Management Officers.

2. Skills shortage / hard to fill roles

3. Other, please explain

Priority Number or Risk Rating**:

Priority Rating = 1 (most important), 2 (moderately important) or 3 (least important) Risk Rating = Likelihood (unlikely, likely, almost certain); Consequence (low, medium, high)

Strategy Type***:

A. Attraction Employer of choice initiatives

B. Recruitment Cadetships, traineeships, apprenticeships Cultural diversity recruitment to reflect community profile

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C. Retention

Reward, recognition, appreciation

D. Organisational practices Training needs analysis (against a competency framework) to facilitate skills matching and enable full utilisation of skills, development of

learning and development plans, and identification of future skills needs and career pathways Communication and change management initiatives to improve communication channels and workplace culture Job role redesign Upgrading performance management systems Buddying, coaching, mentoring Knowledge management Succession planning

E. Flexible work arrangements Phased retirement Work life balance

F. Training Leadership training for team leaders, coordinators, supervisors to enable them to move up to leadership/management roles as they

become available Skills development training for younger employees Ongoing professional development for professional staff Civil construction Workplace health and safety including bullying and harassment Stress management Use of technologies Workload management

G. Regional strategies

Resource sharing Shared services Collaborative initiatives

H. Other, please explain

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Appendix 10 Common Workforce Development Gaps/Issues and Suggested Workforce Development Strategies Template

Across Local Government there are some common workforce development gaps and issues. The following table includes those that are regularly identified during the workforce planning process with some suggested workforce development strategies.

Gap/Issue Suggested Workforce Development Strategies

Council Wide Examples

Need to balance age profile

Recruit for graduate, trainee and apprentice positions and establish a school based work experience program

Improve relationships with schools, universities and training providers Link to work/life balance initiatives

Retention for recent recruits

Provide internal work group support and obtain regular feedback from employees Provide relevant training and development opportunities Provide career development opportunities Give regular performance management feedback Provide reward and recognition opportunities Link to work/life balance initiatives

Training and development, skills needs analysis

Provide access to study leave for relevant educational courses Provide access to external study assistance and funding Provide access to leadership and management program Provide multi-skilling opportunities – across administration, customer service, planning, finance,

records Establish an exchange program for employees between departments and/or Councils etc Prepare an annual training plan Provide a coaching and mentoring program Provide employees with opportunities to be involved in, or manage, projects Undertake training needs analysis Prepare a competency framework and skills profiles

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Council Wide Examples (continued)

Communication

Review communication mechanisms and timing Maximise use of intranet Incorporate use of technology – Skype, online meetings etc Provide employees with regular summaries of key messages from executive meetings Provide employees with regular updates of key messages from Council meetings Ensure GMs and Managers are involved in the activities of the workforce planning team Share key messages from cross team/division meetings Undertake cross Council projects Share highlights from team meetings Hold regular staff meetings

Work Life Balance

Take a family friendly approach Offer flexible work arrangements Offer working at home options Offer compressed work hours Offer phased retirement Offer a wellbeing program Offer part time work and job sharing Offer multi-skilling opportunities Offer employee benefit scheme Offer purchased leave options and other leave provisions including at half pay Offer a keep in touch program Offer school holiday programs and child care options

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Council Wide Examples (continued)

Career development

Offer acting in higher duties opportunities Offer flexibility for study and professional development Offer exchange programs between Councils Prepare documentation of tasks and explicit knowledge Offer development of a breadth of skills Offer project opportunities Offer multi-skilling opportunities e.g. between building and planning, admin/customer service and

libraries and finance and records Offer leadership development opportunities Facilitate career conversations Provide coaching and mentoring programs Provide buddying for new starters

Job advertising

Highlight benefits for example diversity of work, location, family friendly, supportive work environment

Use quotes from employees Referral from existing employees

Performance management

Identify KPI’s and career goals Incorporate values and leadership principles Self-evaluation and feedback, evidence based process Communication re range of opportunities including work based learning and project based

learning

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Critical Job Roles Examples Choose from:

Leaders – Managers, Team Leaders, Coordinators Grader Drivers OHS&W Officers Accountants Rates Officers Finance Officers Environmental Health Officers

Provide job shadowing Provide a buddying program Facilitate tacit knowledge transfer – formalised program and approach Prepare recruitment and attraction strategies Provide scholarships to university and support for university studies Undertake functional review including redesign of job roles Up-skill internally – training and development of existing employees Recruit trainees and apprentices and up-skill Undertake a succession planning process

NB. Workforce development strategies for critical job roles can be chosen from the list above and/or from the list of suggested strategies for Council wide workforce gaps and issues. Add a row for each critical job role you have identified during the workforce planning process and choose relevant workforce development strategies using the lists above as a guide.

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Appendix 11 Glossary of Workforce Planning Terms

Term Definition

Operational Workforce Planning (12-18 months)

Involves the systems and processes to produce actionable strategies to address a specific workforce gap or the evidence for Strategic Workforce Planning and decision making.

Strategic Workforce Planning (three plus years)

Is the framework applied to workforce planning and is much broader and longer term than Operational Workforce Planning. It seeks to address high level trends that affect the availability of the workforce and strategies to mitigate workforce risks.

Workforce Development

The strategy applied to mitigate risk and attract, retain and improve the capabilities of the organisation’s workforce.

Job group A grouping of similar jobs to enable segmenting of the workforce at a higher level. It consists of several job functions and roles.

Mission Critical jobs These jobs are critical to the organisation’s ability to achieve core business deliverables; satisfy legislative and regulatory requirements and deliver strategic and operational business outcomes.

Hard-to-Fill jobs Organisations find it hard to attract people to these roles, although there may be sufficient people with the appropriate qualifications to fill them. The geographical location, nature of role, hours or salary may make such jobs unattractive.

Skills Shortage jobs These jobs are listed on national and/or state/territory skill shortages lists. They may also be global shortages. For some occupations, the shortages are location-based.

Capability It is the measure of an individual’s ability to achieve the tasks and objectives of their role through the application of skills, knowledge and attributes.

Supply Internal – Everyone (talent including skills, capabilities and numbers) in the current workforce including full time, part time, casual and contracted employees who are working for or supply services to the business. It is informed by the workforce profiles. External – Anyone (talent including skills, capabilities and numbers) who does not work for your organisation but could do so, now or in the future to meet demand.

Demand The workforce (capability and capacity) the organisation needs to achieve the business outcomes now and in the future.

Data Story The story based on the evidence gathered through the workforce planning process including both quantitative and qualitative data and information.

LGA-96227 - South Australian Workforce Planning … Local Government of South Australia –...

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