Making Workforce Planning Work in the NT Public Sector

Contents4 Introduction5 Why is workforce planning importantin the Northern Territory Public Sector?7 What is workforce planning?8 What is workforce development?9 Concepts you need to be clear about before you start planning11 A few important things to remember!14 How do you do workforce planning – getting started28 A workforce planning chart30 The language of workforce planning40 Links to the sample Supply Gap Calculation Tool41 Useful references

• consistency in reporting format• coordinated workforce development strategies• agency and sector-wide monitoring of outcomes• a commitment to strengthen regional workforce development initiatives.The Northern Territory Government Framework for Workforce Planning isa generic document which is consistent with the Standards Australia 2008Workforce Planning Guidelines.The framework enables:a) sector wide evidence based workforce planningb) agency autonomy.This assists agencies in the identification of and accountability for workforcedevelopment strategies. The process and methods outlined in this frameworkare transferrable to any agency environment.All agencies need to position themselves to retain and attract the talentthey require now and in the future. This can be achieved through evidencebased workforce planning, which is regarded as an essential element of goodbusiness practice in any economic environment.Skill shortages will continue for many job groups for some years. The NorthernTerritory Government is committed to continuous skill development andbelieves this can be strengthen by targeted workforce development strategiesbased on quality workforce planning.

What isworkforce planning?Workforce planning is a process used to align the needs of an agency withits workforce. It is about producing the evidence to enable agencies to targetworkforce development strategies.Instigation and accountability for workforce planning rests with senior decisionmakers.In addition to strategic responsibility, human resource or corporateplanning staff may also carry responsibility for the operational workforceplanning. This responsibility may include the development of workforce planningmethods and processes, the design and implementation of data systems,agency wide reporting on aggregated data, training and support for managers,communication and staff engagement strategies, and the implementation,monitoring and measurement of workforce development strategies. Managershave a role and responsibility for operational workforce planning through inputinto workforce planning data collection and monitoring.Everyone, regardless of their employment arrangements, have a role toplay in workforce planning, whether it is strategic, operational or throughthe completion of workforce profile data. The roles and responsibilities of allemployees in workforce planning need to be clear and accountable.

What isworkforce development?Workforce development is a strategy you apply to retain and attract theworkforce you need to deliver your services.Retention, recruitment, attraction, branding, learning and development, jobredesign, performance and talent management are all workforce developmentstrategies; they are likely to have better outcomes if they are based onworkforce planning evidence – show me the numbers!Workforce planning is the driver of theworkforce development strategies!

A systematic approach to workforce planning is essentialThe methods, tools and techniques used to gather, analyse and report onworkforce planning are stronger if they reflect a systematic approach. Agenciescan utilise existing sector wide data gathering methods and systems, suchas the Personnel Integrated Payroll System (PIPS) and Business ObjectsXI (BOXI), to meet some workforce planning information requirements. TheOffice of the Commissioner for Public Employment (OCPE) will work with theDepartment of Business and Employment (as the central service provider)and agencies to develop a service-wide approach to the collection, analysisand reporting of workforce data. This reporting will enable agency, sector andregional comparative analysis – in particular, for those job groups identifiedas mission critical (i.e. job groups that are essential for the agency and theGovernment) – to meet its legislative and regulatory requirements.Workforce engagement is an essential element inworkforce planningCommunicating with and engaging the workforce in workforce planninginitiatives will strengthen an organisation’s workforce development strategies.The current workforce has a good understanding about why people areinterested in working in the agency and why people walk away from the agency.This information should be documented to inform the design of retention andrecruitment strategies.10

How do you doworkforce planning– getting startedTip:• You need to start with whatyou have now – then buildon the data over time asyou refine the process andbuild workforce planningcapabilities in your agency.If the agency executive has clearly demonstrated strategic leadership andgovernance in workforce planning and you are a part of the team of ‘champions’identified to implement workforce planning, you can be confident to proceed.If, however, you have been delegated responsibility for workforce planningwithout the support of the team of ‘champions’, you may need to first buildthe business case for workforce planning and submit this to executive forsign-off. This is best kept concise with an emphasis on providing a snapshotenvironmental scan and risk assessment for your agency. That is, the riskassessment of not undertaking workforce planning.Step 1:The snapshot environmental scanThis should be as brief and concise as possible and include the followingquantitative data:• the current agency workforce profile by cohorts• the broader relevant industry workforce• the Northern Territory labour market indicators relevant to your agency• trends in key job groups, divisions and/or locations• projected increase and/or decline in industry demands• available supply and associated implications for the agency’s capacity tomeet projected service demands• a cost benefit analysis of projected costs of recruitment (includingmarketing) of employees to mission critical job groups in comparison tocosts associated with retention of existing employees in these job groups• projected risk assessment of the agency’s capacity to meet legislative andregulatory service demands.Step 2:Linking corporate, business and workforce planningLook at what the agency has nominated as its strategic and corporatedirections, and at the new projects/services it is anticipating and the projects/services being reduced or completed (i.e. emerging or declining business14

Job Category by ANZSCOMAJOR GROUPSExistingpermanentemployeeExisting nonpermanentemployeeSupplyGap (fromsupply gapcalculation)Number.People availin region(ABS)No. availin NT (ABS)No. availAust (ABS)No. availGlobal(IndustryPeak Bodydata)No.AlternativesupplyManagers and Administrators(Code: …..............)Critical job group 1Critical job group 2Professionals(Code 3131-99)Critical job group 1:Computer Systems OfficersAssociate Professionals8 12 (contract) 5 43 212 980 54,000 34 people inNT identifiedas havingthese skillsbut notcurrentlyusing themor seekingemploymentin this jobgroup.(Code…................)Critical job group 1Critical job group 2Tradespersons and relatedworkers(Code...............….)Critical job group 1Critical job group 2Advanced Clerical andService WorkersCritical job group 1Critical job group 2Intermediate Clerical, Salesand Service WorkersCritical job group 1Critical job group 2Intermediate Production andTransport WorkersCritical job group 1Critical job group 2Elementary Clerical, Salesand Service WorkersCritical job group 1Critical job group 2Labourers and RelatedworkersCritical job group 1Critical job group 2TOTAL19

Step 7:Identifying risk assessment of mission critical job groupsThe gap calculation tool assists the assessment of the risks of not addressingthe supply gap. The risk assessment criteria will need to be set by theworkforce planning team and/or the executive. When the data is aggregatedin the calculation tool summary report, the full agency risk assessment canbe identified by mission critical job groups providing strong information for theworkforce development strategies.Step 8:Using the evidence to verify agency mission critical jobgroups by timeframeOnce the supply gap calculation, workforce development strategy and riskassessment are complete another assessment of mission critical job group bytimeframe should be undertaken to verify the job groups by timeframes (seetable below).Mission critical job group 2009 2010 2011 2012+Strategic workforceplanners P PProject managersTechnical skillsPP P PA list of mission critical job groups for the Northern Territory Public Sectorby timeframe would be a significant and useful public sector wide planningdocument. This document could form the basis of a Territory-wide missioncritical job list by timeframes and include public, private and not for profitsectors. This could be used to strengthen regional workforce planning anddevelopment.20

Step 9:Identifying workforce developmentstrategiesYour workforce development strategies should effectively‘write themselves’ if your workforce planning method:PPPPhas been actively supported by the executiveis inclusive of employee input (especially those in themission critical job groups)is based on evidence obtained through the supplygap calculationincludes a risk assessment and supply sourceidentification.Agencies should be able to establish targeted workforcedevelopment strategies which are consistent with riskassessment time frames and which are aligned with theirbusiness corporate and strategic planning objectives.Tip:• A list of mission critical jobgroups for the NorthernTerritory Public Sectorby timeframe would bea significant and usefulpublic sector wideplanning document. Thisdocument could form thebasis of a Territory-widemission critical job listby timeframes, includingpublic, private and not forprofit sectors. It could beused to strengthen regionalworkforce planning anddevelopment.Workforce development strategies can be grouped as follows to maximiseyour workforce planning outcomes:Building a sustainable workforce – stating your agency’s commitment tothe following:• Evidence-based workforce planning – ‘Better Data + Better Decisions’• Identify, report on and monitor the agency mission critical job groups bytimeframes• Identify, report on and monitor all other job groups• Build on outcomes of workforce planning through further research intotrends and indicators which emerge from the workforce plans• Strengthen workforce planning and workforce development capabilitieswithin your agency through manager training and system refinement• Understand your competitors (local, regional, national and global)• Strengthen networks between relevant industry peak bodies andassociations to ensure you are aware of the labour market demand andsupply projections21

• Define the role and responsibility for strategic andoperational workforce planning in your agency• Resource the agency strategic and operationalworkforce planning initiatives.Attracting and retaining talent• Regard your workforce as a ‘whole’ and not byemployee characteristics• Enhance cross-cultural and community knowledgeTip:• Count all the peoplewho deliver your agencyservices as your workforceregardless of theirworking and employmentarrangements. If you havevolunteers working for youragency, develop a separateworkforce plan for thesepeople as they may be yourfuture supply source.• Better match available supply/available skills andservice delivery• Influence workforce expectations around work-life balance, mobility,learning and development, and leadership capability• Influence community expectations around service delivery• Embrace job redesign and consider new ways of working and servicedelivery• Identify and embrace technology to manage service demands• Commit to growing your own workforce• Link career development to succession and workforce plans• Identify career paths for all job groups• Offer opportunities at all career stages• Inform and engage the workforce in workforce planning and workforcedevelopment• Target recruitment, in particular, the number of Aboriginal and Torres StraitIslander people employed in your agency• Target retention of the Aboriginal and Torres Strait Islander peopleemployed in your agency22

• Monitor your agency workforce cohort trends (new entry workers, early,mid and end career employees) and address retention through targetedworkforce development strategies• Position your agency to compete for talent and available labour supply(local, regional, national and global).Strengthening a capable workforce• Link corporate, business and workforce planning• Build agency capabilities in workforce planning and workforce development• Establish a systematic approach to workforce planning methods• Create the right workforce mix to lead, support and provide high-qualityservices• Drive industry training and learning in core service requirements23

Strengthening a capable workforce (continued)• Collaborate with industry competitors to retain, recruitand build the required workforce• Link workforce planning, succession planning andcareer development• Create a supportive and engaging workplace andculture• Monitor and measure the impact of workforcedevelopment strategies against other agencies andagainst your industry trends.Tips:• Do not forget your currentworkforce will know exactlywhy people are attractedto and walk away fromyour agency – ask them,especially those with theWOW factor (the wiseolder worker who has beenobserving for a long time).• The ‘Useful references’section has furtherinformation on agenciesand organisations withrelevant documents onworkforce developmentstrategies.Step 10:Implementing succession planning for mission critical jobgroupsSuccession planning is a workforce development strategy. Having verified themission critical job groups, you can now use this information to develop yoursuccession plans by branch, division, location or agency. Agencies shouldbe alert to duplication in succession planning (i.e. where the same person orposition is nominated for a variety of mission critical positions).Ideally, succession planning for all NT Government mission critical job groupsshould be undertaken and made available as a career development referenceto current and future employees. There is a sample succession planningtemplate on page 25.24

Succession Planning TemplateJob GroupCurrentincumbentClassification/StreamHighestqualificationSkills /attributesWorking lifeintentions withagency*AdditionalcommentsExecutive DirectorCorporate and PolicyMs J BloggsExecutive team/ProfessionalMasters inManagementExecutiveLeadership andpolicy experienceWorkforce planningspecialist2- 3 years Has indicated mayneed to return toSouth Australiato care for agingparentsBench ready 1: (immediate replacement)Job Group Classification/Stream Qualifications Skills/attributes Additional commentsDirector Strategic HRBranch Manager,ProfessionalDegreeLeadership/ operationalworkforce planningCurrently undertakingadditional studies instrategic workforceplanning. Due to completestudies in June 2009Bench ready 2: (3 - 6 months until replacement ready)Job Group Classification/Stream Qualifications Skills/attributes Additional commentsDirector Policy and Planning Management Degree Understanding of workforcedemographicsIndicated interest inworkforce planning inperformance managementinterview.Bench ready 3: (12+ months until replacement ready)Job Group Classification/Stream Qualifications Skills/attributes Additional commentsManager People andPlanning BranchAdministration 7 Diploma Knowledge of HRmanagement informationsystems and requirements.Interested in strategic HR asa career path.BRANCH SUMMARY: Succession Plan for mission critical job groups 2009 - 2011Job GroupCurrent incumbent/positionBench Ready 1 (position) Bench ready 2 (position) Bench ready 3 (position)1 J. Bloggs Executive DirectorCorporate and PolicyDirector Strategic HRDirector Policy andPlanning.Manager People andPlanning Branch25

Step 11:Workforce planning reportsWorkforce planning reporting should be integrated intothe normal agency and public sector business planningcycle. Reporting to executive should include the followingelements:Environment scan – labour market impact on agencycorporate and strategic objectives.Workforce profile (‘the data story’), including:• current and projected mission critical job groups• supply gap analysis• supply source assessment• risk assessment (of supply)• a comparative analysis statement demonstrating any public sector widebenchmark data.Workforce development strategy – recommendations, objectives andmeasurement methods.Step 12:Monitoring workforce planning outcomesAgencies integrating workforce planning into normal business practice need tomonitor trends and evaluate workforce planning initiatives, including:• refining of methods, tools and techniques• capability building in strategic and operational workforce planning• evaluation of outcomes of the workforce development strategies• recommendations for progressing workforce planning and workforcedevelopment within the agency.Step 13:Mapping and evolving agency workforce planningTips:• ‘The data story’ shouldbe clear and concise,focus on the workforcecohorts - new entry, earlycareer, mid career, endcareer, transition, contract,volunteer workforce.• The workforce developmentstrategies should be linkedto worker characteristicssuch as age, gender,cultural and other diversity.When the workforce planning process is established in the agency and isintegrated into the normal business planning cycle, agencies and the NorthernTerritory Government could consider establishing interactive mapping whichenables current and future employees to click on the relevant industry icon bylocation and easily identify the workforce supply and demand gaps, the associatedworkforce development strategies to retain and attract the required workforce, andthe relevant contact details if they wish to access more information.26

A sample checklist for workforce planning in your agencyWorkforcePlanningprojectTaskReady toproceedNot ready toproceedAssociated task Timeframe Person or positionwith responsibility forimplementing taskStep 1Building business case forworkforce planning – anenvironmental scanPNeed to establish workforceplanning ‘team’ to implementworkforce planning strategyand operations includingemployee communicationstrategy around workforceplanning frameworkMay2009ExecutiveStep 2Linking corporate, businessand workforce planningPNeed to demonstrate linkbetween business andworkforce planJune2009Workforce Planning TeamStep 3Identifying mission criticaljob groups, critical jobgroups (skills shortage) andhard to fill job groupsPNeed to build workforceplanning capabilities atmanager level and have themanagers identify missioncritical job groupsJune2009Coordinated by WorkforcePlanning TeamStep 4Identifying and addressingdata gaps for mission criticaljob groupsPNeed to check compatibilityof existing workforceinformation systemsJune2009Director CorporatePlanning, Director HumanResourcesStep 5Undertaking supply anddemand gap calculations formission critical job groupsPNeed to develop systematicapproach to workforce datagathering and analysisAugust 2009Workforce Planning TeamStep 6Assessing supply source tomeet supply gap for missioncritical job groupsPManagers to completesupply gap calculations andsubmit risk assessmentand workforce developmentstrategy recommendationsto Workforce Planning TeamSeptember2009Coordinated by WorkforcePlanning TeamStep 7Identifying risk assessmentof mission critical job groupsPNeed to aggregate riskassessment data frommangers and match withbusiness and corporateplanning timeframesSeptember2009Workforce Planning TeamStep 8Using the evidence toverifying agency missioncritical job groups bytimeframePSubmit aggregated dataincluding mission critical jobgroups x risk assessment xtimeframe to executive forverificationOctober 2009 Workforce Planning TeamStep 9Identifying workforcedevelopment strategiesPAssess manager workforcedevelopment strategiesand recommendationsand identify trends andrequests. Recommendagency wide response tothese strategiesNovember2009Workforce Planning TeamStep 10Implementing successionplanning for mission criticaljob groupsPReview managerrecommendations forsuccession planning– initially across missioncritical job groups and thenproceed to address all jobgroupsNovember2009Workforce Planning TeamStep 11Workforce Planning ReportsPPrepare agency-wideworkforce plan fortimeframes consistent withcorporate planDecember2009Workforce Planning TeamStep 12Monitoring workforceplanning outcomesPDevelop measurementmethods to monitor impactof workforce planningagainst outcomes ofworkforce developmentstrategiesDecember2009Workforce Planning TeamStep 13Mapping and evolvingagency workforce planningPIntegrate workforce planninginto normal businessplanning cycleFebruary2010Executive27

A workforce planning chartWoRkfoRCEPLAnnIngfRAMEWoRkEnvironmental scanWorkforce planning‘team’ established.1Link corporate, businessand workforce planning10Link between businessand workforce plandefinedPrepare successionplans for missioncritical job groups54Identify data gaps formission critical jobgroupsCompatibility ofexisting workforceinformation systemsassessed gapsidentifiedUndertake supplyand demand gapcalculations formission critical jobgroupsSystematic approachestablished23Identify MissionCritical Job group,Workforce planningcapabilitiesdeveloped in agency98Review managerrecommendationsfor successionplanningIdentify agencywide workforcedevelopmentstrategiesRecommend agencywide responseto workforcedevelopmentstrategiesUse the evidenceto verifying agencymission critical jobgroups by timeframeExecutive to verifyagency missioncritical job groups xrisk assessment xtimeframeWorkforce PlanningReportsPrepare agencywide WorkforcePlan for timeframesconsistent withcorporate planMonitor workforceplanning outcomesDevelopmeasurementmethods tomonitor impact ofworkforce planningagainst outcomesof workforcedevelopmentstrategies11126Assess supply source tomeet supply gapSupply gap calculations,risk assessment& workforcedevelopment strategyrecommendations toWorkforce PlanningTeam7Identify riskassessment of missioncritical job groupsAggregate riskassessment data andmatch with businessand corporate planningtimeframes13Map and evolveagency workforceplanningIntegrate workforceplanning into normalbusiness planningcycle.workforceplanning.com.au28

Remember if you do not build on a solidfoundation (evidence-based workforceplanning) your workforce developmentstrategies will not be sustainable!29

The languageof workforceplanningWorkforce planning – getting the numbers rightor as close as you can! Aligning the business needs withthose of the workforce.Workforce development – the strategies youapply to retain and attract the workforce you need todeliver your services.Tips:• Workforce mobility trendsare key informants toworkforce planning• Don’t get distracted by lotsof data - workforce planningrequires only core dataabout the current and futureworkforce requirements• Regard your workforceas a whole - the workercharacteristics, such asage and other diversityare more relevant to theworkforce developmentstrategies than theworkforce planning.Workforce cohorts – agencyWorkforce characteristics, such as age, gender, cultural background and otheridentifiers, are important but not critical in workforce planning. They are moredirectly relevant to workforce development strategies.It is best if the workforce is defined through its cohorts as these are morereliable information sources for monitoring retention and recruitment trends.The workforce planning cohorts are generally identified as follows:• new entry: < 2 years working in the agency• early career: >2 and 5 and < 10 years working in the agency• mid career 2: >10 and 15 and

Other cohorts that should be monitored are:• employees who entered the agency through graduate programs• employees who entered the agency through targeted programs such as theIndigenous Employment and Career Development Strategy and Willingand Able.Workforce cohorts – industryInformation about the ‘industry’ experience of employees allows workforceplanning to more clearly target the training and learning needs of employees.It is often the case that a person may be a ‘new entry’ worker to an agencybut bring to the agency mid career or more work experience, knowledge andskill. This employee may need a different induction, career development andmanagement training and support than a new entry or new industry employee.This information is less easy to access through sector wide systems, but canbe easily accessed if workforce planning is undertaken at the branch level andincludes the engagement of the workforce in the process.Some agencies may already gather this information and some may need toundertake specific workforce profiling (survey or conversation) to gather theinformation directly from employees. The NTPS biennial staff survey will gatherdata on this at an agency level and if this is all the information available initiallyit will be useful. However, in time, as workforce planning is refined, questionsabout industry background should be included in agency performancemanagement discussions, staff satisfaction and/or other similar surveys sothat comparative analysis can occur between industry experience, agencyexperience and job group, division and/or location.MobilityMonitoring of employee mobility is more important in some agencies thanothers and is allowed for in the NTPS mobility strategy Broadening OurHorizons – Avenues for Career Mobility. This is a positive development optionfor NTPS employees and agencies: However, for some agencies, ‘internalchurn’ causes significant planning pressures and needs to be monitored. Forothers, intra-agency movement may be more of an issue. In workforce planning,mobility trends form an important part of the data story.31

The data storyThe data story incorporates the core workforce planning data. Many agenciesget lost in copious amounts of data. In workforce planning the core datainvolves:• Job group(s) (in particular mission critical, global and national skillshortage jobs and job groups and hard to fill job groups)• Funded positions/FTEs (or whatever workforce number reporting systemis used by the agency)• Current vacancies• Previous mobility (last financial year) exits minus entries by job group/family• Projected mobility (future nominated timeframe) exits minus entries by jobgroup/family• Projected workforce demand (increase, decrease, no change)• Potential available supply for nominated timeframe• Supply gap for nominated timeframe• Risk assessment of attracting/reducing required workforce• Workforce development strategy:• retention• recruitment internal• recruitment external• recruitment targeted (e.g. Indigenous employment and careerdevelopment Strategy and Willing and Able)• job re-design• technology• succession planning• employee initiated exits (e.g. voluntary separation packages (VSPs))• agency initiated exits (e.g. retrenchment and or targeted separationpackages (TSPs))• other (agency specific strategies).32

Tips:Workforce engagement• Remember employeesexiting today may beinterested in re-enteringthe workforce tomorrow.Keep the door open for‘regrettable’ turnoveremployees.• Remember those exiting andincoming represent diversecharacteristics. Some maylike to return under differentworking arrangements- if they are regarded asregrettable turnover thenkeep the door open to them.• Workforce profiling, analysisand reporting should notEvery employee and/or volunteer, regardless of theiridentify the individual.working arrangements, should be aware of and engagedWork groups with less thanin the workforce planning process. Inform them that you20 employees are bestare embarking on workforce planning so that you cangrouped with other workoffer workforce development strategies that are directlygroups to protect employeerelevant to them and that will assist them to manage theiridentification.current and projected workload. Ask your employeeswhat their working life intentions are – within your agency,in the NT Public Sector, and in the broader labour market.Ask them what attracted them to work in your agency and what would makethem leave. Ask them why they think others come and go? Engagement of theworkforce in a real rather than tokenistic way will strengthen your workforcedevelopment strategies.Employees in mission critical job groups are very important to your workforceplanning. It may be that you need to undertake a workforce profile of theseworkers to strengthen your workforce planning data.Workforce profileWorkforce profiling involves the use of a survey to gather quantitative(numbers) and qualitative (comment) workforce data. The profile should bede-identified (i.e. you do not need to know the name of the employee, justthe data relevant to their job group). Generally, the workforce profile gatherssome general information such as that listed on page 34. Some of this datamay already be gathered through staff satisfaction and staff climate surveys.33

However, when planning for mission critical job groups aspecific workforce profile may need to be undertaken. Thisplanning involves collecting the following information:Information about the respondent job group, including:• where they work – division, section, location, region• the job group they belong to (e.g. management team,outdoor worker, administrative officer, technical orprofessional worker).Information about the respondent characteristics,including:• age• gender• cultural background and language skills.Information about the respondent current andprojected working arrangements and intentions,including:• working arrangements• length of time working with your agency• length of time working in NT Government• length of time they intend to remain working with your agency• length of time they intend to remain working in NT Government• length of time they intend to remain in the paid workforce.Tips:• Avoid analysis paralysis!The main data you requirefor workforce planning is:• current workforce bycohort• funded positions• funded vacancies• mobility trends (currentand projected) of existingworkforce• service demand projectionsworkforce supply gap• Workforce profiling willstrengthen your data• When you have integratedworkforce planning thenyou can refine it further andincrease the quality of yourworkforce data across alljob groups.Information about respondent level of interest in up-skilling, including:• highest level qualification• level of interest in securing further qualifications by type of qualification• their view of skills and attributes required for their job/job group• their views on career development opportunities and ways your agency canassist them to achieve these.Information about respondent view on agency workforce developmentinitiatives, including:• their level of interest in current agency policy (e.g. transition to retirement,work life balance, modified working arrangements).• challenges for them by remaining with your agency• challenges for them by remaining in the NT Government• if relevant, questions about level of work demands• if relevant, questions about bullying and harassment• their view and ideas for employee retention and attraction strategies• if relevant, questions about staff satisfaction/climate• general comments employees wish to make directly to the executive (optional).34

Mission critical job groupsThese are the job groups your executive has identified ascritical to the agency capacity to deliver on its legislativeand/or regulatory requirements. These should also bematched to corporate and strategic plans.Tip:• Although all job groups areimportant, it is essentialyou start with missioncritical job groups and worksystematically across all jobgroups.Critical job groupsThese are the job groups that are in actual skill shortage either nationally and/or globally. You can look at the ‘Northern Territory Occupation Shortage List’provided by the Northern Territory Department of Business and Employment or bythe Australian Government’s Department of Immigration. Alternatively, universitydepartments that monitor labour market trends may be able to assist you.Remember – if you have critical job groups on your mission critical job grouplist you need to think differently about your retention and recruitment strategiesbased on the information you have about the current and projected supply ofpeople with these skills.35

Hard to fill job groupsHard to fill job groups are those that have enough peoplein NT or Australia to fill the jobs but generally people donot want to do these jobs for a range of reasons – suchas, the nature of the work, the salary levels, the location,the career opportunities and so on. If you have hard tofill job groups on your mission critical job group list thenyou need to consider retention and recruitment strategiesthat address redesign, working arrangements, growingyour own workforce, attracting the underemployed andthe underutilised labour market (that is, people who havethe skill sets you are looking for but who do not wish to work full time and areseeking alternative working arrangements).Risk assessmentAgencies can determine their own risk assessment methods for workforceplanning. These can be aligned to other business risk assessment methods, assimple as high, medium or low risk, or more sophisticated such as:• minor short-term – can be managed within workplace• sustained – cannot fill critical job group and therefore will have a sustainedimpact on the capacity to deliver service (the agency will need to consideralternative service provisions).• major – service will need to close.Tips:• Do not forget your supplysource is right in frontof you – the currentemployees will tell you whypeople are attracted to youragency and why they go.• When having difficultyattracting supply, rememberto recruit for match andattitude first.The question you need to ask is: What isthe risk to this agency of not attracting orretaining the number of employees requiredfor this job group?Supply source analysisIdentifying supply source can be one of the more difficult workforce planningtasks. If your agency has aligned your job groups/job families to ANZSCOcodes (Australian and New Zealand Standard Classification of Occupations),you can simply look up the code and then search the ABS data to determine36

how many people in the region, the Territory or Australiahave these skills and then develop an appropriatemarketing strategy to attract the number you requireusing targeted recruitment strategies.If your agency does not align job groups or job groupfamilies to the ANZSCO codes, it is worth consideringdoing so as this is one method of providing evidencebasedworkforce planning data. It can be a complex andoverwhelming task for all job groups, so it is best to startwith your mission critical jobs and then systematicallyprogress through each of your job groups/job families.Supply source can also be identified by accessingregional information about the underutilised labourmarket. They may come from recruitment agencies,career reference centres, industry peak bodies andassociations who may have access to data on people who have the skill setsyou are seeking but who do not wish to work full-time or are seeking alternativeworking arrangements.Supply source identification can also be strengthened if you include allworkforce segments in your workforce planning such as: contractors, temporarystaff and volunteers. Often the people with the skills and attributes you requireare already working for you in some way and just need to be asked about theirworking life intentions with your agency and in the labour market generally.Supply source can also be ‘grown’ - particularly for regional and remotelocations. The opportunity to grow the skills required can be strengthened ifincluded in your longer term workforce development strategies.Succession planningThe public sector generally in Australia has not undertaken successionplanning well, in part because of the on-going commitment to selection bymerit. However, if incorporated as a part of the workforce planning process,and supported by transparent selection and appointment criteria, it can be apowerful workforce planning tool.Tips:• The ANZSCO codes arevery useful and easilyunderstood, but keepyour systems as simpleas possible so it does notbecome unmanageable.• Ideally, every employeeshould be able to describethe career path optionsassociated with their joband the link these optionshave to the agencysuccession plan for missioncritical job groups and theninto the ANZSCO codes.Succession planning is most effective if only the current incumbent in a job isidentified by name and the succession positions are identified only by role andclassification.37

MappingAdvanced workforce planning should include mappingof workforce requirements. The mapping should beinteractive and provide key data about the industry,the job group(s) required, the timeframe for requiredworkforce and the key contact details.ReportingWorkforce planning reporting should be concise and bebased on evidence. Reports should focus on the ‘data story’ of the current, theincoming and the exiting workforce and demonstrate the alignment of agencybusiness needs with those of its employees. Once integrated into normalbusiness practice and incorporating technology for supply gap calculations,workforce planning report should be available 24/7 for executive assessment.Evaluating and monitoringWorkforce planning and development outcomes should be monitored andevaluated at regular intervals to enable process refinement and evolution andmonitoring of workforce planning capabilities within the agency.Australian and New Zealand Standard Classification ofOccupations (ANZSCO) codesIf you are delegated responsibility for workforce planning (strategic oroperational), it is important to have an understanding of the ANZSCO systemand codes. These can be complex but it is best to keep your referencingsimple.The ABS offer clear definitions and explanations for the codes which cover thefollowing:• the ‘job’ – a set of tasks designed to be performed by one individual inreturn for wage or salary• the ‘occupation’ – a set of jobs with similar sets of tasksTip:• Remember, no matterhow well you plan, yourworkforce always has anopen door to exit youragency. The aim is toengage them in workforceplanning and workforcedevelopment so that theychoose to stay.• the ‘skill level’ – the range and complexity of the set of skills required forthe job.Some agencies may have established their own job group/job family codes toplan their workforce. While this is useful, in the current and projected economicclimate it is suggested that agencies consider aligning their job groups toANZSCO codes.38

Where codes cannot be aligned, the agency can continue with their own codesfor these job groups and seek to have these occupations included in futureclassifications.To maximise the Northern Territory Workforce Planning Framework, agenciescould consider planning towards a Capability and Career Framework whichcaptures the following:oooooooooojob group(s)agency risk assessment(s)ANZSCO code(s)agency job family(s)career stream/job group(s)classification level(s)job role(s)/task(s)core capability(s)support capability(s)technical capability(s).39

Useful references• Strategic Workforce Planning and Development,Office of the Commissioner for Public Employment,Northern Territory Governmentswpd.ocpe@nt.gov.au• State of the Service Report 2007-08, Office of theCommissioner for Public Employment, NorthernTerritory Government www.nt.gov.au/ocpeTip:• Some of these referenceswill become fixed itemson your desk. Familiariseyourself with what theyoffer and make contactwith those responsible forwriting them as they maybe able to direct you tospecific information aboutyour workforce.• NT Government Occupation Shortage List, Department of Business andEmployment, Employment Branch, Northern Territory Government• A Working Future www.workingfuture.nt.gov.au• Northern Territory Government Strategic Workforce Plan 2008-2011,Department of Health and Families, Northern Territory Government• Aboriginal and Torres Strait Islander Strategic Workforce Plan 2008-2011, Department of Health and Families, Northern Territory Government• Workforce Plan 2009-2013, Department of Education and Training,Northern Territory Government• Workforce Planning Report 2009, Department of Planning andInfrastructure, Northern Territory Government• The Northern Territory Public Sector Women in Leadership andManagement Policy Paper, Northern Territory Government• About the Northern Territory Public Sector. What employees shouldknow. Employment in the Northern Territory Public Sector Office of theCommissioner for Public Employment, Northern Territory Government• Job Evaluation System (JES) Northern Territory Governmentinformation booklet, Northern Territory Government• Northern Territory: Community Sector ‘Workforce Toolkit’ NorthernTerritory Council of Social Service (NTCOSS) www.ntcoss.org.au.This tool kit is user friendly and has various tips relating to workforcedevelopment strategies.40

• Australian Bureau of Statistics – Australian and New Zealand StandardClassification of Occupations (ANZSCO) – First Editionhttp://www.ausstats.abs.gov.au/ausstats/subscriber.nsf/0/69651C2DD21FE15BCA2575DF001CB1CC/$File/12200_2006.pdf• Australian Government DEEWR Jobs Outlookhttp://joboutlook.gov.au/pages/alpha.aspx• Victorian Government: State Services Authority ‘attracting andretaining staff – a guide for the public sector in rural and regionalVictoria 2009, Victorian Government www.ssa.vic.gov.au• Standards Australia 2008 Guidelines on Workforce Planning HB 299– 2008 sales@sai-global.com• Workforce Planning Australia www.workforceplanning.com.au• An Introduction to Workforce Planning – are you ready for crunchtime? by Julie Sloan, Director, Workforce Planning Australiawww.workforceplanning.com.au• The Workforce Planning Imperative – 2009, by Julie Sloan, Director,Workforce Planning Australia www.workforceplanning.com.au41