Making Workforce Planning Work in the NT Public Sector

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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
Page 3: Contents4 Introduction5 Why is work
Page 7 and 8: What isworkforce planning?Workforce
Page 10: A systematic approach to workforce
Page 19: Job Category by ANZSCOMAJOR GROUPSE
Page 23 and 24: • Monitor your agency workforce c
Page 25 and 26: Succession Planning TemplateJob Gro
Page 27 and 28: A sample checklist for workforce pl
Page 29 and 30: Remember if you do not build on a s
Page 31 and 32: Other cohorts that should be monito
Page 33 and 34: Tips:Workforce engagement• Rememb
Page 35 and 36: Mission critical job groupsThese ar
Page 37 and 38: how many people in the region, the
Page 39 and 40: Where codes cannot be aligned, the
Page 41: • Australian Bureau of Statistics

Making Workforce Planning Work in the NT Public Sector

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