Making Workforce Planning Work in the NT Public Sector

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