Making Workforce Planning Work in the NT Public Sector

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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
Page 3: Contents4 Introduction5 Why is work
Page 7 and 8: What isworkforce planning?Workforce
Page 10: A systematic approach to workforce
Page 19 and 20: Job Category by ANZSCOMAJOR GROUPSE
Page 21 and 22: Step 9:Identifying workforce develo
Page 23: • Monitor your agency workforce c
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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