Making Workforce Planning Work in the NT Public Sector

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