Making Workforce Planning Work in the NT Public Sector

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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
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 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: Remember if you do not build on a s
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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