Making Workforce Planning Work in the NT Public Sector

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The data storyThe data story incorporates the core workforce planning data. Many agenciesget lost in copious amounts of data. In workforce planning the core datainvolves:• Job group(s) (in particular mission critical, global and national skillshortage jobs and job groups and hard to fill job groups)• Funded positions/FTEs (or whatever workforce number reporting systemis used by the agency)• Current vacancies• Previous mobility (last financial year) exits minus entries by job group/family• Projected mobility (future nominated timeframe) exits minus entries by jobgroup/family• Projected workforce demand (increase, decrease, no change)• Potential available supply for nominated timeframe• Supply gap for nominated timeframe• Risk assessment of attracting/reducing required workforce• Workforce development strategy:• retention• recruitment internal• recruitment external• recruitment targeted (e.g. Indigenous employment and careerdevelopment Strategy and Willing and Able)• job re-design• technology• succession planning• employee initiated exits (e.g. voluntary separation packages (VSPs))• agency initiated exits (e.g. retrenchment and or targeted separationpackages (TSPs))• other (agency specific strategies).32
Tips:Workforce engagement• Remember employeesexiting today may beinterested in re-enteringthe workforce tomorrow.Keep the door open for‘regrettable’ turnoveremployees.• Remember those exiting andincoming represent diversecharacteristics. Some maylike to return under differentworking arrangements- if they are regarded asregrettable turnover thenkeep the door open to them.• Workforce profiling, analysisand reporting should notEvery employee and/or volunteer, regardless of theiridentify the individual.working arrangements, should be aware of and engagedWork groups with less thanin the workforce planning process. Inform them that you20 employees are bestare embarking on workforce planning so that you cangrouped with other workoffer workforce development strategies that are directlygroups to protect employeerelevant to them and that will assist them to manage theiridentification.current and projected workload. Ask your employeeswhat their working life intentions are – within your agency,in the NT Public Sector, and in the broader labour market.Ask them what attracted them to work in your agency and what would makethem leave. Ask them why they think others come and go? Engagement of theworkforce in a real rather than tokenistic way will strengthen your workforcedevelopment strategies.Employees in mission critical job groups are very important to your workforceplanning. It may be that you need to undertake a workforce profile of theseworkers to strengthen your workforce planning data.Workforce profileWorkforce profiling involves the use of a survey to gather quantitative(numbers) and qualitative (comment) workforce data. The profile should bede-identified (i.e. you do not need to know the name of the employee, justthe data relevant to their job group). Generally, the workforce profile gatherssome general information such as that listed on page 34. Some of this datamay already be gathered through staff satisfaction and staff climate surveys.33
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 and 30: Remember if you do not build on a s
Page 31: Other cohorts that should be monito
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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