Making Workforce Planning Work in the NT Public Sector
Making Workforce Planning Work in the NT Public Sector
Making Workforce Planning Work in the NT Public Sector
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Tips:<strong><strong>Work</strong>force</strong> engagement• Remember employeesexit<strong>in</strong>g today may be<strong>in</strong>terested <strong>in</strong> re-enter<strong>in</strong>g<strong>the</strong> workforce tomorrow.Keep <strong>the</strong> door open for‘regrettable’ turnoveremployees.• Remember those exit<strong>in</strong>g and<strong>in</strong>com<strong>in</strong>g represent diversecharacteristics. Some maylike to return under differentwork<strong>in</strong>g arrangements- if <strong>the</strong>y are regarded asregrettable turnover <strong>the</strong>nkeep <strong>the</strong> door open to <strong>the</strong>m.• <strong><strong>Work</strong>force</strong> profil<strong>in</strong>g, analysisand report<strong>in</strong>g should notEvery employee and/or volunteer, regardless of <strong>the</strong>iridentify <strong>the</strong> <strong>in</strong>dividual.work<strong>in</strong>g arrangements, should be aware of and engaged<strong>Work</strong> groups with less than<strong>in</strong> <strong>the</strong> workforce plann<strong>in</strong>g process. Inform <strong>the</strong>m that you20 employees are bestare embark<strong>in</strong>g on workforce plann<strong>in</strong>g so that you cangrouped with o<strong>the</strong>r workoffer workforce development strategies that are directlygroups to protect employeerelevant to <strong>the</strong>m and that will assist <strong>the</strong>m to manage <strong>the</strong>iridentification.current and projected workload. Ask your employeeswhat <strong>the</strong>ir work<strong>in</strong>g life <strong>in</strong>tentions are – with<strong>in</strong> your agency,<strong>in</strong> <strong>the</strong> <strong>NT</strong> <strong>Public</strong> <strong>Sector</strong>, and <strong>in</strong> <strong>the</strong> broader labour market.Ask <strong>the</strong>m what attracted <strong>the</strong>m to work <strong>in</strong> your agency and what would make<strong>the</strong>m leave. Ask <strong>the</strong>m why <strong>the</strong>y th<strong>in</strong>k o<strong>the</strong>rs come and go? Engagement of <strong>the</strong>workforce <strong>in</strong> a real ra<strong>the</strong>r than tokenistic way will streng<strong>the</strong>n your workforcedevelopment strategies.Employees <strong>in</strong> mission critical job groups are very important to your workforceplann<strong>in</strong>g. It may be that you need to undertake a workforce profile of <strong>the</strong>seworkers to streng<strong>the</strong>n your workforce plann<strong>in</strong>g data.<strong><strong>Work</strong>force</strong> profile<strong><strong>Work</strong>force</strong> profil<strong>in</strong>g <strong>in</strong>volves <strong>the</strong> use of a survey to ga<strong>the</strong>r quantitative(numbers) and qualitative (comment) workforce data. The profile should bede-identified (i.e. you do not need to know <strong>the</strong> name of <strong>the</strong> employee, just<strong>the</strong> data relevant to <strong>the</strong>ir job group). Generally, <strong>the</strong> workforce profile ga<strong>the</strong>rssome general <strong>in</strong>formation such as that listed on page 34. Some of this datamay already be ga<strong>the</strong>red through staff satisfaction and staff climate surveys.33