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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how many people <strong>in</strong> <strong>the</strong> region, <strong>the</strong> Territory or Australiahave <strong>the</strong>se skills and <strong>the</strong>n develop an appropriatemarket<strong>in</strong>g strategy to attract <strong>the</strong> number you requireus<strong>in</strong>g targeted recruitment strategies.If your agency does not align job groups or job groupfamilies to <strong>the</strong> ANZSCO codes, it is worth consider<strong>in</strong>gdo<strong>in</strong>g so as this is one method of provid<strong>in</strong>g evidencebasedworkforce plann<strong>in</strong>g data. It can be a complex andoverwhelm<strong>in</strong>g task for all job groups, so it is best to startwith your mission critical jobs and <strong>the</strong>n systematicallyprogress through each of your job groups/job families.Supply source can also be identified by access<strong>in</strong>gregional <strong>in</strong>formation about <strong>the</strong> underutilised labourmarket. They may come from recruitment agencies,career reference centres, <strong>in</strong>dustry peak bodies andassociations who may have access to data on people who have <strong>the</strong> skill setsyou are seek<strong>in</strong>g but who do not wish to work full-time or are seek<strong>in</strong>g alternativework<strong>in</strong>g arrangements.Supply source identification can also be streng<strong>the</strong>ned if you <strong>in</strong>clude allworkforce segments <strong>in</strong> your workforce plann<strong>in</strong>g such as: contractors, temporarystaff and volunteers. Often <strong>the</strong> people with <strong>the</strong> skills and attributes you requireare already work<strong>in</strong>g for you <strong>in</strong> some way and just need to be asked about <strong>the</strong>irwork<strong>in</strong>g life <strong>in</strong>tentions with your agency and <strong>in</strong> <strong>the</strong> labour market generally.Supply source can also be ‘grown’ - particularly for regional and remotelocations. The opportunity to grow <strong>the</strong> skills required can be streng<strong>the</strong>ned if<strong>in</strong>cluded <strong>in</strong> your longer term workforce development strategies.Succession plann<strong>in</strong>gThe public sector generally <strong>in</strong> Australia has not undertaken successionplann<strong>in</strong>g well, <strong>in</strong> part because of <strong>the</strong> on-go<strong>in</strong>g commitment to selection bymerit. However, if <strong>in</strong>corporated as a part of <strong>the</strong> workforce plann<strong>in</strong>g process,and supported by transparent selection and appo<strong>in</strong>tment criteria, it can be apowerful workforce plann<strong>in</strong>g tool.Tips:• The ANZSCO codes arevery useful and easilyunderstood, but keepyour systems as simpleas possible so it does notbecome unmanageable.• Ideally, every employeeshould be able to describe<strong>the</strong> career path optionsassociated with <strong>the</strong>ir joband <strong>the</strong> l<strong>in</strong>k <strong>the</strong>se optionshave to <strong>the</strong> agencysuccession plan for missioncritical job groups and <strong>the</strong>n<strong>in</strong>to <strong>the</strong> ANZSCO codes.Succession plann<strong>in</strong>g is most effective if only <strong>the</strong> current <strong>in</strong>cumbent <strong>in</strong> a job isidentified by name and <strong>the</strong> succession positions are identified only by role andclassification.37