Making Workforce Planning Work in the NT Public Sector

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MappingAdvanced workforce planning should include mappingof workforce requirements. The mapping should beinteractive and provide key data about the industry,the job group(s) required, the timeframe for requiredworkforce and the key contact details.ReportingWorkforce planning reporting should be concise and bebased on evidence. Reports should focus on the ‘data story’ of the current, theincoming and the exiting workforce and demonstrate the alignment of agencybusiness needs with those of its employees. Once integrated into normalbusiness practice and incorporating technology for supply gap calculations,workforce planning report should be available 24/7 for executive assessment.Evaluating and monitoringWorkforce planning and development outcomes should be monitored andevaluated at regular intervals to enable process refinement and evolution andmonitoring of workforce planning capabilities within the agency.Australian and New Zealand Standard Classification ofOccupations (ANZSCO) codesIf you are delegated responsibility for workforce planning (strategic oroperational), it is important to have an understanding of the ANZSCO systemand codes. These can be complex but it is best to keep your referencingsimple.The ABS offer clear definitions and explanations for the codes which cover thefollowing:• the ‘job’ – a set of tasks designed to be performed by one individual inreturn for wage or salary• the ‘occupation’ – a set of jobs with similar sets of tasksTip:• Remember, no matterhow well you plan, yourworkforce always has anopen door to exit youragency. The aim is toengage them in workforceplanning and workforcedevelopment so that theychoose to stay.• the ‘skill level’ – the range and complexity of the set of skills required forthe job.Some agencies may have established their own job group/job family codes toplan their workforce. While this is useful, in the current and projected economicclimate it is suggested that agencies consider aligning their job groups toANZSCO codes.38
Where codes cannot be aligned, the agency can continue with their own codesfor these job groups and seek to have these occupations included in futureclassifications.To maximise the Northern Territory Workforce Planning Framework, agenciescould consider planning towards a Capability and Career Framework whichcaptures the following:oooooooooojob group(s)agency risk assessment(s)ANZSCO code(s)agency job family(s)career stream/job group(s)classification level(s)job role(s)/task(s)core capability(s)support capability(s)technical capability(s).39
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 and 32: Other cohorts that should be monito
Page 33 and 34: Tips:Workforce engagement• Rememb
Page 35 and 36: Mission critical job groupsThese ar
Page 37: how many people in the region, the
Page 41: • Australian Bureau of Statistics

Making Workforce Planning Work in the NT Public Sector

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