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Contents

Templates overview...........................................................................................................................1
Document management.....................................................................................................................2
Template 1: Workforce planning project plan....................................................................................3
Template 2: Stakeholder engagement plan........................................................................................5
Template 3: Workforce planning project risk assessment..................................................................6
Template 4: Workforce segmentation document................................................................................7
Template 5: Job role profiling template.............................................................................................9
Template 6: Demand analysis (current and future)..........................................................................11
Template 7: Alternative future analysis...........................................................................................13
Template 8: Workforce database......................................................................................................15
Template 9: Workforce trend summary...........................................................................................17
Template 10: Employee survey.......................................................................................................18
Template 11: Exit interview.............................................................................................................19
Template 12: Internal supply (current and future)...........................................................................21
Template 13: External supply (current and future)..........................................................................22
Template 14: Workforce gap (current and future)............................................................................23
Template 15: Risk and options analysis...........................................................................................24
Template 16: Action plan.................................................................................................................25

Templates overview
These are the templates referred to throughout the eight modules of the Australian
Public Service Workforce Planning Guide, designed to assist you with workforce
planning in your agency or department.
These are generic templates outlining the basic information required and suggested
format for collecting and structuring this information. Templates are referred to
throughout the modules by their number and title, and the following symbol is also
used throughout the modules to draw your attention to templates that might help you
along the way, as you progress workforce planning in your organisation.

The structure of the eight modules as they relate to the workforce planning process is
depicted in Figure 1.
Figure 1. Modules in the APS Workforce Planning Guide
2

APS Workforce Planning Guide Templates

Document management
Version history Date Author Description
Version

Date

Author

Description

1.1

January 2013

Australian Public Service


Commission

Minor updates

December 2011

Australian Public Service


Commission

First version

Template 1: Workforce planning project


plan
You can complete this template at the beginning of the initial workforce
planning process. It is a simple project plan providing all relevant people with
an overview of the project.
Headings

Key points

Name of project

A unique name that describes the project accurately and succinctly


(e.g. Workforce Planning for the Environmental Division, Department
of Travel, June 2011).

Owner

Who owns the project? Who is the key stakeholder for the business
area to which the workforce planning project applies? (e.g.
Environmental Division Head)

Responsibility

This should be one person (e.g. the project manager), name and
position specified.

Project team

Specify the names and positions of all members of the project team.

Timeline

When will the project begin? When is it scheduled to finish (and be


integrated into business as usual)? What are the timeframes
associated with key components of the project (and their linkages to
key timeframes associated with business and financial planning,
etc.)?

Objective

What is the outcome you are seeking to achieve from this workforce
planning project?

Output

What will the output of the project be? (e.g. Environmental Division
(Department of Transport) Workforce Plan 20112014)

Target audience

Specify who the project output (workforce plan) is intended to be


used by? (e.g. Environmental Division Head, Environmental Division
Business Manager, Environmental Division Directors)

Scope

For what organisational level is the workforce plan being developed?


(e.g. unit, section, branch, division, group, agency, department, etc.)
Will the workforce plan cover all workforce segments or critical job
roles only? What are the main inclusions and exclusions of the
project? (e.g. due to data constraints a workforce profile will be
excluded)

Milestones

What significant milestones can be used to track the progress of


workforce planning? (e.g. completion of a particular component of
the workforce planning project by a specified date)

Review timeframe
and responsibility

When will the project be reviewed and who is responsible for


undertaking the review/s required to maintain the workforce plan?
When is this going to happen?

Template 2: Stakeholder engagement plan


This template is a table containing the main components of a stakeholder engagement plan. You can use it as a stakeholder
engagement plan or attach it as an annex to a more extensive stakeholder engagement plan.
Stakeholder
s
Who is the
potential
stakeholder
?

Involvement

Risk

Engagement

How are they involved or


interested in the workforce
planning activity?

What are the


risks of not
engaging
them?

What level of
engagement is
appropriate? (e.g.
awareness, involvement,
commitment)

Responsibilit
y
Who is
responsible for
engaging
them?

Timing

Approach

How often
should you
engage
them?
When?

How will the


stakeholder be
engaged? Through
what media?1

The communication media to be used for engaging with stakeholders depends on variables such as the purpose of the engagement, the size and nature of the target
group, what communication has occurred before, and time and resource constraints (including budget). Stakeholder engagement can be very resource intensive.

APS Workforce Planning Guide Templates

Template 3: Workforce planning project risk assessment


You can use this template to assess the risks associated with your workforce planning project and develop mitigation
strategies.
Risks

Likelihood

Consequence

Criticality

Mitigation strategies

What is the potential risk?

What is the
likelihood? (e.g.
extreme, high,
moderate, low,
negligible)

What is the
consequence?
(e.g. extreme,
high, moderate,
low, negligible)

What is the
criticality? (e.g.
extreme, high,
moderate, low)

What are some potential strategies for mitigating


the risk?

8
Templates

APS Workforce Planning Guide

Template 4: Workforce segmentation document


You can use this template to help you define the workforce segments within your organisation and outline the job capability
requirements for each segment. Workforce segments should draw upon the job families, job functions and job roles in the
APS Job Families Model. This template will provide the link between your workforce demand and workforce supply (defined
in terms of skills and capabilities). You can use this template to communicate your workforce breakdown to employees and
other stakeholders. Depending on your organisation, you may choose to add other columns to the table.
Job family

Job function

Job capability requirements


Outputs to be delivered

APS Workforce Planning Guide Templates

Essential skills, capabilities


and characteristics

Desirable skills, capabilities


and characteristics

Template 5: Job role profiling template


You can use this template to systematically collect and manage information
about particular positions or types of roles. A job profile is basically a
comprehensive list of the responsibilities and tasks undertaken in a position or
role plus a list of critical skills and capabilities needed to perform these
responsibilities and tasks.
Job family information
Job family
Job function
Job role
Australian and New
Zealand Standard
Classification of
Occupations
(ANZSCO) code (if
applicable)
Profile information
Role purpose
Core responsibilities
Demonstrated
behaviours
Preferred
qualifications,
certifications,
licenses

Is the qualification mandatory, or can it be acquired over a period


of time in the role?
Mandatory

26 months

12 months

612 months

Preferred knowledge
Role specific
technical knowledge
Source
Australian Public
Service classification
range
Security clearance

Baseline
Negative vetting
1

Negative vetting
2
Positive vetting

12+ months

Vacancy criticality

High

APS Workforce Planning Guide Templates

Medium

Low

Template 6: Demand analysis (current and future)


You can use this template to determine your workforce demand, current and future.
Your full demand analysis should contain:
Information on your critical job roles.

An outline of your demand forecasting method.

Your demand forecast findings (the known path, as well as the most plausible other scenarios and their impact on demand). In particular, it is important
that you list the key internal and external drivers of workforce demand and explain how these are expected to impact on demand. This will inform
workforce planning in the future as well as help you evaluate the accuracy of forecasted future demand.

Level

FTE

Location

(+ 4 years)

Level

(+ 3 years)
FTE

(+ 2 years)
Location

(+ 1 year)

Level

Future
demand

FTE

Future
demand

Location

Future
demand

Level

Future
demand

FTE

Current
demand

Location

Job role

Level

Job function

FTE

Job family

Location

The table below allows you to summarise your current and future workforce demand and as such will also show the gap
between these two. The future demand in this table should be based on your known path. Bear in mind that workforce
demand is the workforce you desire, however, it will need to be reconciled to the supply and budget.

FTE = full-time equivalent

APS Workforce Planning Guide Templates


15

APS = Australian Public Service

Template 7: Alternative future analysis


As part of your demand forecasting process you will identify the known path
(the most likely path for your organisation) and alternative futures, scenarios
and events that could impact your demand. You can use this template to
record alternative futures and how they will affect demand as well as supply.
Scenario (name)
Description
Timeframe
Likelihood
Workforce demand
implications

Capacity
(size, structure)
Capability
(skills, capabilities)
Affordability
(full-time equivalent)

Workforce supply
implications

Capacity
(size, structure)
Capability
(skills, capabilities)

Key risks
Mitigation strategies

Template 8: Workforce database

Training

Qualifications

Education

Other attributes
and characteristics

Capability

Skills and
capabilitie
s

Skill

Disability

Aboriginal / Torres
Strait Islander

Employment
Status
(Permanent,
full time,
part time,
casual)

Full-time
equivalent

Classification Level

Location

Job role

Job function

Job family

First start date

Male or female

Age

Date of birth

Name

Employee
identification

You can use this template to collate a comprehensive list of employee information. You should use your demographic
payroll data and skills and capabilities audit to populate the table. You can use this table as a basis for your internal supply
analysis. Note: if your organisation is large, an information database will be much easier to manage than a spreadsheet.

Template 9: Workforce trend summary


You can use this template you to summarise your organisations workforce
inflow and outflow trends from past years. This will enable you to get an
overview of how inflow and outflow have changed over time and can give you
an idea of what they will be over the coming years.
Yearly workforce statistics
Workforce inflow

Curre
nt

-1 yr

-2
yrs

-3
yrs

-4
yrs

-5
yrs

-6
yrs

Curre
nt

-1 yr

-2
yrs

-3
yrs

-4
yrs

-5
yrs

-6
yrs

Recruitment
Secondments
Transfers
Total
Workforce outflow
Terminations
Secondments
Transfers
Resignations
Retirements
Redundancies
Deaths
Total

APS Workforce Planning Guide Templates

Template 10: Employee survey


You can use this template to survey employee opinion, experience and
intentions to complement your quantitative information.
Employee survey
Where did you work before this agency?
What attracted you to the job?
What would make you leave?
What are your career/retirement intentions
over the next year, next two years, next five
years?
Where do you see yourself in two years time?
Would you recommend the organisation to
others? Why? Why not?

20

APS Workforce Planning Guide Templates

Template 11: Exit interview


It is important that your organisation conducts and analyses exit interviews for
the purpose of your workforce planning. You can use this template for
suggested questions if your organisation doesnt undertake exit interviews.
Exit interview
Why are you leaving the organisation?
Would you recommend the organisation to
others? Why? Why not?
Would you return to the organisation? Why?
Why not?

APS Workforce Planning Guide Templates

Template 12: Internal


supply (current and future)

APS Workforce Planning Guide Templates


23

Job role

Job function

Job family

Based on Template 6 you should now be able to populate the first three columns of this template, which you can use to
gain an overview of the skills and capabilities of your current workforce. Then, using workforce trend data and the
information from your employee surveys, you should attempt to predict what your workforce will look like at the end of your
specified timeframe, if no attempt is made to reconcile it with future demand.
Current internal supply

FTE
For
example,
2

Lev
el
APS
5

FTE = full-time equivalent


*Assuming no change to trends

Locati
on

Future internal
supply*

Future internal
supply*

Future internal
supply*

Future internal
supply*

(+1 yr)

(+2 yrs)

(+3 yrs)

(+4 yrs)

FT
E

Lev
el

Locati
on
Sydney

FT
E

Lev
el

Locati
on

FT
E

Lev
el

Locati
on

FT
E

Lev
el

Locatio
n

Template 13: External supply (current and future)


You can use this template to examine your workforces current and future external supply. Knowing the market availability
of skills and capabilities that you require will be useful when youre assessing the options for closing your workforce gaps.
You do not need to distinguish between employees and contractors if you do not have this information available.
Skills and
capabiliti
es in
demand
(in order
of
criticality
)

Availability of supply
Employees
Curren
t

Yr 1

Yr 2

Contractors
Yr 3

Yr 4

Curren
t

Yr 1

Yr 2

Supply
impediments

E.g. main
competitor is
industry

E.g. high cost

Note on
location
Yr 3

E.g.
project
managem
ent

= skill is in high supply

Competitors

Yr 4

E.g. shortage
worst in Western
Australia

= skill is in moderate supply

= skill is low supply

APS Workforce Planning Guide - Templates

Template 14: Workforce gap (current and future)


Using the information you have entered into Templates 5 and 10, you can use this table to show your workforces current
skills and capability gaps as well as the predicted future gap if no specific measures are taken to address this gap.
Job role

FTE

FTE = full-time equivalent

-2

Gap

Demand

Supply

Future (Yr 4)

Gap

Demand

Supply

Future (Yr 3)

Gap

Demand

Supply

Future (Yr 2)

Gap

Demand

Supply

Future (Yr 1)
Gap

Current
Demand

Job
functio
n

Supply

Job
family

Template 15: Risk and options analysis

E.g.
high

E.g. introduce
graduate policy
program

E.g. likely retirement


of 20 personnel with
policy skills in 3
years.

E.g.
budgetary
constraints,
policy
graduates
are
becoming
harder to
find.

e.g.
high,
mediu
m, low

Expected
benefit

E.g.
high

Alignment
with
organisation
objectives

Responsibilit
y

Risk rating

E.g.
likely

Potential
limitations

cost Estimated

Consequenc
e

E.g.
shorta
ge of
policy
Analyst
s

Other gaps the


strategies will
address

Residual
risk

Likelihood

Mitigation
strategy/initiati
ve options

Success
likelihood

Gaps to be
addressed

When youre developing strategies and initiatives to address your workforce gaps you will have several options. Some may
address only one of your gaps, while others may address several. You can populate this template to assess the various
strategies by comparing the gaps they will address, noting the potential limitations of implementing the strategies and
initiatives.

APS Workforce Planning Guide - Templates

= extreme

= high

= moderate

= low

Template 16: Action plan


You can use this template to outline your chosen strategies and initiatives (in order of priority) and the responsibilities, key
performance indicators, timeline, milestones and resources requirements. You should involve line managers and HR
managers in this process to ensure you develop a tangible and realistic action plan. If there are links between existing
strategies and initiatives and the strategies and initiatives you identify in your action plan, you should make those
responsible for implementing them aware of this, and ensure they have the tools needed to coordinate them.
Strategies and
initiatives

Priori
ty

Responsibility

E.g. introduce
graduate policy
program

E.g.
high,
mediu
m, low

E.g. Human
Resources Manager
(implementation)
Chief Executive
Officer (owner)

Key
performance
indicator and
target

Timeline

Milestones and
deliverables

Budget and resource


requirements

E.g. Dec 2011


to Mar 2012

E.g. Dec 2011advertise


positions

E.g. 2 x Human
Resources Directorate
staff required for duration
of timeline

Feb 2011candidate
interviews
Mar 2011announce
positions
Mar 2011candidates
start

APS Workforce Planning Guide Templates


29

= high

= medium

= low