This workforce analysis will be conducted using an example of a Human Resource Management office.  Data used for this model is not from any existing database; it is fictitious data used for demonstration purposes only. We will demonstrate how to determine the future workforce needs for HR, based on anticipated changes in technology, organizational changes, and different skill set needed in the workplace. 

The workforce planning team for this project consists of four employees:

Sinclair Doe, Line-Manager

·        Team leader

·        Jane will lead the workforce plan study and work on the project full-time.

Darius Adams, Management Analyst

·        Analyzing the workforce, statistics, and strategic plans – define future workforce

·        Jill is on detail from the strategic planning office and will devote 95% of her time to this study.

Howard Smith, Personnel Management Specialist

·        Analyzing the strategic plans, researching, and defining the future workforce.  Provide expertise on HR issues.

·        John is assigned to this study on a part-time basis two days a week.

Elizabeth Runnels, Budget Analyst

·        Analyze the resources needed to perform the tasks

·        Kendall is assigned to this study on part-time basis tow days a week.

Data Collection Step

Define Scope of Data – Simulated Study  

Scope:

This agency is moving toward a HR system that will potentially automate some to of the same functions as current staff.  It’s likely these changes will impact personnel processing units and staff, and the data support branches.  Acquiring these systems may result in more streamlined services and reduction in FTE’s.

This workforce plan will focus on the entire HR function for this agency and will be projected for the next five years.  This study will consider all categories of employment, such as permanent, temporary, non-FTE, contractors and volunteers.  The team will focus minimally on diversity and cultural issues, however statistical information regarding RNO and gender will be reported.

Data will be extracted from FPPS, Data Warehouse, budget reports and strategic planning documents to assist us with the analysis.

Collecting existing documents:

To understand this agency’s vision, mission and workforce dynamics, we have collected and will use the following published documents and reports as a guide for this study:

·        Success Through Human Resources: From Strategy to Action (DOI HRM Strategic Plan)

·        National Academy of Public Administration (NAPA) Study

·        Projected FTE Report

·        Hackett Report

·        DOI Strategic Plan

·        Organizational Chart

·        Staff List

Examining the Data

The team analyzed the above documents to summarize the vision, goals, objectives and anticipated changes for the HR community.  Included on the attached page, is a summary outlining the agency vision and agency-wide initiatives that will have an impact on the services and workload of the Human Resource Office.  In addition, the report analyze the anticipated changes on a table titled, “Examining the Data”, which outlines specific areas needing further staff study based on anticipated changes.

The following table addresses each impact on skills affected and uses this information to plan and identify new skills, work processes, FTE’s and services to be provided.  The full analysis is included.

REPORT OF FINDINGS

AGENCY MISSION: The Mission of the Department of the Interior is to protect and provide access to our Nation's natural and cultural heritage and honor our trust responsibilities to tribes.

Human Resources Management Goal: We will create a work environment in which our diverse workforce is valued, motivated, developed and rewarded for excellent customer-focused service.

Values and Guiding Principles: We are committed to building and maintaining an environment where merit principles, effective leadership, excellence, and empowerment are respected and valued.

Strategic Outcomes: 

·        Deliver the best human resources services for Interior employees

·        Manage Interior’ human resources as expected by the American people

The Ten Strategic Actions

1. Hire and promote on merit

2. Train and develop for mission and career advancement

3. Enhance a quality workplace and competitive benefits

4. Reward for excellent performance and discipline fairly

5. Provide quality and timely personnel services

6. Achieve and maintain workforce diversity

7. Streamline innovative policies and approaches

8. Plan for future workforce needs

9. Communicate effectively with employees and the public

10. Resolve disputes equitably and build partnerships with unions

Potential agency-wide initiative have been identified that will have a direct impact on services, personnel, budget, skills/competencies and future positions relating to the HR organization. These potential initiatives are outlined below and should be used to assist with planning for future positions in the HR field.

Below is a listing of the agency-wide initiatives that are reflected and analyzed in Table 1:

AGENCY-WIDE INITIATIVES

• FPPS

Federal Personnel/Payroll System (FPPS) is an online, integrated personnel/payroll system developed by the Department of the Interior’s Bureau of Reclamation Administrative Service Center. This system is used in the Federal government for the processing of all personnel and pay related function. The system operates on an IBM mainframe computer in a database environment in which data is updated immediately. FPPS contain security controls that allow users to access only the data within their area of responsibility. Interior uses the Federal Payroll Process System (FPPS) to process personnel and payroll information.

• Employee Express

The Employee Express makes it easy for employees to process their own personnel actions using automation. Before EE, employees were required to submit forms and documentation to their servicing personnel office to process any changes in their personal benefits. The personnel office would do all the background work, process the paperwork, follow-up, provide advice and direction and finalized all of these personnel actions. Using Employee Express, the personnel office is no longer needed to process certain personnel actions for employees. The actions include changing/adding/deleting health insurance, thrift savings, allotments and tax withholding information. The agency plans to eventually expand its capability to include all personal actions into this system.

• Data Warehouse System

The data warehouse system makes it easier and user friendly to access various types of information from different computer systems housing the information. This is a one-stop process that allows you to access information from the many systems being utilized at this agency. It allows you to run reports, queries and ascertain information from a variety of administrative databases. Before data-warehouse, employees were required to submit forms to the customer support branch for any information needed. Thus, this system minimizes the operation of the customer support branch.

• Federal Human Resource Information System (FHRIS)

FHRIS (currently under construction and in pilot stage) is a state-of-the-art human resources management information technology system designed by SAP and ICRC to improve human resource business processes and functionality in the Department.

FHRIS is an Enterprise Resources Planning (ERP) meaning the product integrates all (or most) functionality needs into one piece of software. For instance, FHRIS will be able to support recruiting, priority consideration, rating and ranking, position management, employee development, career planning, succession planning, training, appraising, performance management, workforce planning, cases/complaint tracking, and reduction-in-force processing all within the same product. Any data collected in one function is available for use in another. Once you collect data from an employee on their competencies and qualifications, that data can be used in employee development, career planning, and workforce planning. Similarly, appraisal information can be used in performance management and Reduction-In-Force placement. Also, FHRIS will be able to integrate with FPPS and other systems.

Examining the Data (analyzing the anticipated changes)

TABLE 1

Based on the assumptions mentioned and the Table 1, the following skills/competencies (overall) will be needed in the future:

• Ability to use HR Database systems
• Computer skills
• Planning and evaluating
• Manipulate data
• Skills in software applications
• Work independently
• Customer Service
• Reasoning
• Flexibility
• Reading
• Problem solving
• Teamwork
• Stress tolerance
• Ability to handle multiple responsibilities
• Time management skills
• Decision making skills
• Analytical
• Written skills
• Interpersonal
• Teamwork
• Integrity/honesty
• Self management
• Learning
• Conflict management
• Memory
• Attention to detail

We assessed our current workforce to determine the extent the current workforce would meet the needs of the future. In doing so, we analyzed the current workforce by series, grade, race, gender and retirements. The following is our analysis:

ANALYSIS OF DATA:

1. Total number of employees: 52
2. Occupation breakdown:

• Personnel Management Specialist, 201 series, 21 employees
• Employee Relations Specialist, 260 series, 8 employees
• Labor Relations Specialist, 233 series, 2 employees
• Personnel Asst., 203 series, 15 employees
• Management Analyst, 343 series, 1 employee
• Student, 299 series, 5 employees

3. RNO Information:

• WF -34.0%
• BF - 30.7%
• BM -11.5%
• WM- 9.60%
• AF - 7.70%
• HF - 1.92%
• HM- 1.92%
• AM- 1.92%

4. Average Retirement Age: 60 years old

1. Retirement eligibility for current staff: 12 employees are eligible to retire between now and 2003.

• 2000 - 5 (3 PMS, 2 ER)
• 2001 - 3 (2 PMS, 1 PA)
• 2002 - 2 (2 PMS)
• 2003 - 2 (1 MA, 1 PA)

The results of this analysis are documented on the following Gap Analysis form under "projected supply"