'Workforce planning' diaporamas de présentation

Chapter 5: Workforce Planning

Chapter 5: Workforce Planning. Objectives. After reading this chapter, you should be able to: Explain why workforce planning is an important activity of managers. Describe the internal and external factors that affect labor supply and demand.

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Workforce Planning

Workforce Planning. Learning Objectives (1). When you finish studying this chapter, you should be able to: Explain each of the steps in the ADDIE training process. Discuss at least two techniques used for assessing training needs. Learning Objectives (2).

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HR Metrics Database

HR Metrics Database. Presentation to WIG. HR Metrics Database. Background Progress Report Examples Next Steps . Background. HR Metrics Report How can we collect the data more efficiently? How can we make more use of the data?

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Date of presentation

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Northern Territory Public Sector

Northern Territory Public Sector. HR/IR Skills Audit. Background. Audit Start and Completion Processes (including scoping, surveying, validations and reporting) Sample Size (small, medium and large categories) Results/Products. Demographic Profile. Average Age (42) Gender (82% F, 18% M)

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Building Workforce Planning Capacity and Capability

Building Workforce Planning Capacity and Capability . Liz Livermore Divisional Manager. Building Workforce Planning Capability and Capacity. Workshops and courses Accredited programme Tailored/bespoke programmes Workforce planning competences

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Voluntary Transfer Process & Statewide Bid Process

Voluntary Transfer Process & Statewide Bid Process. Voluntary Transfer Process & Statewide Bid Process. The Voluntary Transfer Process (VTP) and Statewide Bid Process (SWB) occur OUTSIDE the layoff process.

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Health Systems and the Governance Building Block

Health Systems and the Governance Building Block. Derick W. Brinkerhoff Global Health Council, 37 th Annual International Conference Panel on Health Systems Building Blocks: How to Build Strong Health Systems that Deliver Quality Services Washington, DC June 15, 2010.

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Career Path Framework

Career Path Framework. Agenda. Background and context setting Introducing The Career Path Framework Tools and resources. The Organization. Background and context setting. CSTG is the technology partner for most major Corporate Sector businesses globally: Corporate Finance

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Nursing & Midwifery Workload and Workforce Planning

Nursing & Midwifery Workload and Workforce Planning. Long-term Planning. Long-term Planning. Health systems and health workforces are dynamic. Consider the impact of changes to: health policy funding service delivery technology

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Workforce Planning

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Layer 2 Design Refined to Make IT a Direct Report to CEO

Layer 2 Design Refined to Make IT a Direct Report to CEO. Board of Education. General Counsel (Rocks). Chief Ed. Officer (Eason-Watkins). CEO. Chief of Staff (TBD). REA (Bugler). Special Education (Grant-Mitchell). Early child. (Bowman). Elem. High Schools (Pittman). AMPS

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4 Strategies to Better Manage Labor

4 Strategies to Better Manage Labor. Workforce Planning. Continually Measure Outcomes. 4. 1. 2. 3. Proactive Resource Alignment. Centralized Resource Management. Contract Labor FTE Comparison. Effective Layering Creates Balance. Core staff fills 80-85% of shifts

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Essential Elements of Workforce Planning

Essential Elements of Workforce Planning. Business Imperatives ? Growth Implications ? Technology Improvements ? Business Down-Turns ? Financial Requirements . Corporate Business Strategies. Balancing Supply and Demand for Energy Technicians. Demand. Supply.

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Human Resources Division

Updated 12-3-2013. CHIEF HUMAN RESOURCES OFFICER John Boswell. HR PROJECT COORDINATOR Briana Brennan. Human Resources Division. ADMINISTRATOR, HR/OD Learning Officer Rebecca Schmale. DIRECTOR, Compensation, HRIS, Workforce Planning and Metrics Melissa Frederick.

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