1. Workforce Planning Personnel Department

2. What does Workforce Planning entail at the City of Phoenix? • Historical / Ongoing Efforts • Management Intern • Training Catalog (e.g., Supervisor and Management Academy) • Citywide Committees / Taskforces (e.g., Diversity Taskforce) • Departmental Efforts (e.g., Aviation Dept’s “Building Bench Strength” program)

3. What does Workforce Planning entail at the City of Phx? (cont’d) • Presentations facilitated by the Personnel Department • Reports (available from Retirement) • Intranet site (Personnel Dept)

4. Themes • Process • Development • Opportunity • Creative • Partnership • Merit-based

5. Definitions: Workforce Planning • “Getting the right people in the right jobs at the right time.” • Unknown • “Having the right number of people with the right job knowledge, diversity, and skills working in the right jobs at the right time.” • State of Pennsylvania, Workplace Planning Home Page

6. Eligible to Retire (General City)

7. Expected Future Workforce Trends • Older and more diversified workers • A shift toward higher-skilled workers • Workers with changing values and expectations • Increased demand for agency services • Increased competition for talent • An increasing number of employees retiring

8. Enter: Workforce/Succession Planning • Less reliance on external talent as sole/ primary source of candidates. “As the emphasis has shifted from a ‘replacement’ process to a developmental one…more and more succession processes reach deeper into the organization.” “Growing Your Companies Leaders”, Fulmer

9. Workforce Planning Most models involve variations of: • Identifying key positions for succession • Identifying required skills and competencies of key positions • Gap analysis (skill, headcount, etc.) • Developing employees • Evaluating results

10. Competencies Those behaviors and skills that are necessary for success in a particular role.

11. Workforce Planning Who is responsible for WP? • Current work force statistics • ID key positions • ID gaps (skills and/or headcount) • Projecting out program demands • Assessing labor supply • Improving diversity profile

12. Barriers? • What are the most significant barriers in getting the right people in the right jobs at the right time?

13. What is the right balance? • Opportunity for everyone • Multiple programs, avenues, initiatives offered to employees to develop • Broader development goals, diverse experience (not just one “fast track”) • Expect some initiative on part of employees (e.g. on eligible list) • Motivating / prodding certain employees?