Welcome!

Workforce Analysis
Workshop
Christina Lopez, Instructor
Erika Sanchez, Instructor
Sponsored by State Personnel Board

Agenda

Workshop Objectives
Workforce Analysis
Step I: Current and Future
Workforce Profile
Step II: Gap Analysis
Step III: Recommended Strategies
to Address Gaps and/or Surpluses
Q&A

Workshop Objectives
This workshop will provide you with an
understanding of:
The importance of developing a
workforce analysis plan
How to conduct a workforce analysis
Gap analysis
Available tools and resources used to
conduct workforce analysis

What is Workforce Analysis?

The process through which organizations review staffing
data and trends, to determine their current and future
hiring needs
Coordinate Workforce
Planning Strategy

Workforce
Analysis

Workforce Plan
Evaluation

Workforce Plan
Implementation

Why is Workforce Analysis

Important?
According to Department of Personnel
Administration (DPA), statistical data
shows that an estimated 35% of the
State workforce, which is approximately
80,000 employees, will become eligible
for retirement within the next five years.

Retention and
Restructuring

Switch from
Reactive to
Proactive

Recruit the Right

Person for
the Right Job

Future Budget
Constraints
Why is Workforce
Analysis
Important?

Smaller
Recruitment
Pool

Factors to Consider When

Conducting Workforce Analysis

Competencies
Strategic Plan
Budget
Trends
External
Environment

Resources
Forecasting
Determining Gaps
Current and Future
Workforce Profiles

Three Key Components of

Workforce Analysis

Step 1: Develop Current and Future

Workforce Profile
Step 2: Conduct Gap Analysis
Step 3: Recommended Strategies to
Address Gaps and/or Surpluses

Step 1: Develop Current and

Future Workforce Profile
Three Step Process
Developing a scope

Identify goals

Develop workforce composition

Step 1: Develop Current and

Future Workforce Profile
How to develop your scope:
Determine what part of the organization
will be addressed

Determine how far ahead you want to

plan (for example 3-5 years)
Identify problem areas

Step 1: Develop Current and

Future Workforce Profile
How do you identify your goals:
Strategic plan

Workforce plan
Strengths, Weaknesses, Opportunities
and Threats (SWOT Analysis)

Step 1: Develop Current and

Future Workforce Profile
Understanding your Workforce Composition
What did your workforce
look like before?

What does your workforce

Look like now?

What will your workforce

Look like in the future?

Step 1: Develop Current and

Future Workforce Profile
Composition Data

Step 1: Develop Current and

Future Workforce Profile
Things to consider when determining
your workforce composition:
Balancing your workforce:

Government Code 19795, 19797 and

Proposition 209

Gender
Race and Ethnicity

Government Code 19232

Disability

Step 2: Gap Analysis

Introduction to Gap Analysis
Definition
Review data
Conduct gap analysis

Step 2: Gap Analysis

What is Gap Analysis?
The comparison between current and
future workforce used to identify gaps
and surpluses in staffing and
competencies.

Step 2: Gap Analysis

Review Workforce Data:
Look at current workforce data

Look at future workforce data

Step 2: Gap Analysis

Look at current workforce data:

Number of employees
Retirement eligibility
Competencies
Salary expenditure data
Demographics
Turnover

Step 2: Gap Analysis

Look at future workforce data:
Trends
Internal/External

Turnover rate
Retirement rate
Labor Market

Step 2: Gap Analysis

Look at future workforce data:
Sample of Trend Data

Step 2: Gap Analysis

Look at future workforce data:
Factors
Internal/External

Change of administration
Legislation
Economy
Technology

Step 2: Gap Analysis

Look at future workforce data:
Forecasting What to consider?
Departments mission and vision
Strategic plan
Budget
Future restrictions

Step 2: Gap Analysis

Conduct Gap Analysis:
Comparison table

Identify gaps

Identify surpluses

Step 2: Gap Analysis

Conduct Gap Analysis
Comparison Table
Gap Analysis Comparison Table
Department of Future Development, Office of Planning
3-Year Workforce Planning Period

Jane Smith, Manager

Prepared February 14, 2008

Total Employees in Scope

270
Strategy
Coordinator

Internal
Trend
Analyst

Data
Collection
Technician

Number of Employees

50

120

100

Number of Employees Eligible to Retire During Planning Period

50

65

Number of Eligible Employees Estimated to Retire During Planning Period

55

Historical Non-Retirement Annual Turnover Rate

10%

3%

50%

Non-Retirement Projected Turnover Rate

8%

3%

46%

Employees Available (supply)

42

114

24

Employees Needed (demand)

50

200

130

Anticipated Employees (gaps or surpluses)

(8)

(86)

(106)

Classification

Step 2: Gap Analysis

Competency Table
Competency Based
Gap Analysis Table
Conduct Gap Analysis
Continued
Department of Future
Development, Office of Planning

Jane Smith, Manager

3-Year Workforce Planning Period

Classification
Anticipated Employees (gaps or surplus)
List of Competencies Needed

Prepared February 14, 2008

Strategy Coordinator

Internal Trend Analyst

Data Collection Technician

(8)

(86)

(106)

Build a shared vision with

others

Ability to notice trends and

develops plans to prepare for
opportunities or problems

Ability to find data and

develop accurate reports

Ability to influence others to

translate vision into action

Anticipates how individuals

and groups will react to
situations and information

Provides/develops
appropriate documentation to
track progress of research

Considers the impact of

something before it happens
and makes the necessary
preparations and changes
needed

Understands and takes into

account global and local impact
on day-to-day activities

Demonstrate an
understanding of new
information

Budget Constraints (if any)

(2)

(15)

(23)

Number of Employees Able to Hire

(6)

(71)

(83)

Step 3: Recommended Strategies

to Address Gaps and/or Surpluses

Develop an Action Plan

Identify Critical Concerns

Implement Plan

Step 3: Recommended Strategies

to Address Gaps and/or Surpluses
Things to consider when developing
your action plan:

Time constraints
Available resources
Employee capabilities
In demand competencies
Workplace and workforce dynamics
Job classifications

Step 3: Recommended Strategies

to Address Gaps and/or Surpluses
Examples of critical concerns:
Recruitment
Knowledge transfer
Employee retention
Staff development
Training

Step 3: Recommended Strategies

to Address Gaps and/or Surpluses
Implementation:
Management buy-in

Establish timelines (Gantt chart)

Execute solutions

Step 3: Recommended Strategies

to Address Gaps and/or Surpluses
Gantt Chart

Thank you
for attending!
Workforce Analysis
Workshop
Sponsored by State Personnel Board