WORKFORCE PLAN
CONTACT DETAILS
Name:
Position Title:
DEPARTMENTAL DETAILS
Faculty/Division/Directorate:
Planning year (eg 2011):
2011
3 year planning cycle (eg 2011-2014):
2011 – 2014
SIGNATURE (DEPARTMENT HEAD)
Name:
Signature:
Date:
document1
People and Culture Directorate, CQUniversity Australia
Page 1 of 7
PART A – Analysis of Current Operations
* Data can be accessed via People and Culture.
1.
Key Performance Indicators
a)
What are the KPIs relevant to your department? (linked to the CQUniversity Strategic Plan and
Departmental Operational Plan)
2.
Staffing
a)
What is the current structure for your department?
o
o
b)
What is the current workforce profile for your department?
o
c)
Position profile data (FTE, Position status (ie continuing, fixed term and casual), Classifications)*
Organisational chart
Staff profile data (FTE, Headcount, Employment status (ie continuing, fixed term and casual), gender, age profile)*
What are the current specialist skill requirements within your department?
Specialist and/or complex skills
(Identify Critical roles)
Limited skills in the marketplace that
impact on recruitment opportunities
Academic/teaching qualifications
d)
What are the plans to ensure Critical Roles identified above are covered?
Critical Roles
e)
Why
Contingency Plan
Are there succession plans for the department? (Complete Succession Plan)
document1
People and Culture Directorate, CQUniversity Australia
Page 2 of 7
3.
Environmental
a)
What environmental factors impact on your department?
* Indicate N/A for not applicable
What are the department’s
legislative/regulatory obligations?
What are the department’s
governance, reporting and auditing
requirements?
Is the department responsible for
supporting corporate
technology/systems?
What is the current student demand
for academic programs?
What is the current research
capability?
Are the current policies and
processes effectively supporting the
achievement of strategic goals and
KPIs? If no, why?
Are there any cultural factors that are
impeding your ability to meet
strategic goals and KPIs?
4.
Budget
a)
What is the current approved budget allocation for the department?
b)
What departmental plans are currently in place to increase income?
5.
Risks and Gap Analysis
a)
What are the greatest threats/risks for the department – now and in the future? Consider in the context
of matching the future labour market to the future business needs.
Identify the Threat/Risk
b)
Actions to address the Threat/Risk
What are the current gaps within the department that need to be addressed? What are the potential
future gaps? (skills, qualifications, long term vacancies)
Current Gaps
Actions to address the gaps
Potential Future Gaps
Actions to address the gaps
document1
People and Culture Directorate, CQUniversity Australia
Page 3 of 7
PART B – Scenario Planning and Forecasting
6.
Business considerations
a) Business considerations
When completing this section please identify whether the business consideration will have a high, medium, low or no impact and whether it is highly likely, likely or unlikely to
occur in the future. You will need to refer to the key performance indicators relevant to your Department and the future requirements of your workforce to meet strategic
objectives and KPIs. Refer to planning factors outlined in the table(s) in the Workforce Planning Framework for guidance.
Over the next 3 years
Over the next 12 months
Identify business considerations relevant to
your business planning
Impact/
Probability
Details
Potential impact on staff
and/or positions
Impact/
Probability
Details
Potential impact on staff
and/or positions
Expansion of support services
Discontinuation of support services
New academic programs
(based on student/market demand, anticipated
changing demands for domestic and international
programs)
Discontinuation of academic programs
(based on current and projected student loads,
student trends)
Expansion of research capability
Academic qualification profile
(i.e. increasing number of staff doctoral
qualifications)
Market variables
(e.g. labour market trends, recruitment and
retention difficulties)
Changes to technologies or applications
(e.g. Planned changes to processes/operations/IT
or control systems )
Continuous improvement processes
(e.g. Impacts on policy, processes and systems)
Changes in administrative, information or
quality control systems
Staffing profile (e.g. age profile and impact of
ageing workforce, potential retirements, staff
turnover)
document1
People and Culture Directorate, CQUniversity Australia
Page 4 of 7
Over the next 3 years
Over the next 12 months
Identify business considerations relevant to
your business planning
Impact/
Probability
Potential impact on staff
and/or positions
Details
Impact/
Probability
Potential impact on staff
and/or positions
Details
Changes to skill requirements
(e.g. anticipated skill surplus and deficiencies,
training and development requirements, job design
considerations)
Changes in management or structure
(e.g. stable, restructure likely)
Changes to budget
(e.g. increase or decrease to budget forecast)
Changes to industrial agreements/legislation
(e.g. impacts of future changes to legislation,
regulation and standards; policy, processes and
systems)
Critical jobs
(i.e. roles that are difficult to fill, retain or develop)
Other
b)
Forecasting and gap analysis of workforce
When completing this section please refer to the business considerations and the potential impacts on workforce numbers over the next twelve months and three years.
12 months
Example
3 years
Current
Anticipated
retirements
Anticipated staff
turnover
Projected
requirements
30
2
2
0
Gap
Anticipated
retirements
Anticipated staff
turnover
Projected
requirements
Gap
4
4
2
0
6
Staff numbers
document1
People and Culture Directorate, CQUniversity Australia
Page 5 of 7
PART C – Strategy and Planning
Please provide a summary of the strategies to be implemented as part of the workforce planning process. Please note all approved strategies should have an
implementation and communication plan.
Strategy
document1
Link to University Strategic Plan
Link to Departmental
Operational/Management Plan
Priority
Resourcing
requirements
(financial and human)
People and Culture Directorate, CQUniversity Australia
Timeframe
Anticipated outcomes and
measurements of success
Page 6 of 7
PART D – Communication and Implementation Plan
COMMUNICATION AND IMPLEMENTATION PLAN
Strategy
document1
Action
Timeframe
Responsibility
People and Culture Directorate, CQUniversity Australia
Outcomes
Status
Page 7 of 7