(1) Workforce Planning is an integral part of the strategic management process. It is an ongoing, proactive approach to human resource planning which supports the accomplishment of University goals and objectives, while facilitating the enhancement of job satisfaction, overall workplace stability, and staff development opportunities.
(2) An effective planning process is a successful tool for identifying potential workforce issues (eg. staff shortages and surpluses, skill requirements) in advance. This ensures that the University will have the skill base to meet its objectives.
(3) The planning process involves determining the workforce requirements needed to implement the UNE-wide strategic plans and the Core Activity and Capability plans, at the level of individual Faculties and Directorates.
(4) Workforce planning involves:
(5) The Workforce Plan which is developed out of the Workforce Planning process should:
(6) Pro Vice-Chancellor and Deans and Directors, in consultation with, Heads of Schools, managers and other staff as appropriate, are responsible for:
(7) Human Resource Services supports workforce planning through the provision of:
(8) The strategic goals and objectives identified in the Core Activity and Capability plans provide the starting point for identifying future staffing needs and capabilities. Consideration needs to be given to the workforce implications of changes to:
(9) In order to plan for future workforce needs Faculties/Schools and Divisions/Groups need to consider the existing staff profile in terms of the:
(10) Consideration should then be given to future issues such as:
(11) Workforce projections for the planning period need to take into account available and projected funding for the broader University and the Faculty/School/Division/Group plus realistic expected increases in costs as well as the cost of implementing changes.
(12) The formal Workforce Plan, and consequent staff establishment, should provide the basis on which the annual staff budgeting process is determined.
(13) Initiatives which may be considered to bridge the gap between the current and desired workforce profiles are:
(14) Training or retraining should be considered in the first instance as a means of achieving the necessary skills, knowledge and expertise.
(15) Succession planning involves identifying critical positions, functions, skills, knowledge and expertise and ensuring that a pool of staff with the ability and interest are provided with the opportunity to develop the required skills and knowledge through a planned development strategy. It does not replace the merit-based selection process.
(16) Where it is identified that the necessary skills, knowledge and expertise are not available or achievable through such means as training or retraining, any future vacant positions should be looked at with a view to filling the gaps in skills or knowledge.
(17) A reduction in staff will generally involve more complex industrial issues and effective change management procedures and advice should be sought from appropriate Human Resource Services staff. Where significant staffing changes are identified, the formal process for Managing Change (Section 6.03) must be followed.
(18) Following the review of the University's strategic planning process, the Pro Vice-Chancellor and Dean or Director needs to look at the relevant human resource implications arising out of those plans and complete a formal Workforce Plan (Form 6.02a) which will include:
(19) The completed Plan should be signed by the Pro Vice-Chancellor and Dean or Director and a copy forwarded to Organisational Development.
(20) Organisational Development is responsible for making the Workforce Plans available to the Vice-Chancellor's Executive Group for all major planning exercises, such as the annual budgeting, any formal change process and the annual operational plans.
(21) The Plan should be reviewed at least annually (or at any other time of major change) to ensure that the content is still in line with the Operational Plans and any other identified goals and objectives of the area.