Workforce Continuity Model

Step #1 — Scope & Context
Scope provides the scale of the program. Scope answers the following:

• Is it succession or work force planning?
• What area or function will be the focus of the program?
• Is it one department, one job classification or the entire organization?
• Scope is often determined by a senior leader prior to beginning work force planning

Context considers such factors as:

• The strategic plan of the organization
• Technology changes that will occur in the organization
• Anticipated legislative changes
• Changes in the external environment
• Possible changes in funding

Step #2 — Identify Key Positions

What Makes a Position a Key Position?

• Varies from organization to organization or department to department
• It can be a key position because of:
  • The duties assigned to the title
  • An individual's unique skills
  • Specific training that is required
  • There is a lack of trained employees for the position(s) in the workforce

Step #3 — Determine Skill Gaps

Steps #1 and #2 supply the data in order to identify skill gaps in Step #3. Skill gaps can occur because of:

• An inadequate supply of qualified people for positions that will likely remain the same
• An inadequate supply of people with needed skill sets for positions that may change
• Excess staff performing obsolete or declining functions

Below is the process that is followed in Step #3

Step #4 — Create Solutions

We find that many organizations wish to skip the analysis that occurs in Steps #1 – 3 and start the workforce/succession planning at Step #4. We offer a word of caution regarding forgoing the analysis. If an organization does not determine their real problems, they could create wonderful solutions that do not solve their key issues. Effective solutions are:

• Based on the analysis that has occurred in Steps 1 through 3
• Fit the organization's culture, priorities, practices, and other considerations
• Will resolve short and long-term gaps
• Will be accepted by the employee population
• Considers diversity, union, and other issues

Step #5 — Success Measures

• Due to the lack of employees in the pipeline, Workforce/Succession Planning is not a short-term process
• Organizations need to have an agile monitoring system for the next 7 to 12 years
• It is important to be clear about what is to be evaluated so that at the end of implementation of the program a clear criteria with which to evaluate success has been established
• When determining what to evaluate consider:
  • Who will use the results?
  • How will the results be used?
  • What do the program's clients expect from it?
  • Who is carrying out the evaluation?

• Develop an implementation plan that includes:
  • Gaining leadership support
  • Determines who will be a part of the Implementation Team
  • A communication plan
  • Feedback system
  • Frequency of evaluation and who is responsible
  • Mid-course corrections as required