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Are
they going to stay with you to see the plans
through? When do you need to start recruiting?
Is there enough in the budget? New people
may cost more. Succession Plans Have you reviewed
your succession plans - not just for immediate
replacements but looking ahead at future needs
and recruiting accordingly? Maybe when you
recruit your next Accounts Clerk you should
be looking for your future Financial Controller.
Immediate replacements are a must as anyone
may leave your business for a number reasons
and some of them may cause a sudden departure.
What happens if several people leave at the
same time? Building some depth in your talent
pool is good insurance. Often it is better
to have a surplus of talent and lose people
due to lack of opportunity rather than have
people suffer because of overwork, stress
and uncertainty caused by too few resources.
Do you have development plans to bring people
up to the level your business needs?Employment
Conditions Are employment contracts and general
conditions appropriate for any new people
being sought? Do you need full time or part
time people? Will you be able to attract full
time people? Flexible work arrangements often
work well for all parties - make sure you
have policies and procedures that allow you
to do this.
Rewards Can you attract new people with new
skills? Has the market moved since you last
took on new people? Will they integrate into
existing salary structures? Do you need a
blend of fixed and variable pay? Do you offer
the right benefits? Young people are not particularly
enthusiastic about superannuation but older
people may be obsessed by it.Recruitment Do
you have a recruitment process that includes
a range of techniques for identifying the
new skills and competencies required? Do you
know where to look for people now that we're
in a full employment market? Are all line
managers skilled in recruiting? Do they "recruit"
constantly, even when you may not have current
vacancies?Training and Development If you
are recruiting new people there will probably
be a need to carry out some sort of training
- even if it is just induction training to
give your new investment the best possible
start. Have you looked at the possibility
of developing your existing people for the
new jobs? Often we find unexpected talent
in our own ranks - people who are waiting
to be given an opportunity. On going growth
of staff is necessary and part of this is
planned training and development. They expect
it and will seek it elsewhere if you don't
provide it.Defining the Jobs Are jobs defined
in terms of the results they are going to
produce and how they are going to be measured?
This process will help you design your organization
and avoid the mistake of continuing with positions
just because you've always had them.Defining
what has to be done is part of it. Defining
how is equally important. This is why you
need to revisit the core competencies of the
business and check that they are what you
need for the future.
Whilst the current values and culture is a
good starting point for this, Generation Y
may not want to work for a business that has
been built solely around baby boomers.Performance
Management Once jobs are designed and people
recruited, will you be able to manage them?
Do your managers have the required skills?
Do you have a performance management process?
Are you prepared to listen to employees and
make changes as a result of their feedback?
Are you linking this information back into
your workforce planning?There are many aspects
to planning for your people however if you
start with these key factors and work on the
action points that will come out of them,
you will be well on the way to building your
future workforce to deliver your business
plan and proving valuable insurance against
those unexpected events that always sneak
up on us. In today's tight labour market it
is especially critical that as business leaders
we can present our workforce plans as confidently
as we present our strategic and operations
plans. They are integral to our long term
business success.About the AuthorPaul Phillips
is a Director of Horizon Management Group;
a specialist human resource management consulting
firm. He has over 30 years experience in HR
and, while based in Australia, has worked
in a number of overseas locations. www.horizonmg.com
