APS Workforce Planning Guide Templates
APS Workforce Planning Guide Templates
APS Workforce Planning Guide Templates
These are generic templates outlining the basic information required and suggested format for
collecting and structuring this information. Templates are referred to throughout the modules by
their number and title, and the following symbol is also used throughout the modules to draw your
attention to templates that might help you along the way, as you progress workforce planning in
your organisation.
The structure of the eight modules as they relate to the workforce planning process is depicted in
Figure 1.
Name of project A unique name that describes the project accurately and succinctly (e.g. Workforce
Planning for the Environmental Division, Department of Travel, June 2011).
Owner Who owns the project? Who is the key stakeholder for the business area to which the
workforce planning project applies? (e.g. Environmental Division Head)
Responsibility This should be one person (e.g. the project manager), name and position specified.
Project team Specify the names and positions of all members of the project team.
Timeline When will the project begin? When is it scheduled to finish (and be integrated into
business as usual)? What are the timeframes associated with key components of the
project (and their linkages to key timeframes associated with business and financial
planning, etc.)?
Objective What is the outcome you are seeking to achieve from this workforce planning project?
Output What will the output of the project be? (e.g. Environmental Division (Department of
Transport) Workforce Plan 2011–2014)
Target audience Specify who the project output (workforce plan) is intended to be used by? (e.g.
Environmental Division Head, Environmental Division Business Manager,
Environmental Division Directors)
Scope For what organisational level is the workforce plan being developed? (e.g. unit, section,
branch, division, group, agency, department, etc.) Will the workforce plan cover all
workforce segments or critical job roles only? What are the main inclusions and
exclusions of the project? (e.g. due to data constraints a workforce profile will be
excluded)
Milestones What significant milestones can be used to track the progress of workforce planning?
(e.g. completion of a particular component of the workforce planning project by a
specified date)
Review timeframe and When will the project be reviewed and who is responsible for undertaking the review/s
responsibility required to maintain the workforce plan? When is this going to happen?
Who is the How are they involved or What are the risks What level of engagement is Who is How often How will the
potential interested in the workforce of not engaging appropriate? (e.g. awareness, responsible for should you stakeholder be
stakeholder? planning activity? them? involvement, commitment) engaging them? engage them? engaged? Through
When? what media?1
1
The communication media to be used for engaging with stakeholders depends on variables such as the purpose of the engagement, the size and nature of the target group, what communication has occurred before,
and time and resource constraints (including budget). Stakeholder engagement can be very resource intensive.
What is the potential risk? What is the What is the What is the What are some potential strategies for mitigating the risk?
likelihood? (e.g. consequence? (e.g. criticality? (e.g.
extreme, high, extreme, high, extreme, high,
moderate, low, moderate, low, moderate, low)
negligible) negligible)
Outputs to be delivered Essential skills, capabilities and Desirable skills, capabilities and
characteristics characteristics
Job family
Job function
Job role
Profile information
Role purpose
Core responsibilities
Demonstrated behaviours
Preferred qualifications,
certifications, licenses
Is the qualification mandatory, or can it be acquired over a period of time in the role?
Preferred knowledge
Source
Your demand forecast findings (the known path, as well as the most plausible other scenarios and their impact on demand). In particular, it is important
that you list the key internal and external drivers of workforce demand and explain how these are expected to impact on demand. This will inform
workforce planning in the future as well as help you evaluate the accuracy of forecasted future demand.
The table below allows you to summarise your current and future workforce demand and as such will also show the gap between these two. The future
demand in this table should be based on your known path. Bear in mind that workforce demand is the workforce you desire, however, it will need to be
reconciled to the supply and budget.
Location
Location
Location
Location
Location
Level
Level
Level
Level
Level
FTE
FTE
FTE
FTE
FTE
FTE = full-time equivalent APS = Australian Public Service
Scenario (name)
Description
Timeframe
Likelihood
Capability
(skills, capabilities)
Affordability
(full-time equivalent)
Capacity
(size, structure)
Workforce supply
implications
Capability
(skills, capabilities)
Key risks
Mitigation strategies
Full-time equivalent
Classification Level
Aboriginal / Torres
Status capabilities
characteristics
Male or female
Strait Islander
(Permanent,
identification
Job function
Date of birth
Education
Capability
Employee
Disability
Location
Training
Job role
time, casual)
Name
Skill
Age
Recruitment
Secondments
Transfers
Total
Terminations
Secondments
Transfers
Resignations
Retirements
Redundancies
Deaths
Total
Employee survey
Exit interview
Current internal supply Future internal supply* Future internal supply* Future internal supply* Future internal supply*
(+1 yr) (+2 yrs) (+3 yrs) (+4 yrs)
Job function
Job family
Job role
FTE Level Location FTE Level Location FTE Level Location FTE Level Location FTE Level Location
Demand
Demand
Demand
Demand
Demand
Supply
Supply
Supply
Supply
Supply
Gap
Gap
Gap
Gap
Gap
5 3 -2 3 4 1 3 4 1 3 4 1 3 4 1
Responsibility
Consequence
Risk rating
addressed
Likelihood
Estimated
likelihood
Expected
Residual
options address objectives
Success
benefit
cost
risk
E.g. E.g. E.g. E.g. E.g. introduce E.g. likely retirement of E.g. budgetary e.g.
shortage likely high high graduate policy 20 personnel with policy constraints, high,
of policy program skills in 3 years. policy graduates medium,
Analysts are becoming low
harder to find.
Strategies and Priority Responsibility Key performance Timeline Milestones and Budget and resource
initiatives indicator and target deliverables requirements
E.g. introduce graduate E.g. E.g. Human Resources E.g. Dec 2011 to E.g. Dec 2011—advertise E.g. 2 x Human Resources
policy program high, Manager (implementation) Mar 2012 positions Directorate staff required for
medium, Chief Executive Officer Feb 2011—candidate interviews duration of timeline
low (owner) Mar 2011—announce positions
Mar 2011—candidates start