...Health Care Workforce Planning Model Contents Executive Summary...................................................................................................................1 Getting Started with a Workforce Planning Model .................................................................2 Data – Collecting, Understanding, and Using ........................................................................3 Strategy – Understanding and Addressing the Business Need .............................................9 Planning – How to be Prepared for the Future .....................................................................12 Evaluation – Understanding Success ..................................................................................21 Conclusion ...............................................................................................................................23 Literature Review ....................................................................................................................24 Acknowledgements.................................................................................................................26 Executive Summary is aging at a rapid rate; health care reform is expected to bring millions more patients into the system; and there are anticipated shortages in numbers of trained health care professionals to care for these patients. Therefore, the need to start now to develop more effective and efficient workforce planning models...
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...Manage Workforce Planning Assessment Task 1- Written/Verbal Questions 1. Situation analysis is also called as foundation of a marketing plan. A situation analysis includes the examination of internal and external factors affecting a business. It created the overview of the organisation which leads to a better understanding of t factors that will influence its future. 2. The definition of diversity is the concept of workplace diversity also expanded. More and more employers were concerned in the importance of respect in diverse workplace. The worker’s talents and contribution regardless of diverse cultural or physical characteristics is one component of mutual respect. There is one common goal at the workplace is profitability. The confidence with which the lawyer recommends his colleague’s service demonstrates respect. 3. Risk assessment is the process where it identifies hazards. Evaluate or analyse the risk associated with hazard determine the way to eliminate or control the hazard. Workforce planning is the bedrock of developing organisational capability in the systematic way. Work planning must understood in context. Recruitment, development, mobility and inclusiveness are the four workforce stretegies which can applied to workforce planning. 4. Succession planning is the process of developing or identifying internal people with the potential to fill key business leadership position in the company. Succession planning increase the availability of experience and capable...
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...City of McMinnville Succession Plan & A Model for Small Tennessee Municipalities 1 Table of Contents Building a case for Succession Planning ....................................................................................... 6 National Statistics ........................................................................................................................ 6 Tennessee Public Management Statistics (TCMA) .................................................................. 8 Succession planning a component of Workforce Planning ......................................................... 8 Benefits of Succession Planning ................................................................................................. 10 Competencies ............................................................................................................................ 10 Timing ........................................................................................................................................ 11 Foundation ................................................................................................................................. 11 Additional Information and Preliminary Work .......................................................................... 12 Mission, Vision, Values, and Goals ...........................................................................
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...BIG SISTER HERE ARE FIVE PAGES PLUS REFERENCES. JUST REMEMBER TO CHANGE EVERY FIVE WORDS. SHIIIIIT AID IS GOOD TO GO!!!! preparing Students for Success in College and the Workforce “We will end what has become a race to the bottom in our schools and instead spur a race to the top by encouraging better standards and assessments… And I'm calling on our nation's governors and state education chiefs to develop standards and assessments that don't simply measure whether students can fill in a bubble on a test, but whether they possess 21st century skills like problem-solving and critical thinking and entrepreneurship and creativity. That is what we'll help them do later this year -- when we finally make No Child Left Behind live up to its name by ensuring not only that teachers and principals get the funding that they need, but that the money is tied to results.” President Barack Obama Remarks to the Hispanic Chamber of Commerce March 10, 2009 Last year, the President challenged states to develop standards and assessments that will help America’s children rise to the challenge of graduating from high school prepared for college and the workplace. Today, the President applauds Governors for their efforts to work together in a state-led consortium – managed by the National Governors Association (NGA) and the Chief State School Officers (CCSSO) – to develop and implement new reading and math standards that build toward college- and career-readiness. With many states well...
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... 2010 Subject: Risk Assessment in Business Plans Report of: City Treasurer Summary The Subgroup requested a review of the risk management components of service business plans. This report provides a review of the current completeness and content of risk assessments, synthesizing emerging themes and providing a comparison with the quality of content in previous years. Recommendations Members are requested to comment on the report. Wards Affected: All Contact Officers: Richard Paver City Treasurer 0161 234 3564 E-mail richard.paver@manchester.gov.uk Tom Powell Head of Audit and Risk Management 0161 234 5273 E-mail t.powell@manchester.gov.uk John Gill Risk Manager (Strategy) 0161 234 5272 E-mail J.Gill1@manchester.gov.uk Background documents (available for public inspection): None 1. Introduction 1.1. Thirty Heads of Service are required to produce and update service business plans on an annual basis. The deadline for the receipt of the latest draft plans was 14 October 2010. In order to provide effective support and challenge to Heads of Service in further developing their plans, a team of specialist officers was established to critique the main sections of the delivery plan which were: • Performance. • Transformation. • Finance. • Workforce. • Equalities. • Risk Management...
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...LDR 531 Week 5, 360 Assessment A 360 Degree Reach Assessment is a web based assessment that helps individuals identify how they are perceived by those around them. It allows individuals the ability to receive critical feedback on both a professional and personal level that can help one expand within career or business (Reach Communications Consulting, Inc, 2009). The 360 degree reach assessment has been used by a number of well-known corporations over the years as part of their talent development process. Using the 360 degree reach assessment, individuals will be able to better understand his or her unique personal brand attributes and their strengths and weaknesses, allowing them to increase their confidence and self-motivation (Reach Communications Consulting, Inc, 2009). In life people wear many different hats depending on the relationship. At home, a parent or spouse, at work as an employee or employer, and as a friend or a teacher. Finding efficient ways to balance the relationships can be challenging. Using an assessment such as the 360° assessment, an individual can get a better understanding of the things that they do right and the things that they can improve on in these different types of relationships. We as people cannot fix things if we do not know they are broken. Self-evaluations can be one-sided and often biased because people tend to view themselves positively without regard to flaws. The 360° assessment allows people 2- Motivational Plan Organizational Leadership...
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...Recruitment and selection at Tesco Introduction Tesco is the biggest private sector employer in the UK. The company has more than 360,000 employees worldwide. In the UK, Tesco stores range from small local Tesco Express sites to large Tesco Extras and superstores. Around 86% of all sales are from the UK. CURRICULUM TOPICS • Workforce planning • Recruitment • Skills • Selection GLOSSARY Strategy: long-term business plan of an organisation. Market leader: the business that has the largest share of the market, measured by sales (value or volume). Logistics: the orderly movement and storage of goods throughout the supply chain i.e. from raw materials to finished goods. Infrastructure: the structure of an organisation – its people, systems, organisation and processes. Human resources: the function within business responsible for an organisation's people. This function deals with workforce planning, recruitment, training and pay issues. Business objectives: the ends which an organisation seeks to achieve by means such as budgeting tools and strategies. Workforce planning: estimating future human resource requirements and ensuring the firm has right number of people, in the right place, with the right skills at the right time. Tesco also operates in 12 countries outside the UK, including China, Japan and Turkey. The company has recently opened stores in the United States. This international expansion is part of Tesco’s strategy to diversify and grow the business. In its non-UK...
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...2008 Baldrige National Quality Program Education Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information transfer continues to grow. To ensure the continued growth and success of these partnerships, each of the following organizations plays an important role. board is appointed by the Secretary of Commerce and consists of distinguished leaders from all sectors of the U.S. economy. The Board of Overseers evaluates all aspects of the Program, including the adequacy of the Criteria and processes for determining Award recipients. An important part of the board’s responsibility is to assess how well the Program is serving the national interest. Accordingly, the board makes recommendations to the Secretary of Commerce and to the Director of NIST regarding changes and improvements in the Program. Foundation for the Malcolm Baldrige National Quality Award The Foundation for the Malcolm Baldrige National Quality Award was created to foster the success of the Program. The Foundation’s main objective is to raise funds to permanently endow the Award Program. Prominent leaders from U.S. organizations...
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...Cultural Assessment of General Electric Learning Team A Human Relations and Organizational Behavior March 14, 2005 Cultural Assessment of General Electric The corporate culture of General Electric (GE) is a composite of its people, leadership, organization, structure, and processes from past to present. This paper will provide an assessment of the corporate culture of GE, and provide an insight into the dynamics, which have made it one of the world’s premier companies. The aspects of General Electric’s culture begin with its leadership, and progress through its management, workforce, policies, and objectives. GE leadership provides corporate direction with a formalized set of values and action verbs, which guide the organization (GE, 2005). In lieu of a corporate mission statement, GE identifies its key strategies and initiatives in its annual Letter to Stakeholders (GE, 2004). The corporate office maintains a distinct presence among its sprawling empire. This empire is composed of a worldwide workforce, which is involved in a myriad of activities. To lead this powerful organization, management is trained and indoctrinated into the GE culture. The myths, and legends, surrounding General Electric, lend to the cultural identity shared by the entire workforce. Training, organization, and structure are established and maintained through several processes, and programs, which contribute to GE’s cultural identity. General Electric’s...
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...SUPPORT@ACTIVITYMODE.COM HRM 531 WEEK 5 LEARNING TEAM ASSIGNMENT Complete the Training Plan task as described in the Email from Traci on the Atwood and Allen Consulting page. Learning Team Assignment: Training Plan Purpose of Assignment For this task, Traci has asked you to develop a training plan for your client. This task requires you to develop an effective learning process that aligns with the chosen business's organizational strategy. You also consider how to use a needs assessment to identify areas of learning opportunities, and then select the appropriate training methods to optimize training effectiveness. You also need to explore strategies for evaluating employee training and development activities to ensure they are achieving the intended purpose. Developing a training plan, from needs assessment through the evaluation strategies, is important to ensure your workforce is receiving the knowledge and skills necessary to best perform its duties. Resources Required Week Five e-mail from Traci and Week Five client communications Includes a plan for needs assessment, which may involve the following:Environmental analysis Organizational analysis Demographical analysis Operational analysis Individual analysis Includes a plan for training methods, which may involve the following:Types of media Learning principles Training for learning skills or facts Effectiveness of methods Includes a plan for training evaluation strategies, which may involve the following:Criteria ...
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...Assignment – Manage workforce planning Assessment due date: Click here to enter a date. Instructions You can use Fynntown scenario, or develop a workforce plan of approximately 4 x A4 pages based on your own organisation. Alternatively, you can use the template provided or develop your own Workforce Plan. Fynntown Scenario: You are an ambitious Customer Service Team Leader at Fynntown City Council Customer Service Centre (FCC CSC). FCC CSC does not currently have a good reputation for customer service with either the business or general community. You have a lot of ideas on how to improve this situation, but as a Team Leader, you do not have the authority to implement any of these ideas. Also, you have recently undertaken a risk assessment that identified workforce planning, in particular a skills gap within the CSC, as a significant risk to the organisation. There is a genuine risk that FCC will lose its State and Federal Government funding, which accounts for 40% of all Council funds, if customer service isn’t dramatically improved within 18 months. Consequently, the Council members are desperate to see improvements, without cutting into current spending or increasing rates. Fynntown documents available for research. • Fynntown Council’s Draft Community Strategic Plan 2012 – 2013 (to be found in Additional Resources) • Fynntown Council’s 2012-2013 Operational Plan (to be found in Additional Resources) • Fynntown Customer Service Centre...
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...Consulting Assessment Consulting Assessment Benchmark Custom Homes (Benchmark) is a Northern Colorado residential home builder with projects located along the Front Range from Cheyenne, Wyoming to Denver, Colorado. While their focus is custom homes, they have expanded their services into building out residential subdivisions in rapidly growing communities. Currently, Benchmark is a company with less than ten employees, but the growth in their building services mandates an expansion of their workforce. In order to align the company’s employee development needs with their organizational goals, an assessment of current training practices was completed, and the results reviewed and discussed as follows. Company Goals Benchmark’s goals are to provide customer satisfaction and to increase their production each year. Their current year-end projection for homes completed is seventeen. This number includes five custom homes, which are completed per contract with the homeowner, and twelve homes in which Benchmark builds a spec home on a lot they own and then sells it through their listing company. Benchmark’s goal for the next fiscal year it to build twenty-five spec homes and complete the three customs they currently have under contract as well as any others they may be asked to build within the year. This increase in production will require additional field managers and administrative assistants as well as an in-house engineer to develop additional house plans. Developing...
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...McDonald’s Case Study Introduction In order for organizations to meet the business goals that they set forth, they must have the people capable of meeting those goals (PMI Today, 2015). Many company leaders will say that one of their top priorities is talent management (Silzer & Dowell, 2010). There is a link between an organization’s success and the efficiency of the talent management plan that the organization has in place. Talent management is the function that identifies and recruits the right people, develops a pool of people with the requisite technical, business and leadership skills, creates succession plans and effectively mobilizes people from current assignments to the next or priority opportunities. (PMI Today, 2015, p. 3) When an organization’s talent management system is no longer effectively assisting with meeting business goals, the organization must determine what changes need to be made and implement those changes. One example of an organization that found improvements were needed in their talent management program was McDonald’s. McDonald’s began looking at their talent management program after declaring their first loss in the fourth quarter of 2002. There was a clear problem when the company’s performance had dropped but the performance ratings of managers were holding at more than 90% of them being “outstanding” or “excellent”. The disparity between the performance ratings of managers and the company’s ability to fill key leadership roles when...
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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...resource has a business impact. A Business Impact Assessment analyses the effects of the loss of a resource and hence the risk. 2. What is the difference between a Disaster Recovery Plan and a Business Continuity Plan? A Business Continuity Plan describes a set of procedures your company will use to continue critical business operations in the event of disruption (of those specific and/or all critical business operations). For instance, if the ability to take phone calls is a critical business operation (i.e. maybe you run a help desk), then you may define, in your BCP, what may cause a phone interruption, and what procedures you would take to respond to it. Conversely, as stated by Massimo, the Disaster Recovery Plan (DRP) is a subset of your BCP. The DRP specifies the further reaching implications of disaster -- where your primary place (or all places) of business are uninhabitable. Not only is this relevant to your place of business, but your workforce as well (Workforce Continuity). 3. Typically, a business continuity plan is also a compilation or collection of other plans. What other plans might a BCP and all supporting documents include? Disaster Recovery Plan (DRP), Incident Response Plan (IRP) and Business Impact Analysis (BIA) Critical Business Functions (CBF). 4. What are the main difference between a Disaster recovery Plan (DRP) and a Business Continuity Plan (BCP)? DRP list the recovery plan for systems and functions of a business. BCP usually...
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