Workforce Planning Guide
April 1999
particular use to workforce planning, this section
addresses how the skill requirements are
changing and evolving.
OA human resource management consultants are
available to assist managers with using these
tools. (See Appendix III for examples of other
tools and resources.)
STEP 5
DEVELOP CURRENT
WORKFORCE PROFILE
Developing a current workforce profile can be
achieved by developing supply data. This is
accomplished by projecting the current employee
population into the future as if there were no new
hires. Projections can be made at whatever level
the organization desires. The expected result of
this step should be a projection of the employee
population over the next three to five years if
nothing were done to replace attrition
.
Organizations can determine the number, types
and locations of current employees using the
tools described in Step 4.
As with demand, a number of assumptions must
be clarified if organizations need to use attrition
assumptions specific to their organization:
·
The percentage of employees who will resign
or transfer.
·
The percentage of employees who will retire
or die
A general attrition rate can then be determined.
For example:
Resign/Transfer percentage
Retirement Percentage
+ Death Percentage
Attrition Rate Percentage
It is important to know the components of the
attrition rate so adjustments can be made. For
example, a planned voluntary retirement program
Summary :
Workforce Planning Guide April 1999 particular use to workforce planning, this section addresses how the skill requirements are changing and evolving. For example: Resign/Transfer percentage Retirement Percentage + Death Percentage Attrition Rate Percentage It is important to know the components of the attrition rate so adjustments can be made.
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