Workforce and Succession Planning
Assessing Talent Acquisition Risk Factors
Managers want to fill positions with employees who possess the required skill sets and look to the Human Resources Office to source those applicants. This requires HR to know the status of the available internal and external talent pools.
Working with your managers/supervisors, identify key and/or mission critical positions in your organization, keeping in mind that the positions you identify aren’t limited to managerial level roles. Include any positions that, if vacant, would significantly impact operations. Typically these are positions whose duties cannot be assumed by another person, in their entirety, for an extended period of time.
When assessing environmental issues that affect talent acquisition some factors to consider include:
- What direction is your agency taking, and what is the impact of that direction on your workforce planning efforts? Consider agency mission or changes to mission that create a need for change in talent needs. How is your organization and its culture changing? What are its strengths and weaknesses?
- How will technology change the way employees work, interact with and deliver services to customers? How are your customers' expectations, businesses and lives changing?
- What is the newness or scarcity of the needed skill set? The identification of key person dependencies becomes critical in order to avoid disruption of agency operations. Include any staff at any grade level who perform functions deemed critical to operations, where the performance of those functions is dependent on the individual’s skill set. Having or developing a talent inventory can become a critical tool in planning for future needs.
Once you’ve considered the above points they may be helpful in identifying occupational and/or educational trends that will help you anticipate the impact of changes in federal, state, and/or local government operations on future workforce needs. An effective assessment of environmental factors requires collaboration and communication among agency leaders and managers, as well as an understanding of the broader labor market. Knowing the influences that can result in a change in your strategic direction provides additional context for planning.
External influences on available talent include the economic, political, social, educational, demographic and cultural changes that affect your organization’s operations, such as:
- The labor market in your area; what are the employment trends at the state and national levels? The Department of Civil Service (DCS), Department of Labor (DOL), the Federal Bureau of Labor Statistics, and the US Census Bureau provide comprehensive data in the event that an investment in new or scarce skill sets will be needed; or
- Federal, state, or local government changes that might impact your agency. Look to industry trends or professional organizations that can give planners insight into these changes.