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Templates overview...........................................................................................................................1
Document management.....................................................................................................................2
Template 1: Workforce planning project plan....................................................................................3
Template 2: Stakeholder engagement plan........................................................................................5
Template 3: Workforce planning project risk assessment..................................................................6
Template 4: Workforce segmentation document................................................................................7
Template 5: Job role profiling template.............................................................................................9
Template 6: Demand analysis (current and future)..........................................................................11
Template 7: Alternative future analysis...........................................................................................13
Template 8: Workforce database......................................................................................................15
Template 9: Workforce trend summary...........................................................................................17
Template 10: Employee survey.......................................................................................................18
Template 11: Exit interview.............................................................................................................19
Template 12: Internal supply (current and future)...........................................................................21
Template 13: External supply (current and future)..........................................................................22
Template 14: Workforce gap (current and future)............................................................................23
Template 15: Risk and options analysis...........................................................................................24
Template 16: Action plan.................................................................................................................25
Templates overview
These are the templates referred to throughout the eight modules of the Australian
Public Service Workforce Planning Guide, designed to assist you with workforce
planning in your agency or department.
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.
Figure 1. Modules in the APS Workforce Planning Guide
2
Document management
Version history Date Author Description
Version
Date
Author
Description
1.1
January 2013
Minor updates
December 2011
First version
Key points
Name of project
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
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 20112014)
Target audience
Scope
Milestones
Review timeframe
and responsibility
Involvement
Risk
Engagement
What level of
engagement is
appropriate? (e.g.
awareness, involvement,
commitment)
Responsibilit
y
Who is
responsible for
engaging
them?
Timing
Approach
How often
should you
engage
them?
When?
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.
Likelihood
Consequence
Criticality
Mitigation strategies
What is the
likelihood? (e.g.
extreme, high,
moderate, low,
negligible)
What is the
consequence?
(e.g. extreme,
high, moderate,
low, negligible)
What is the
criticality? (e.g.
extreme, high,
moderate, low)
8
Templates
Job function
26 months
12 months
612 months
Preferred knowledge
Role specific
technical knowledge
Source
Australian Public
Service classification
range
Security clearance
Baseline
Negative vetting
1
Negative vetting
2
Positive vetting
12+ months
Vacancy criticality
High
Medium
Low
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.
Level
FTE
Location
(+ 4 years)
Level
(+ 3 years)
FTE
(+ 2 years)
Location
(+ 1 year)
Level
Future
demand
FTE
Future
demand
Location
Future
demand
Level
Future
demand
FTE
Current
demand
Location
Job role
Level
Job function
FTE
Job family
Location
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.
Capacity
(size, structure)
Capability
(skills, capabilities)
Affordability
(full-time equivalent)
Workforce supply
implications
Capacity
(size, structure)
Capability
(skills, capabilities)
Key risks
Mitigation strategies
Training
Qualifications
Education
Other attributes
and characteristics
Capability
Skills and
capabilitie
s
Skill
Disability
Aboriginal / Torres
Strait Islander
Employment
Status
(Permanent,
full time,
part time,
casual)
Full-time
equivalent
Classification Level
Location
Job role
Job function
Job family
Male or female
Age
Date of birth
Name
Employee
identification
You can use this template to collate a comprehensive list of employee information. You should use your demographic
payroll data and skills and capabilities audit to populate the table. You can use this table as a basis for your internal supply
analysis. Note: if your organisation is large, an information database will be much easier to manage than a spreadsheet.
Curre
nt
-1 yr
-2
yrs
-3
yrs
-4
yrs
-5
yrs
-6
yrs
Curre
nt
-1 yr
-2
yrs
-3
yrs
-4
yrs
-5
yrs
-6
yrs
Recruitment
Secondments
Transfers
Total
Workforce outflow
Terminations
Secondments
Transfers
Resignations
Retirements
Redundancies
Deaths
Total
20
Job role
Job function
Job family
Based on Template 6 you should now be able to populate the first three columns of this template, which you can use to
gain an overview of the skills and capabilities of your current workforce. Then, using workforce trend data and the
information from your employee surveys, you should attempt to predict what your workforce will look like at the end of your
specified timeframe, if no attempt is made to reconcile it with future demand.
Current internal supply
FTE
For
example,
2
Lev
el
APS
5
Locati
on
Future internal
supply*
Future internal
supply*
Future internal
supply*
Future internal
supply*
(+1 yr)
(+2 yrs)
(+3 yrs)
(+4 yrs)
FT
E
Lev
el
Locati
on
Sydney
FT
E
Lev
el
Locati
on
FT
E
Lev
el
Locati
on
FT
E
Lev
el
Locatio
n
Availability of supply
Employees
Curren
t
Yr 1
Yr 2
Contractors
Yr 3
Yr 4
Curren
t
Yr 1
Yr 2
Supply
impediments
E.g. main
competitor is
industry
Note on
location
Yr 3
E.g.
project
managem
ent
Competitors
Yr 4
E.g. shortage
worst in Western
Australia
FTE
-2
Gap
Demand
Supply
Future (Yr 4)
Gap
Demand
Supply
Future (Yr 3)
Gap
Demand
Supply
Future (Yr 2)
Gap
Demand
Supply
Future (Yr 1)
Gap
Current
Demand
Job
functio
n
Supply
Job
family
E.g.
high
E.g. introduce
graduate policy
program
E.g.
budgetary
constraints,
policy
graduates
are
becoming
harder to
find.
e.g.
high,
mediu
m, low
Expected
benefit
E.g.
high
Alignment
with
organisation
objectives
Responsibilit
y
Risk rating
E.g.
likely
Potential
limitations
cost Estimated
Consequenc
e
E.g.
shorta
ge of
policy
Analyst
s
Residual
risk
Likelihood
Mitigation
strategy/initiati
ve options
Success
likelihood
Gaps to be
addressed
When youre developing strategies and initiatives to address your workforce gaps you will have several options. Some may
address only one of your gaps, while others may address several. You can populate this template to assess the various
strategies by comparing the gaps they will address, noting the potential limitations of implementing the strategies and
initiatives.
= extreme
= high
= moderate
= low
Priori
ty
Responsibility
E.g. introduce
graduate policy
program
E.g.
high,
mediu
m, low
E.g. Human
Resources Manager
(implementation)
Chief Executive
Officer (owner)
Key
performance
indicator and
target
Timeline
Milestones and
deliverables
E.g. 2 x Human
Resources Directorate
staff required for duration
of timeline
Feb 2011candidate
interviews
Mar 2011announce
positions
Mar 2011candidates
start
= high
= medium
= low