Determining current and future workforce gaps is essential to ensure departments meet strategic goals, customer expectations and maintain quality. Identifying staffing and competency gaps requires you to develop a profile of the current workforce, determine what the current and future needs are and project what that profile will be in the future after expected impacts on each classification. This profile assumes no hiring to replace employees who leave.
This phase provides the data-driven basis for the workforce plan using systematic analysis to reveal the department's workforce gaps.
A comprehensive analysis of the department's staffing and competency gaps and a list of the department's classifications in order of risk level.
Perform a workforce supply analysis to understand your departments current workforce (in terms of right number of people with the right skills), and be able to project what your future workforce will look like. Develop a profile of your current workforce that includes both staffing (composition such as number of staff and demographics) and competencies (knowledge, skills and abilities).
Your department's personnel office will have access to the employee data needed for workforce planning. Your personnel office can request a
Management Information Report System (MIRS) report
from the State Controller's Office which will contain all the information needed. At minimum, request the following data:
The workforce analysis should include the following for each classification:
Definition of Competencies
Organizational competencies are defined by the mission, vision and values of the organization that sets the requirements and/or context in which the work of the organization is carried out.
Competencies are the knowledge, skills, abilities and personal attributes your staff must possess to successfully perform their work functions. Competencies are observable behaviors that can be measured and developed. The types of competencies can be categorized as follows:
While the statewide foundational competencies have already been established, you will want to identify a set or model of organizational competencies that describe the ideal workforce to accomplish the department's strategic plan. Establishing a set or model of technical competencies provides management and staff a common understanding of the skills and behaviors that are important to the department's future. Therefore, competency models act as a skill profile and play a key role in decisions on recruiting, professional development, personal development, and performance management. When developing and/or identifying competencies reference competency guides (included but not limited to the CalHR Core and Leadership Models), job specifications and duty statements to determine the behaviors needed to effectively perform the job. When developing competency sets or models consider the following:
If you are not developing organizational, technical, and/or leadership competencies use the CalHR Core Competency Model, then interview or survey division/program area leads to record any additional critical knowledge, skills and abilities that their workforce requires now and in the future. For a department that is unable to immediately develop competencies, CalHR recommends adding this task as a future workforce planning initiative.
Managers and their staff
should assess current competencies and define what levels will be required for each job function.
Staff should assess their own competency level, which will be compared to the manager’s assessment of competencies within each classification group or level. Managers will not assess the competencies of each individual staff, but rather seek skill gaps within all like-classifications in aggregate.
Consider the following to determine how you will assess competencies of your current staff:
Analyze trends within each metric that are compiled to create your department’s workforce profile. Understanding the patterns of the past will help you forecast future changes. It can also help predict the supply of skills that may be available in the future. Trend data can be useful in determining hiring patterns (time required to fill vacancies, average number of vacancies in a year, etc.), retirement patterns, and turnover statistics.
It may be helpful to break down trend analysis by agency divisions or by occupational groups. Trend information combined with the current workforce profile is an essential building block for forecasting workforce supply.
To determine the impact of separations on each classification, perform a Trend Analysis (TA) of the three major separation types: retirements (attrition), transfers to a different department, and voluntary separations from state service (turnover).
For detailed information about calculating the TA and other workforce analytics refer to
CalHR Workforce Data Analysis Methodology |
CalHR Workforce Data Analysis Methodology -
Text Only (RTF).
The TA calculation is used to identify classifications which, on average, experience a relatively greater impact due to separations. A relatively high TA is a signal that a high amount of separations can be expected from the classification, and should alert you to look more closely at the particular separation type(s) that are common in the classification and develop strategies to address the risks posed by those separation(s).
Based on the existing demographics and actual impact of separations by classification, determine the future composition of the workforce without factoring in any hiring.
Compare your department’s workforce profile to statewide statistics in order to identify if your department falls above or below statewide trends. Understanding this comparison may help your department identify areas of risk. You may chose to utilize multiple comparisons for a well-rounded benchmarks, or establishing interim goals:
Using workforce data analysis, division/program input, and project team/Steering Committee
feedback, determine variables that could impact your current and future workforce such as:
A gap analysis determines the gap between your workforce supply and demand.
The result reveals any gaps and surpluses in staffing levels and competencies needed to perform your department’s functions. For example, you might find:
Once you measure the extent of any gaps for each classification and competency set, identify where candidates will come from to fill those gaps. Consider the following questions:
Use the answers to the questions above and below to analyze the gaps between work functions and workforce:
These questions will help guide strategy development in Phase 3. Prioritize larger workforce gaps when developing strategies.
The classification risk levels will help you focus your workforce strategies and limited resources toward your higher level risks.
Classification Risk Assessment Flowchart for more information about determining risk level.