SECTION 13.50 STAFFING PLAN
Once you have determined the new structure required by your organization, including the component units, number of positions, and classifications of those positions, it is time to consider the human capital side of the process, or the talent needed to accomplish the work. Many of the specific processes and procedures for doing this are found in Chapter 4 of this manual, “Filling a Vacancy.”
Continue to use the organization chart you developed in Section 13.40 as your roadmap to work through assigning specific people to each position.
Unless otherwise dictated, there is no set format for staffing plans since they are used for different reasons, at different points in the restructuring process and may involve one small unit up to an entire organization. The main thing is that they clearly state the expectations (what is to be done, results desired), major action steps, timelines, and assigned responsibilities. For an example, see the “Organization Redesign Worksheet,” CFN 552-0683, in the Forms Section at the end of this chapter.
STEPS FOR PREPARING A STAFFING PLAN
Competencies are observable and measurable knowledges, skills, abilities, and behaviors that must be applied to achieve results aligned with the goals of the organization.
Competencies can be derived in more than one way, and you will encounter the same competency stated different ways. There are times when consistency of expression is helpful or necessary, but there will be other times, when to describe the needs of a specific position, the competency will need to be customized.
Just as results and outcomes are the focal point in organizational structure and design, competencies are the focal point of talent assignment. To make the best use of your human resources (talent), take the time to develop a list of competencies that most clearly and accurately describe what is needed to do the work. Competencies are the nucleus of some of the most critical human resource functions: recruitment, selection, training and development, performance evaluation, and succession planning.
The following competency resources are available to you:
· The library of competencies developed by DAS-HRE for the use of state managers and supervisors, which can be found on the DAS-HRE website at: http://das.hre.iowa.gov/pdfs/ClassPay/job_competencies.pdf.
· The list of competencies currently listed with the class description.
· Lists of competencies developed for previous position description questionnaires (PDQs) for the subject position or similar positions.
A template for laying out your competency needs, “Organizational Redesign and Workforce Planning-Competency Needs,” can be found in the Forms Section at the end of this chapter. More information on competencies can be found in Chapter 4 of the Applicant Screening Manual.
2. Color-code the actions to occur.
Highlight the positions to be filled/transferred/vacated according to the type of action to occur. It might be helpful to isolate each different type of action, such as using one color for “fill internally” and another for “fill with external candidate” or other types of options.
3. Update the organization chart periodically.
The actions taking place can become complicated, especially where a layoff is involved. If you use a color code, you may have to update the organization chart periodically as different actions take place. For instance, the first draft may simply indicate which position(s) will be reduced.
4. Review seniority dates.
List all staff affected in seniority date order.
5. Indicate position to be reduced as well as the employee to be laid off.
Once you have reviewed seniority dates (or for non-contract employees, layoff points), you may need to indicate the employee to be laid off in addition to the position to be eliminated, if they are different. That employee may be able to bump to another position; you may want to show that person on another org chart in the new position.
6. Track and complete recall, contract transfer and outplacement actions.
Vacant positions to be filled are first subject to recall, contract transfer and outplacement provisions, which occur at different stages. See “Steps in the Hiring Process,” CFN 552-0492, in the Forms Section at the end of this chapter for a more detailed, sequential list. Where more than one position is to be filled, you may want to track by position the progression of these steps.
As positions are filled, you may also want to track the follow-up actions that will be necessary, such as date orientation completed, date training plan completed, etc.
In some cases, organizational restructuring may simply involve assigning new tasks to certain positions. Although the new tasks require the incumbent to obtain new or different program knowledge, the competencies required to perform the new tasks may be the same or similar to the competencies required of the position prior to this addition. In these situations, additional training in or exposure to the program knowledge may be needed to help the incumbent complete the new tasks, but essentially, the job, and thus the classification, remain the same.
See the hypothetical organizational charts in the Forms Section at the end of this chapter for examples.