workforce & succession planning gary watkins workplace performance technologies (pty) ltd...

Workforce & Succession Planning

Gary WatkinsGary WatkinsWorkplace Performance Technologies (Pty) Ltd Workplace Performance Technologies (Pty) Ltd

trading as Workinfo.comtrading as Workinfo.com

AGENDA

Introductions Admin Issues Workforce Planning – Intro Workforce Planning Models Phase 1 Phase 2

Admin Issues?

Breaks

Tea : 10:00 – 10h30

Lunch : 13h00 – 14h00

Tea : 15h00 – 15h30

Workbook and Exercises

VP of Workforce Planning?

"Being strategic demands that you look at the big picture, that you forecast and attempt to prepare for the future by taking into account as many variables as possible. Without forecasting fluctuations needed in the demand, supply, and movement of talent, a.k.a. “workforce planning,” HR will continue to get blindsided by "surprise" internal and external events.“

Dr. John Sullivan

What is Workforce Planning? Right people - With the Right skills - In the

Right Place - At the Right Time

or

Systematic approach for identifying the workforce competencies required to meet the company’s strategic business objectives and developing the strategies to achieve this

What is Workforce Planning?

Simply put…..

Attracting and retaining the talent / skills needed to survive…

Main Drivers of Workforce Planning

Why do Workforce Planning? Addresses the organization’s competency/

skills needs Provides workforce demographics,

retirement projections, and succession planning.

Provides rationale linked to expenditures for recruitment, training, employee development, retention…

Provides tools to address changes Assists in creating a high quality workforce Provides critical information

Why do Workforce Planning (2)? EE numerical targets WSP BBBEE Emerging competencies / tasks needed Retrenchments Transfers, mergers and acquisitions New HR service delivery models Human capital/talent management Transformation initiatives in public sector Labour market trends Social/Market influences – HIV/AIDS,

Why do Workforce Planning (3)? Demographics and Trends in the

workplace have changed.

These changes have impacted YOUR organisation

Recognising and being prepared (WFP) – you ensure you have the necessary human capital to achieve your mission (Business Strategy/objectives)

Trends?[Activity]

Baby Boomers (BB) are getting older

BB redefine retirement age

Technology – changes HR Function

New Legislation

Labour pool is shrinking

Globalisation

Workforce needed for tomorrow is very different from today

Trends?????

IPMA Workforce Planning Resource Guide

Therefore WFP is….Not Just… It Is…

Predicting the future Building a longer-term context for short term decision making

An inventory of all positions Focusing on positions where you need to be proactive

Creating plans as a one-time ‘event’

Creating plans in response to changing strategies

Creating reports and listings that describe ‘what was’

Focussing on planning and looking ahead to ‘what will be’

Building HR Capability Solving staffing problems/issues

IPMA Workforce Planning Resource Guide

WFP and Succession Planning? WFP : Right People, right place, right

time Succession Planning : Subset of WFP

– right leadership in every place in the organisation (prepare for advancement through development) – talent management!

Page 9

HR Strategic Plan

Changing HR Roles and Strategy HR – strategic HR Skills and abilities Competencies

Leader – influence the direction of the business

Change Agent – addressing and initiating improvements

Business Partner WFP – integral to your HR Strategy

Exercise

• Reactive• Slow to Adapt• Data Maintenance• Organizational Hierarchy

Driven• Technology Constrained

• Sophisticated Analysis• Strategic Issues• Problem Solving

• Embedded• Accountability• Cost/Benefit Sensitive• Relevant to Business• Information Rich• Integrated

Strategicplanning

Administration

Strategicplanning

Customerservice

New paradigm

Administration

Old paradigm

Role transformation

Processredesign

Integratedsystems

Reduced cost

Customerservice

New delivery model

New sourcing model

HR as a Business Partner

• Minimal Involvement• Problem Finding• Post-hoc Critique

• Manually Intensive• Cumbersome• Redundant• Data Rich/information poor

• Automated• Streamlined

Shared Service Models

Is there a generic model?

Both public and private, have developed models for workforce planning…the processes are all very much alike.

All rely on an analysis of present workforce competencies (demographics,

retirement projections, etc); identification of competencies needed in the future; a comparison of the present workforce to future needs

to identify competency gaps and surpluses; the preparation of plans for building the workforce

needed in the future; and an evaluation process to assure that the workforce

competency model remains valid and that objectives are being met.

Source: A Guide to Workforce Planning in the U.S. Department of the Interior, Office of Personnel Policy

Workforce Planning Model

WFP Model

Phase 1 – Planning StagePhase 1 Steps Key Activities

Planning stage

)

Strategic planning Determining desired outcome of workforce planning exercise

Determine organisational goals, mission, vision, values and objectives

Establish workforce planning team

(

Establish workforce planning team Specify Name, Occupational group,

Specific role, Responsibility & Time committed to projected

Assess organisational readiness for workforce planning

Resources and capabilities Commitment Expertise Time Money Technology Develop communication strategy Assess employee readiness for

change

Strategic planning (1)

Assemble workforce planning team Assess organisational readiness for

workforce planning Resources and capabilities Commitment Expertise Time Money Technology Develop communication strategy Assess employee

Strategic planning (2)

Conduct analysis of business

requirements

Determine scope of workforce

planning project

Identify outcome priorities

WFP Scope

What is the focus of the plan? Why are we doing it? What do we want to achieve? Is this plan for the whole organisation or

just for my work unit? Where does the plan “fit” in terms of the

organisation’s hierarchy of plans; that is, strategic, operational, corporate, specific purpose?

Purpose of Planning Phase

Focus on function, not on people needed to do the job. Once you have a strategic plan, you need to think about what functions you will need to perform in order to accomplish the strategic mission of your organization.

Key positions or their work requirements will NOT remain forever static.

There is no foolproof way to predict key positions with absolute certainty. Some possible approaches are:

Analytic Tools & ExercisesExercise

Functional Scanning: A systematic process of examining external trends. Economic, government/legal, technological, social,

geographical, and other issues affecting the organization's external environment.

Organizational Analysis: A systematic process of examining how an organization is positioning itself to address future challenges (SWOT analysis). How well-positioned is the organization to respond to the effects of

future trends? What action steps can the organization take to meet the threats and

opportunities posed by future trends? How can the organization maximize its strengths and minimize its

weaknesses as the future unfolds?

Impact Analysis

Overview of impact analysis template

InitiativePotential Impact

WorkloadType of work

Org. structuree.g. Supervisory Ratio

Mix of skillsWorkforce change

Implications for workforce planning

Results Matrix

Initiative(trends, issues, and challenges)

Impact on Workforce(increase / decrease / no change)

Specific functional / departmental impact

Impact rating - period (short / medium / long term)

Impact rating - priority (low / medium / high)

Possible solutions

Costing Level of analysis

Keys decrease low

increase high

no change medium

Phase 2 – Analysis StagePhase 2 Steps Key Activities

Workforce analysis stage

Determine workforce profile

Employment equity profile Age Tenure Employment status (permanent vs.

contingent) Occupational levels Occupational categories HIV / AIDS assessment impact

Business and staffing outlook

Identify current business strategy Identify emerging business strategies Identify critical business objectives (BEE, EE,

Skills Requirements) Conduct SWOT analysis

Identify outcome priorities

Priorities workforce targets based on opportunities and risks related to outcomes, results, productivity, turnover, costs, strategic factors, trends

Demand forecast Identify needed competencies Determine competencies needed to

accomplish organisation's future goals and objectives / functional requirements

Job analysis and competency information Workload projections Diversity and internal staffing requirements

Phase 2 – Analysis Stage (ii)

Phase 2 Steps Key Activities

Workforce analysis stage (contd.)

Supply projection Projected workforce supply - profile of present workforce projected out as if no special action was taken to address attrition or develop staff

Identify current competencies Workforce composition statistics Occupational levels and

categories Demographics Locations (geographic) Turnover projections and rates Individuals, jobs, organisational

groups, teams, units

Gap and priority analysis

Identification of gaps (shortages) and surpluses (excesses) in staffing and competency levels needed to meet future functional requirements

GAP ?

Workforce Planning - AnalysisSupply Projection:• Workforce Profile • Business Outlook• Staffing• Company Strategies• Competencies

Current StateBase-Line

Future StateVision

Demand Forecast:• Projected Workforce• Future workloads• Competencies Needed• Technology

Competencies?Labour Market?Org. movementBusiness ActivityProjected Needs?Impact of Changes?Technology?

WFP

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AP Key Questions

• Approach :How will you achieve your goals? (how will you reduce the gap?)

• Challenges :What are the strengths, weaknesses, opportunities and threats you must understand in order to achieve your vision

• BenefitsWhat is your value proposition to business?

• MetricsHow will you know if you are successful?

Demand Analysis deals with measures of future activities and workloads, and describing the competency set needed by the workforce of the future.

Strategy

Supply Analysis focuses on identifying organizational competencies, analyzing staff demographics, and identifying employment trends.

GAP ?

Workforce Planning - AnalysisSupply Projection:• Workforce Profile • Business Outlook• Staffing• Company Strategies• Competencies

Current StateBase-Line

Future StateVision

Demand Forecast:• Projected Workforce• Future workloads• Competencies Needed• Technology

Competencies?Labour Market?Org. movementBusiness ActivityProjected Needs?Impact of Changes?Technology?

WFP

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WFP

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AP Key Questions

• Approach :How will you achieve your goals? (how will you reduce the gap?)

• Challenges :What are the strengths, weaknesses, opportunities and threats you must understand in order to achieve your vision

• BenefitsWhat is your value proposition to business?

• MetricsHow will you know if you are successful?

Demand Analysis deals with measures of future activities and workloads, and describing the competency set needed by the workforce of the future.

Strategy

Supply Analysis focuses on identifying organizational competencies, analyzing staff demographics, and identifying employment trends.

Analysis – Supply & Demand Scan the environment

External Environment Demand and Supply of workers Emerging occupations Retirements Competitors Legislation Competitors Economic conditions …..

Analysis – Supply & Demand Workforce Profiles

1. How many employees at each organizational level?2. What is the grade structure for these levels?3. What is the average education level/grade/step/time in

position for employees in this field?4. What is the turnover rate? Are employees leaving the

organisation to transfer to other organizations (public / private / competitors)?

5. Are employees in this field moving around within the organisation?

6. Are employees retiring when eligible?7. What is the predicted retirement count for the next five year?8. What is the average age and years of service at retirement?9. What are the gender/racial/age/disabilities statistics for this

field?10.How are contract employees utilized?11.Can / Should any of the work be outsourced?

Analysis – Supply & Demand Demand Analysis

Qualitative data on anticipated workload

changes

Workforce changes during the planning period

Qualitative and quantitative data on future

competency requirements

Workbook Resources

Supply Demand Summarise

Analysis – Competencies

Competencies are a set of behaviours that encompass skills, knowledge, abilities, and personal attributes are critical to successful work accomplishment. Workforce Skills Analysis

The skills needed to carry out the a function at an organisational level

Core Competencies Across the organisation and between jobs

Individual Competencies

Analysis – Skills & Competencies What skills are currently available? What skills will be needed in the

future? Gap? Competency Model?

A map to display a set of competencies that are aligned to the company vision, mission and strategic goals.

Analysis – Skills & Competencies Developing Competency Sets

1. Perform Job Analysis to identify job tasks for critical positions

2. Broaden to include Knowledge, Skills and Abilities

3. Identify Job competencies (effective performance)

4. Develop model for new roles5. Develop preliminary clusters for

organisational positionsPage 101 of exercise book

GAP ?

Gap Analysis

Indication:- Future shortage

Strategy:- Recruitment- Training- Succession- Critical gaps analysed- Timely intervention

Supply Projection:• Workforce Profile • Business Outlook• Staffing• Company Strategies• Competencies

Current StateBase-Line

Future StateVision

Demand Forecast:• Projected Workforce• Future workloads• Competencies Needed• Technology•

Supply is less than Forecast

GAP ?

Gap Analysis

Indication:- Future excess

Strategy:- Skill sets no longer

needed?- Retraining- Transfers- Separation incentives?

Supply Projection:• Workforce Profile • Business Outlook• Staffing• Company Strategies• Competencies

Current StateBase-Line

Future StateVision

Demand Forecast:• Projected Workforce• Future workloads• Competencies Needed• Technology•

Supply is greater than Forecast

Gap Analysis Process

How What

Assess The current supply of Human Capital

Factor in Variables and Assumptions

To come up with Supply of Human Capital, then

Compare to Demand

To come up with Gaps and Surpluses

Action Items Phase 3 – Implementation Phase 4 – Evaluation & Monitoring

Technology Will Become The Norm

Phase 3 – Implementation StagePhase 3 Steps Key Activities

Implementation

Strategy Development

Identification of specific strategies or actions to take to resolve projected staffing and competency gaps and surpluses

Results of Gap Analysis; strategy tools and resources

Select and integrate strategies Cost-benefit analysis of strategies Evaluate options - time, resources,

workplace dynamics Develop communication strategy

Implement Strategy

Use basic project management Ensure buy-in and support Allocate resources, finances and

technology Clarify roles and responsibilities Establish timelines Determine performance measures,

milestones Communicate elements of workforce

plan

Setting the Strategic Direction This is the process of preparing a model for your

organization's long term success. All organisations should establish a three or five-year strategic plan, and continually update and evaluate it in terms of mission changes and results.

"...a continuous and systematic process where the guiding members of an organization make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be defined."

Goodstein, Nolan and Pfeiffer

Setting the Strategic Direction 1. Organize and mobilize strategic partners:

Locate and enlist key players within the organization and among customers.

2. Set vision, mission, value, and objectives: Compose vision, mission, values, and objective statements that provide a foundation for defining and implementing strategic plans.

3. Review organizational structure: Examine current workforce demographics, competencies, and workload.

Setting the Strategic Direction

4. Conduct business process reengineering: Analyze and redesign processes across the organization.

5. Set measures for organizational performance: Define how the organization will know when and if it has succeeded.

6. Position HR to be an active partner: Put HR leaders in the front of the strategic planning effort.

Strategy Development

Appropriate recruitment, development,

and retention strategies and timelines to

address gaps and surpluses to ensure that

the organization will have appropriate

staffing to meet its future functional

requirements and carry out its mission.

Strategy Development

The final step involves the development of strategies to address future gaps and surpluses.

There is a wide range of strategies There is also a myriad of factors that will

influence which strategy or, more likely, which combination of strategies that should be used. Some of these factors include, but are by no means limited to, the following:

Considerations?

Time. Is there enough time to develop staff internally for anticipated vacancies or new competency needs, or is special, fast-paced recruitment the best approach?

Resources. The availability of adequate resources will likely influence which strategies are used and to what degree, as well as priorities and timing.

Internal depth. Do existing staff demonstrate the potential or interest to develop new competencies and assume new or modified positions, or is external recruitment needed?

“In-demand” competencies. How high the competition is for the needed future competencies may influence whether recruitment versus internal development and succession is the most effective strategy, especially when compensation levels are limited.

Workplace and workforce dynamics. Whether particular productivity and retention strategies need to be deployed will be influenced by workplace climate (e.g., employee satisfaction levels), workforce age, diversity, personal needs, etc.

Job classifications. Do the presently used job classifications and position descriptions reflect the future functional requirements and competencies needed? Does the structure of the classification series have enough flexibility to recognize competency growth and employee succession in a timely fashion? Does it allow compensation flexibility?

Transactional vs Workforce Planning

Operational Filling of current

day to day vacancies

Workforce Planning

Competency gap analysis

Long term identification of staffing needs, development of long term talent acquisition & retention methods

Develop Workforce StrategyThe overall result of this step is a workforce plan that provides ways to ensure that the organization will have the appropriate staff and other personnel, e.g., contingent workforce, to do its mission related work.Workforce plan components Workforce plans should be updated at least annually and should include the following:

staffing needs assessment; business plan requirements; workforce composition and demographics; skills gap analysis; identification of skills needed and those no longer

needed; assessment of training and development needs and

resources; assessment of recruiting needs and resources; evaluation; and action plans.

Implementation

Certain basics of any good project management plan should be addressed when implementing the Workforce Plan strategies which include:

Ensuring organization buy-in and support. Allocating necessary resources to carry out workforce

strategies. Clarifying roles and responsibilities in implementing

strategies. This includes identifying who is involved in implementing what, and where coordination among different parts of the organization or with different organisations is needed.

Establishing timelines. Determining performance measures – milestones and

expected end product. Communication of plan. The basis of the plan, as well as

its elements, should be communicated to all employees. That is, why and how it was developed, how it will be applied, and how it will affect staff.

Initiatives to kick start WFPlanning

In-house conference on workforce planning Briefing sessions with line managers (focus

groups) on key principles Build grassroots appreciation of w/force

planning & how benefit line managers/ business

Use the language of finance / operations & principles of project management

Build awareness / knowledgebase / case studies (intranets)

Phase 4 – Evaluation StagePhase 4 Steps Key Activities

Evaluation stage

Evaluate, monitor and revise

Review performance measurement information at designated intervals

Assess what's working and not

Make necessary adjustments Address new workforce

issues that may arise Analyze and document

leanings Validate plan Cost-benefit analysis Return on investment Impact on business

Evaluation

Consider the following in evaluating the planning effort and preparing for the next planning project. Most of these questions will become relevant only after you are fairly far along in implementing solutions.

Has the strategic plan or other plans changed since the beginning of the effort?

If so, what are the implications for the strategies implemented?

Have the implemented strategies achieved the intended results?

What worked well? What didn't? To what extent have demand and supply projections been

borne out? Is a new analysis necessary before revising the strategies? What adjustments to the strategies are needed? What changes would you like to make to the planning

process?

Example : Attrition Model

Barriers to Workforce Planning

US Forest Service Workforce Plan Methodology Detailed information on the methodology used Sources of information include;

detailed information on workforce status and trends, interviews with a wide variety of field and national

headquarters line and staff officials, a competency survey and assessment of staffing

adequacy which was sent to a select group within the National Forest System, the research stations, and national headquarters functional organizations;

data was obtained from the National Research Council of the National Academy of Sciences, the Pinchot Institute, and public and private sector organizations that have been successful in workforce planning.

Occupational Overview – historical trend analysis

Occupational Overview Permanent Employment Total Employment

Sep-92 May-99 Change % Change Sep-92 May-99 Change % Change

Title

Forestry Technician 7830 6423 -1407 -18% 17079 13019 -4060 -24%

Forester 5298 3132 -2166 -41% 5416 3220 -2196 -41%

Biological Science Technician 370 352 -18 -5% 1710 1580 -130 -8%

Engineering Technician 1642 927 -715 -44% 1898 1096 -802 -42%

Biologist 736 1020 284 39% 787 275 -512 -65%

Wildlife Biologist 895 722 -173 -19% 1129 871 -258 -23%

Civil Engineer 1035 666 -369 -36% 1051 675 -376 -36%

Compliance Inspector 2 462 460 23000% 2 464 462 23100%

Average Age Overview

Average Age Net Change

Sep-92 May-99

Group 42.4 45.8 3.4

Forester 42.1 45.1 3

Biological Science Technician 44.2 45.1 0.9

Age Distribution - Permanent Employees

Age Distribution - Permanent Employees

Under 25 25 - 34 35 - 44 45 & Over

May-86 380 7188 11926 11879

Apr-92 643 6449 14436 13542

May-99 106 2835 9075 16070

Other scenarios - age distribution by key occupations (scarce skills)

Retirement Eligibility (Permanent Employees)

Total Workforce Regular Retirement % Early Retirement %

Sep-92 35301 1783 5.05% 5682 16%

Sep-97 29558 1795 6.07% 5795 20%

Sep-98 28388 1589 5.60% 5930 21%

02-Dec 28194 6709 23.80% 8737 31%

Capability gap matrix

Use the capability gap matrix diagram to assess the priority for development and record in the priority column. For example, if you have indicated that a behaviour is essential for a role, and needs significant development then the priority would be 1—highest priority for development. Similarly if you indicated that a behaviour is desirable for a role and needs development, then the priority for development would be 2—medium priority for development. You may then want to discuss with your manager areas you have identified that need further development or experience.

This will form the basis of your capability development plan and learning agreement.

Source: Leadership capability development planning (Australian Public Service Commission) www.apsc.gov.au/ils

Conclusions -actioning

Using tools for workforce adjustment to fit changing skill requirements. The Forest Service has gone through a period of major downsizing. This has been accomplished with minimal separation of employees through reduction- in- force procedures. The approach to minimize adverse impact on employees was generally a good one involving use of separation incentives, and placement of excess personnel in other jobs. The problem, according to some Forest Service managers, is that the placement of excess people has sometimes resulted in diminished capacity to perform at the optimum level due to the qualifications of the person being placed. The report recommends that the Forest Service use all tools available, including reduction- in- force, as a last resort, to achieve the right skill balance to meet strategic objectives.

Capturing and leveraging expert knowledge. When the retirement bulge anticipated in the next five years occurs, many thousands of years of expert knowledge will be lost unless it is captured now. The report recommends that the Forest Service explore the establishment of a knowledge management program that will ensure that this knowledge is not lost forever to the organization. In addition, knowledge management can provide a mechanism for sharing new knowledge, widely and expeditiously, as it is acquired. Also, knowledge management systems can be used to guide training and retraining initiatives. Many leading corporations have recognized the need to aggressively pursue knowledge management as a competitive strategy. The Forest Service’s dependence on knowledge work makes it an ideal setting for such an initiative.

Using non- permanent employees. The research and development organization, in particular has been successful in using term appointments to efficiently create a workforce that is flexible to meet changing demands. The U. S. Office of Personnel Management has raised issues about the use of these appointments in some instances. The Academy team recommends that the Forest Service continue to use, and possibly expand, its use of term appointees and other contingent employment tools such as temporary and on- call (when actually employed) employees. This will provide an effective way to adjust the workforce as strategic priorities change.

Occupations and competencies - priorities for the future, in terms of competencies and staffing levels.

Organizational Programs. Five regions were surveyed to identify those competencies that they believed were important for the future. Four of the regions reported a need for increased competency for the social science occupation to address issues related to increasing public usage of the forests. Two regions indicated a need to improve competencies for geographers, geologists, range conservationists, archeologists, and criminal investigators.

Business Operations and Administration. Human resources has redefined its expectations for the staff and placed emphasis on moving from transactional work to an advisory/ consulting role while implementing new technology to do processing in a centralized manner. This will require training for new competencies related to this new role, and on the use of the new technological tools that are being contemplated. In particular, leading change, leading people, being results driven, business knowledge and building coalitions are seen as needed competencies for the future.

The problem - leavers

2006 Baby Boomers enter 60’s (retirement age)

US Labour Stats: result in a labour shortage of 10 million qualified workers by 2010

Forrester Research: 45% of US public employees will reach retirement age within 5 years

Forrester Research: replacement – 7 years o.j.t or 2 – 5 new employees to replace one skilled & experienced retiree

The problem - replacement

US Dept of Education: 60% of all new jobs in 21st Century will require skills possessed by only 20% of existing employees

National Association of Manufacturers: 80% of manufacturers face a shortage of machinists, craft and technicians

Bureau of Labor Stats: 1,3 million of new IT jobs created between 1996 and 2006 unfilled

Goal Alignment

% employees whose goals are aligned to business strategy

51% of senior managers 21% of middle managers 7% of line employees

Kaplan & Norton (USA), The Strategy Focused Organisation, Harvard Business Review, 2001

Cost of misalignment

10% overspend on workforce related costs (compensation, benefits, inappropriate training, turnover, excessive headcount)

Underperforming by 10% (unfilled positions, poor scheduling, poor work performance, slow response to initiatives / market / customer & strategic imperatives)

Dr Richard Beatty, Workforce Agility: the new frontier for competitive advantage, PwC, 2005

Top Five Talent Challenges

Talent Challenges

Maturity of Talent Management

High-Impact Talent Management

Q?: Align this model with the Strategic HR Model

"Workforce planning is the most critical human resource management challenge today.... To make workforce planning succeed, HR professionals will be called upon to master new roles as leaders, business partners, and change agents. "

Planning the communication strategy

1. Determine your communication requirements

2. Identify your stakeholders3. Identify the correct communicators4. Communicate the message via the

correct medium5. Drawing up the communication plan 6. Measure and evaluate your

communication

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Advantages of strategic internal communication

Strategic internal communication planning can be a proactive approach to building a better, more directed and efficient workforce. 

The most successful organisations are normally those that ensure that all their staff understand the mission, goals, values and procedures of their organisation.

Effective internal communication is a shared management responsibility.

Communication should be an open two way dialogue because: Taking account of the views and concerns of employee

unions, representatives and associations can also lead to more effective management.

Engaging employees in a conversation for action allows institutions to tap into a vast pool of intelligence and expertise.

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The various stages of commitment

Stages Level of commitment

Awareness No commitment YET

Understanding Very LIMITED commitment

Acceptance LIMITED commitment

Involvement FULL commitment

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Basic Principles of Communications

Be credible in all communication activities.

Ensure that the communicators are trusted and respected.

Where appropriate, involve the audience – don’t just inform them.

Encourage questions.

Tailor the communication to the different audience needs.

Use the most appropriate communication channel.

Repeat messages via various mediums but avoid information overload.

Whenever possible use face-to face communication.

Ensure that the messages are consistent.

Manage expectations.

Listen and act on feedback.

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Building the message

When building your message – askyourself: What? Why? Who? When? How?

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Stakeholders

Annexure 1Who are stakeholders? Anyone who has an interest in the communication or who can impact

the communications.

Organisation Structure Here you should outline the structure of your division or organisation

in order to make sure that you do not leave out any important stakeholders.

Key Stakeholders Here you should outline who your stakeholders are according to who

needs to be actively involved and who needs to be fully informed.

Stakeholder Map The stakeholder map should allow you to plot where you think the

various stakeholders are in terms of their degree of influence in the organisation, how important it is that they buy-in to the communication and their possible resistance to the messages.

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Drawing up the communications plan

Communication Plan• Communication Issue• Key Messages• Desired Outcomes• Actions / Initiatives• Stakeholders• Communication Channel • Timing• Budget

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Can you measure your success?

If you don’t evaluate the success ofyour efforts, sooner or later, someoneelse will.

List a couple of ways that we canmeasure whether your communicationstrategy was a success?

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Measurements of success

1. General Employee Surveys2. Climate studies or staff moral surveys3. Readership / viewership surveys4. Focus groups or interviews with staff5. Suggestion Box6. Provide an email address to which staff can

send suggestions, complaints etc.7. Place leaflets / questionnaires in the staff

newsletter8. A manned telephone line that staff can call9. Competitions that prompt staff to give feedback

by incentivising them by way of a prize.

Staff Feedback

There are a number of ways to receive feedbackfrom staff: Staff forums or focus groups A suggestion Box An email address A telephone line Competitions that prompt staff to give feedback

The following rules should be observed: Always meet deadlines. Wherever possible get your staff or colleagues involved to

assist. Always reply if required to do so, don’t just ignore the

request for information. Respect confidentiality and anonymity

Missing Statistics

Age Analysis Retirement analysis Average tenure Organisation and per occupational

group

Auditor General