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Workforce & Succession Planning Gary Watkins Workplace Performance Technologies (Pty) Ltd trading as Workinfo.com

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

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Admin Issues? Breaks Tea : 10:00 10h30 Lunch : 13h00 14h00 Tea : 15h00 15h30 Workbook and Exercises

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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

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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 companys strategic business objectives and developing the strategies to achieve this

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What is Workforce Planning? Simply put.. Attracting and retaining the talent / skills needed to survive

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Main Drivers of Workforce Planning

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Why do Workforce Planning? Addresses the organizations 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

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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,

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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)

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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

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Trends????? IPMA Workforce Planning Resource Guide

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Therefore WFP is. Not JustIt Is Predicting the futureBuilding a longer-term context for short term decision making An inventory of all positionsFocusing 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 CapabilitySolving staffing problems/issues IPMA Workforce Planning Resource Guide

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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

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HR Strategic Plan

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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

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Exercise

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Shared Service Models

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Is there a generic model? Both public and private, have developed models for workforce planningthe 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

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Workforce Planning Model

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WFP Model

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Phase 1 Planning Stage Phase 1StepsKey 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

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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

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Strategic planning (2) Conduct analysis of business requirements Determine scope of workforce planning project Identify outcome priorities

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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 organisations hierarchy of plans; that is, strategic, operational, corporate, specific purpose?

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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:

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Analytic Tools & Exercises Exercise 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?

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Impact Analysis Overview of impact analysis template Initiative Potential Impact Workload Type of work Org. structure e.g. Supervisory Ratio Mix of skills Workforce change Implications for workforce planning

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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 CostingLevel of analysis Keys decrease low increase high no change medium

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Phase 2 Analysis Stage Phase 2StepsKey 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

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Phase 2 Analysis Stage (ii) Phase 2StepsKey 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

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GAP ? Workforce Planning - Analysis Supply Projection: Workforce Profile Business Outlook Staffing Company Strategies Competencies Current State Base-Line Future State Vision Demand Forecast: Projected Workforce Future workloads Competencies Needed Technology Competencies? Labour Market? Org. movement Business Activity Projected Needs? Impact of Changes? Technology? WFP IMPLEMENTATION ROADMAP 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 Benefits What is your value proposition to business? Metrics How 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.

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GAP ? Workforce Planning - Analysis Supply Projection: Workforce Profile Business Outlook Staffing Company Strategies Competencies Current State Base-Line Future State Vision Demand Forecast: Projected Workforce Future workloads Competencies Needed Technology Competencies? Labour Market? Org. movement Business Activity Projected Needs? Impact of Changes? Technology? WFP IMPLEMENTATION ROADMAP 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 Benefits What is your value proposition to business? Metrics How 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.

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Analysis Supply & Demand Scan the environment External Environment Demand and Supply of workers Emerging occupations Retirements Competitors Legislation Competitors Economic conditions ..

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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?

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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

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Workbook Resources Supply Demand Summarise

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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

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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.

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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 roles 5. Develop preliminary clusters for organisational positions Page 101 of exercise book

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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 State Base-Line Future State Vision Demand Forecast: Projected Workforce Future workloads Competencies Needed Technology Supply is less than Forecast

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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 State Base-Line Future State Vision Demand Forecast: Projected Workforce Future workloads Competencies Needed Technology Supply is greater than Forecast

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Gap Analysis Process HowWhat AssessThe current supply of Human Capital Factor inVariables and Assumptions To come up withSupply of Human Capital, then Compare toDemand To come up withGaps and Surpluses

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Action Items Phase 3 Implementation Phase 4 Evaluation & Monitoring

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Technology Will Become The Norm

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Phase 3 Implementation Stage Phase 3StepsKey Activities ImplementationStrategy 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

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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

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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.

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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.

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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.

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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:

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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?

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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

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Develop Workforce Strategy The 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.

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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.

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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)

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Phase 4 Evaluation Stage Phase 4StepsKey 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

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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?

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Example : Attrition Model

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Barriers to Workforce Planning

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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.

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Occupational Overview historical trend analysis Occupational OverviewPermanent EmploymentTotal Employment Sep-92May-99Change% ChangeSep-92May-99Change% Change Title Forestry Technician78306423-1407-18%1707913019-4060-24% Forester52983132-2166-41%54163220-2196-41% Biological Science Technician370352-18-5%17101580-130-8% Engineering Technician1642927-715-44%18981096-802-42% Biologist736102028439%787275-512-65% Wildlife Biologist895722-173-19%1129871-258-23% Civil Engineer1035666-369-36%1051675-376-36% Compliance Inspector246246023000%246446223100%

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Average Age Overview Average AgeNet Change Sep-92May-99 Group42.445.83.4 Forester42.145.13 Biological Science Technician44.245.10.9

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Age Distribution - Permanent Employees Under 2525 - 3435 - 4445 & Over May-8638071881192611879 Apr-9264364491443613542 May-991062835907516070 Other scenarios - age distribution by key occupations (scarce skills)

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Retirement Eligibility (Permanent Employees) Total WorkforceRegular Retirement%Early Retirement% Sep-923530117835.05%568216% Sep-972955817956.07%579520% Sep-982838815895.60%593021% 02-Dec28194670923.80%873731%

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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 1highest 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/ilswww.apsc.gov.au/ils

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Conclusions -actioning Using tools for workforce adjustment to fit changing skill requirement s. 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 knowledg e. 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 Services 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.

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Occupations and competencies - priorities for the future, in terms of competencies and staffing levels. Organizational Program s. 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 Administratio n. 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.

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The problem - leavers 2006 Baby Boomers enter 60s (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

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The problem - replacement US Dept of Education: 60% of all new jobs in 21 st 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

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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

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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

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Top Five Talent Challenges

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Talent Challenges

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Maturity of Talent Management

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High-Impact Talent Management Q?: Align this model with the Strategic HR Model

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"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. "

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Planning the communication strategy 1. Determine your communication requirements 2. Identify your stakeholders 3. Identify the correct communicators 4. Communicate the message via the correct medium 5. Drawing up the communication plan 6. Measure and evaluate your communication Workinfo.com

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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. Workinfo.com

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The various stages of commitment StagesLevel of commitment AwarenessNo commitment YET UnderstandingVery LIMITED commitment AcceptanceLIMITED commitment InvolvementFULL commitment Workinfo.com

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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 dont 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. Workinfo.com

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Building the message When building your message ask yourself: What? Why? Who? When? How? Workinfo.com

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Stakeholders Annexure 1 Who 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. Workinfo.com

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Drawing up the communications plan Communication Plan Communication Issue Key Messages Desired Outcomes Actions / Initiatives Stakeholders Communication Channel Timing Budget Workinfo.com

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Can you measure your success? If you dont evaluate the success of your efforts, sooner or later, someone else will. List a couple of ways that we can measure whether your communication strategy was a success? Workinfo.com

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Measurements of success 1. General Employee Surveys 2. Climate studies or staff moral surveys 3. Readership / viewership surveys 4. Focus groups or interviews with staff 5. Suggestion Box 6. Provide an email address to which staff can send suggestions, complaints etc. 7. Place leaflets / questionnaires in the staff newsletter 8. A manned telephone line that staff can call 9. Competitions that prompt staff to give feedback by incentivising them by way of a prize.

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Staff Feedback There are a number of ways to receive feedback from 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, dont just ignore the request for information. Respect confidentiality and anonymity

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Missing Statistics Age Analysis Retirement analysis Average tenure Organisation and per occupational group

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Auditor General

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