| Introducing a workforce planning system to complement performance management requirements | Score 1-5 |
| Do you have a business/service planning process, which integrates corporate and departmental objectives? | 5 |
| Are your business/service plans with their resource implications, communicated between departments and the HR function? | 3 |
| Does your authority work to a holistic ‘one organisation’ approach to people resourcing? | 3 |
| Does your authority develop longer-term business/service plans, providing a framework for shorter term decision making? | 4 |
| Does the planning process link finances, human and other resource related issues for both short term and longer-term budget and business/service strategies? | 2 |
| Do your planning cycles complement and feed into each other, e.g. business planning, project planning, team performance & individual performance assessment and training & development requirements? | 2 |
| Do you evaluate the cost of turnover within your organisation? (i.e. hidden costs such as expertise but also direct recruitment and training costs). | 3 |
| Does your authority have the capacity (skills, knowledge) to prioritise and undertake workforce planning? | 4 |
| Is the authority clear about what it wants to achieve through workforce planning and has it communicated this to stakeholders? | 2 |
Assessing current capacity and planning for the future
| Score 1-5 |
| Do you have a clear assessment of the numbers of employees and the skills needed to carry out today’s tasks efficiently? | 4 |
| Do you have comprehensive, up to date and accessible personnel records? | 4 |
| Do you have information on employee skills and training records for the whole workforce? | 4 |
| Do you capture the reasons why people leave your authority, by department, grade and occupation? | 5 |
| Do you know how long employees stay with the authority? | 5 |
| Do you have a clear assessment of any areas of instability caused by turnover/absence, etc? | 4 |
| Do you know how employee’s progress within the organisation e.g. career pathways? | 3 |
| Do you have a ‘map of change’ (or organisational development activities) and how it will affect the numbers and types of employees required, e.g. e-government, Best Value recommendations, etc? | 2 |
| Do you know where you will have an excess or deficit of employees in particular functions, locations, grades depending on available business/service strategies? | 4 |
| Have you considered only one view of the future or a number of different scenarios? | ? |
| Do you have a training needs analysis that considers the range of skills employees will need in the future in order to deliver improved services? | 3 |
| Do you have a training plan that addresses the future skills needs of employees? | 3 |
| Do you have recruitment & retention strategies that support the business objectives and link to your workforce requirements for the future? | 3 |
| Monitoring and evaluating your systems | Score 1-5 |
| Do you have a workforce plan that supports and delivers business/service improvement? | 1 |
| Do you review and, if necessary, revise the workforce plan, particularly in response to unexpected changes? | 1 |
| Is workforce planning information valued by managers and used to feed back into the business/service planning cycle? | 1 |
| Have you developed a clear cost/ benefit analysis of workforce planning activity that can demonstrate added value? | 1 |
| Do you have a defined set of indicators against which to measure the performance of strategies arising out of the workforce planning activity? | 1 |
| Does your authority have an information/ knowledge management strategy that will improve the capture, storage and access to data for management information purposes? | 4 |