Building a strategic workforce plan for the correctional organization.The intent of the American American, river, 30 mi (48 km) long, rising in N central Calif. in the Sierra Nevada and flowing SW into the Sacramento River at Sacramento. The discovery of gold at Sutter's Mill (see Sutter, John Augustus) along the river in 1848 led to the California gold rush of Correctional Association's Building a Correctional Workforce for the 21st Century project is to advance the interests of correctional organizations in securing the workforce needed to achieve institutional goals. Related project activities and this publication are designed to help you build your capacity to better understand and respond to emerging workforce issues. Included in this, is the importance of thinking and planning more strategically. [ILLUSTRATION OMITTED] This article and related chart is intended to help you do just that. It can be copied as is or you can download it "Download It" is Clea's debut single. It was released in the UK on September 22, 2003 and missed the top 20 charting at #21. The single had average promotion, being performed in shows like Top of the Pops. from ACA's Web site, www.aca.org See .org. (networking) org - The top-level domain for organisations or individuals that don't fit any other top-level domain (national, com, edu, or gov). Though many have .org domains, it was never intended to be limited to non-profit organisations. RFC 1591. , or request a PDF (Portable Document Format) The de facto standard for document publishing from Adobe. On the Web, there are countless brochures, data sheets, white papers and technical manuals in the PDF format. version from Debbie Debbie (or Deb) is a fairly common given name, usually feminine, short for Deborah (or Debra) (which means "bee" in Hebrew) and is popular in most English-speaking countries. It reached its height of popularity in the United States in the 1970s. Boyer Boy´er n. 1. (Naut.) A Flemish sloop with a castle at each end. , ACA Human Resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. Committee chairwoman, by e-mailing her at debbie.boyer@doc.state.ok.us. It is suggested that you work through the document yourself and include members of your staff in an exercise to identify areas where you can improve your strategic workforce planning Strategic Workforce Planning involves analyzing and forecasting the talent that companies need to execute their business strategy, proactively rather than reactively, it is a critical strategic activity, enabling the organization to identify, develop and sustain the workforce . Strategic Workforce Imperatives The resource development planning chart on pages 111-115 is organized around 10 strategic workforce development plan imperatives. These imperatives include major themes that have emerged from the articles presented in this edition of Corrections Today, which provide background and practical ideas as well as references for further study. The thought process and method of approach suggested will drive strategic action steps to close differences between a correctional agency's current condition and a desired state during the next five years. It is a strategic gap analysis of sorts, designed to lead into the formulation formulation /for·mu·la·tion/ (for?mu-la´shun) the act or product of formulating. American Law Institute Formulation of an agency's more tactical and operational workforce plan. It is suggested that you modify this tool to meet your more specific strategic workforce planning needs, and use it, minimally, on an annual basis. Although this guide encourages you to think five years out, external conditions can change that will require course correction on your workforce development planning. You are encouraged to share these modifications with Boyer, for purposes of enhancing this tool for use by other colleagues and organizations. The 10 strategic workforce development plan imperatives are: Organizational Readiness. Several preconditions are considered important before effective workforce planning and results can be achieved. These include recognizing the importance of workforce planning within the organization and making a commitment to become a preferred employer. It is also critical to characterize the ideal employee that not only is needed now, but in the future. Organizational Workforce Needs. You are only able to achieve that which you can measure. It is imperative that you characterize the quantity and quality of the labor force you will need. This requires some consideration of anticipated turnover, retirements and changes in organizational approaches that may require modifications in personnel use. Labor Market labor market A place where labor is exchanged for wages; an LM is defined by geography, education and technical expertise, occupation, licensure or certification requirements, and job experience Conditions. The changing demography demography (dĭmŏg`rəfē), science of human population. Demography represents a fundamental approach to the understanding of human society. across the United States United States, officially United States of America, republic (2005 est. pop. 295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the world's third largest country in population and the fourth largest country in area. and in an agency's specific area will require careful and localized Translated into the spoken language of the country. See localization. analysis. The traditional white male labor pool upon which corrections has relied will not be as available as it once was. This will require reaching out to and developing alternative human resources. In addition, forecasted job growth in the U.S. economy suggests workforce shortages will occur in most occupational areas. This portends growing recruitment competition among employers and within the labor pool. Recruitment. Recruitment success in the future will have a strong connection to general public awareness of the importance of corrections as well as availability of corrections-related jobs and careers. Retention will also be affected by the career advancement opportunities available within the profession and the organization as well as wages, benefits and other incentives of employment. In light of competitive recruitment conditions, a variety of media and Web-based approaches will be vital along with maintaining strong relationships with organizations that prepare and guide workforce candidates. Retention. Turnover has and will remain a challenging issue. It requires the development of specific strategies related to certain employee groups. Specifically, the organization needs to make sure it understands and is able to respond to the long-term Long-term Three or more years. In the context of accounting, more than 1 year. long-term 1. Of or relating to a gain or loss in the value of a security that has been held over a specific length of time. Compare short-term. employment interests of the high performers, as these individuals will also be attractive to other employers as well. A shortage in candidates within the traditional labor pool also will require the development of strategies to extend the tenure of those soon to retire in some manner. Training and Advancement. The percentage of cor-rections professionals and executive and management positions eligible for retirement will remain high. The development of individuals for management positions will need to be accelerated. Retention and organizational performance Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). Specialists in many fields are concerned with organizational performance including strategic planners, operations, also will be positively affected by strengthening skill development that advances staff within the organization and cross-training cross-training Multiskilling Sports medicine 1. The regular participation in multiple sports–eg, basketball and long-distance running 2. The exercising of muscle groups or participation in a sport differing from than an athlete's primary sport. See Training. that supports wider use of personnel. New types and special interest training also may be available through partnerships with organizations in business, government and the nonprofit A corporation or an association that conducts business for the benefit of the general public without shareholders and without a profit motive. Nonprofits are also called not-for-profit corporations. Nonprofit corporations are created according to state law. sector. Sharing a Workforce Pool. Collaborative efforts to stabilize stabilize See peg. labor resources are growing in light of increased churning Firing one group of employees and hiring another. As companies move into newer, high-tech ventures, they often eliminate employees with older skills while bringing on new people who have computer programming, networking and Web experience. (hiring and laying off) related to shifting employer needs for workers. During lay-off lay-off noun unemployment, firing (informal) sacking (informal) dismissal, discharge lay-off n → despido, conditions, good workers can be placed temporarily with other organizations. Non-core functions can be outsourced and areas of critical competencies can be shared. Work System Re-engineering re-engineering - The examination and modification of a system to reconstitute it in a new form and the subsequent implementation of the new form. http://erg.abdn.ac.uk/users/brant/sre. . Strategies to more efficiently and effectively use personnel resources will continue to be studied and applied in light of tight revenue and labor pool conditions. Automation, process improvement and alternative work arrangements will provide opportunities. Strategic Relationships. An agenda of regular interaction for mentorship, best-practice identification and workforce recruitment is an essential element in a competitive workforce development environment. ACA, through this project, is intending to be a conduit conduit /con·du·it/ (kon´doo-it) channel. ileal conduit the surgical anastomosis of the ureters to one end of a detached segment of ileum, the other end being used to form a stoma on the of such support. Additional relationships with educational institutions and other sources of worker candidates like local workforce boards and government boards are important to prioritize pri·or·i·tize v. pri·or·i·tized, pri·or·i·tiz·ing, pri·or·i·tiz·es Usage Problem v.tr. To arrange or deal with in order of importance. v.intr. and maintain. Human Resource Development Capacity. The role of the human resource function within the correctional organization will grow in importance, or desired organizations goals will not be achieved. The human resources manager or personnel officer must be a member of the executive and organizational strategic planning Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. teams. Appropriate financial resources and related support will need to be available to address the increased complexity of workforce development. A Collaborative Initiative There it is--a more strategic way to think about and develop a strategic workforce plan for the correctional organization. It is supported by this special workforce edition of Corrections Today, ACA's Human Resources Committee, a newsletter and a special track at each ACA conference. Building capacity for more effective workforce development planning must be an ongoing process as complexity, diversity and pace of change will characterize the workforce development environment. Your efforts along with those of other ACA members, is best advanced through collaborative efforts, which will benefit from feedback. Please share any comments relative to this chart and anything else related to this project with Boyer. [TABLE OMITTED]
Workforce Development Current Desired State
Imperative Condition (Over Next 5 Years)
I. Organizational
Readiness
Strategic plan & planning
process includes human
resources & director as
integral components
Leadership committed to
advancing "preferred
employer" conditions
Values & celebrates a
diverse staff--employee
surveys and recognition
Preferred employee profile
II. Organizational
Workforce Needs
Number of employees
Category of employees
Qualifications of
employees
III. Labor Market
Conditions (local,
regional, state,
national)
Labor pool availability
Competition for labor
Comparative wages &
benefits
IV. Recruitment
(Internal & External)
Public awareness &
marketing information
Organizational purpose &
community role
Career advancement
opportunities & job
descriptions
Wages, benefits & other
incentives of employment
Recruitment materials-print,
media, web-based
Sources for distribution-
schools, job centers, other
professions
V. Retention
High performers
At or near retirement
Hard-to-find & critical
competencies
New hires
Low performers
VI. Training and
Advancement
Management & succession
planning
Job & career ladder skill--
enhancement
Cross-training
Tuition supported
advancement options
Collaborative training
opportunities
VII. Sharing a
Workforce Pool
Outsourcing labor-intensive
& non-core functions
Sharing workers with other
organizations
Temporary out-placement
VIII. Work System Re-
Engineering
Alternative work
arrangements
Processes & procedures
Mechanization &
automation
Difference
Workforce Development Current condition Steps to Assistance
Imperative Desired state to Take Needed
I. Organizational
Readiness
Strategic plan & planning
process includes human
resources & director as
integral components
Leadership committed to
advancing "preferred
employer" conditions
Values & celebrates a
diverse staff--employee
surveys and recognition
Preferred employee profile
II. Organizational
Workforce Needs
Number of employees
Category of employees
Qualifications of
employees
III. Labor Market
Conditions (local,
regional, state,
national)
Labor pool availability
Competition for labor
Comparative wages &
benefits
IV. Recruitment
(Internal & External)
Public awareness &
marketing information
Organizational purpose &
community role
Career advancement
opportunities & job
descriptions
Wages, benefits & other
incentives of employment
Recruitment materials-print,
media, web-based
Sources for distribution-
schools, job centers, other
professions
V. Retention
High performers
At or near retirement
Hard-to-find & critical
competencies
New hires
Low performers
VI. Training and
Advancement
Management & succession
planning
Job & career ladder skill--
enhancement
Cross-training
Tuition supported
advancement options
Collaborative training
opportunities
VII. Sharing a
Workforce Pool
Outsourcing labor-intensive
& non-core functions
Sharing workers with other
organizations
Temporary out-placement
VIII. Work System Re-
Engineering
Alternative work
arrangements
Processes & procedures
Mechanization &
automation
This article and chart can be downloaded from ACA's Web site
www.aca.org, under Publishing and Periodicals.
Ed Barlow Ed 'Cheese' Barlow (born January 27, 1987) is an Australian rules footballer who plays for the Sydney Swans in the AFL. A tall utility player, he is expected to develop into a key-position player. is president of Creating the Future Inc. (www.creatingthefuture.com), an organization dedicated to trend spotting and strategic planning consultation for more than 25 years. He is a consultant to the American Correctional Association's Building a Correctional Workforce for the 21st Century project. For additional information, call (269) 982-1830. Joyce G. Fogg is public relations public relations, activities and policies used to create public interest in a person, idea, product, institution, or business establishment. By its nature, public relations is devoted to serving particular interests by presenting them to the public in the most manager for the Virginia Virginia, state, United States Virginia, state of the south-central United States. It is bordered by the Atlantic Ocean (E), North Carolina and Tennessee (S), Kentucky and West Virginia (W), and Maryland and the District of Columbia (N and NE). Employment Security Commission. She is chairwoman of the Advisory Committee for ACA's Building a Correctional Workforce for the 21st Century project. She may be contacted at (804) 786-7592; jfogg@vec.state.va.us. |
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