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By Robert M. Emmerichs

Describes a user's advisor for individuals engaging in group making plans.

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Extra info for An Operational Process for Workforce Planning

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We begin by defining the intent of the process. We then describe the four steps. We conclude with observations on the key features of the process— related to the critical role of executive and line judgments, an incremental approach for using existing data to estimate desired distributions, and employing models to develop shared understanding among participants just discussed—in the context of how they support critical workforce planning activities. GENERAL DESCRIPTION The third purpose of workforce planning is to develop a convincing rationale for changes in policies and practices and for the reallocation of program resources to support the changes.

They • translate higher-level direction into clear guidance for line organizations • integrate the results across business units and larger organizational entities and tailor the business case for change for the higher levels 45 46 An Operational Process for Workforce Planning • support the results of workforce planning at the lower levels.

The participants should describe the policies and practices with sufficient specificity for a human resource management specialist to flesh them out in detail. In addition, this step is the appropriate place for workforce planners to estimate the potential effect of the identified policies and practices on reducing the gaps identified in the third step. Further, the participants must determine which policies and practices will require new or modified authority and resources for implementation. Together, the estimate of the potential effects and an assessment of the difficulty of acquiring authority and resources serve as the basis for prioritization and a plan of action for proceeding.

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