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By Robert M. Emmerichs

ISBN-10: 0833034529

ISBN-13: 9780833034526

Describes a user's advisor for members undertaking team making plans.

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Especially because we have formulated this question differently than other practitioners have. Others suggest that workforce planning should focus on the difference between the distribution of the characteristic in the current inventory and the future desired distribution, but their approach does not require workforce planners to estimate how the composition of the current workforce will change over time. We argue that workforce planners have two important reasons to evaluate the change in the current workforce composition over time.

Some of these data are centralized in agency-wide databases. ). Problems ensue when data on a critical workforce characteristic are not available (as may be the case for acquisition experience) or when available data inaccurately reflect the manifestation of the characteristic actually in the workforce (as may be the case for educational level achieved). ). This assistance can be direct, as in the case of existing data on the current desired distribution—providing executives and line managers a baseline from which to make judgments about the future desired distribution.

This aspect of workforce planning benefits from the active participation of business unit executives (who determine how they intend to carry out their business) and line managers (who determine the capabilities needed). Leaders at levels above the business unit also play an important, but different, role in the workforce planning activity. Their role is critical. 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.

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An Operational Process for Workforce Planning by Robert M. Emmerichs


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