Workforce planning WFPL

Strategically projecting the demand for people and skills and proactively planning the workforce supply to meet organisational needs.

Revision notes

Updates for SFIA 9

Theme(s) influencing the updates for this skill: Making SFIA easier to consume (enhance readability/guidance/descriptions), Making SFIA easier to consume (updates to skill name/skill description).
Readability improvements have been made to level 6.
You can move to SFIA 9 when you are ready - SFIA 8 skill descriptions will still be available to use.
Previous SFIA assessments or skills mapping are not impacted by this change.

Guidance notes

Workforce planning typically takes an enterprise-wide view, assessing capabilities across the organisation rather than just a single team. The scope is more strategic than tactical resource allocation to projects or operational work schedules.

Activities may include, but are not limited to:

assessing the current state of the workforce
assessing organisation-wide data over extended time periods to discover multi-year trends
identifying critical capabilities needed to compete and meet strategic goals, not just immediate resource allocation gaps
identifying the workforce required for current and future activities
adopting or developing a skills and capabilities framework
developing plans to close gaps between current state and future state using actions such as, but not limited to: external recruitment, internal development, re-skilling, sourcing external partners, organisational design or outplacement
influencing organisational policies and practices to align recruitment, learning, promotion, and recognition and reward to support the development of an inclusive and diverse workforce
adhering to relevant regulations and ethical standards concerning employment practices and organisational policies, including requirements related to layoffs and restructuring.

Understanding the responsibility levels of this skill

Where lower levels are not defined...

Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.

Where higher levels are not defined...

Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and responsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

Learning key concepts and principles related to this skill and its impact on your role
Performing related skills (see the related SFIA skills)
Supporting others who are performing higher level tasks and activities

Where higher levels are not defined...

You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Levels of responsibility for this skill

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

Workforce planning: Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and guides others, delegates tasks when appropriate, works autonomously under general direction, and contributes expertise to deliver team objectives.

Gathers, maintains and analyses organisation-wide workforce capability data.

Performs gap analysis to identify workforce strengths and shortfalls with reference to business strategy and specific future needs.

Contributes to the development of organisation-wide workforce plans to meet current and future demand.

Coordinates and schedules ongoing workforce planning activities. Assists in maintaining a skills and capability inventory.

Workforce planning: Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for delivering significant work outcomes, from analysis through execution to evaluation.

Leads the development of workforce plans to ensure the availability of appropriately skilled resources to meet organisational objectives and commitments.

Contributes to the development of the strategic workforce planning approach. Oversees and reviews the implementation of workforce plans.

Develops current-state assessment of workforce skills, capabilities and potential. Forecasts future workforce demand for skills based on broad organisation-wide plans and external factors.

Maintains a skills and capability inventory and identifies options for closing gaps.

Workforce planning: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, promotes organisational collaboration, and accepts accountability in key areas.

Defines an integrated strategic workforce planning approach connecting organisational business goals to future skill needs.

Communicates the workforce planning approach and obtains organisational commitment. Selects frameworks to be used for the organisation's skills and capability inventory.

Interprets business strategy to direct workforce demand forecasting (skills and numbers) for the organisation. Monitors the external environment in relation to supply and emerging trends.

Influences people management policies and practices to align with workforce plans. Integrates with resourcing strategies and plans. Monitors execution of workforce plans.

Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.

Small change Guidance notes