The diagnostic represented in the following table allows you to assess the extent to which your strategic staffing/workforce

planning process stacks up against the concepts described in this book. It may also identify opportunities for you to improve the effectiveness of your process. For your convenience a copy of this form is included among the files that you can download from the web site. !ere is how the assessment tool should be applied" #ead through all the suggested steps/components in the first column of the form. $ake sure that you understand each concept as it is described in the book. If you find a component that you do not understand go back and read that section of the book before proceeding. For each step of the process %i.e. each row of the form& document your current practice. 'hat is it that your organi(ation does) To what extent is that consistent with what is being suggested) *oes your process include each component that is listed) If you complete that step do you do it in the way that is suggested) +ssess whether your current practices %as you have ,ust described and documented them& are ade-uate and indicate the result of that assessment in the third column. +re your current practices meeting your needs) If they are not why is that) Is something missing) *oes something need to be done a different way) If you check no in column three of any row document any opportunities for improvement in column four. .e as specific as you can about what should be done to improve your process/don0t ,ust restate the problem. Finally review the notes that you have made in the fourth column and create a work plan that you can use to implement the changes you have identified.

ASSESSING YOUR STRATEGIC STAFFING PROCESS

Suggested Step/Component Is your process aligned with your business strategy) 1 *o you have a staffing strategy) 1 Is it seamless not a follow on) 1 Is it ongoing not ,ust annual) 1 Is staffing discussed as each change is considered) 1 2ther"3333333333 Our Current Practice Is Current Practice Adequate 4es 5o Opportunities !or Impro"ement

*oes your process focus on strategic

4es

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staffing issues/gaps)" 1 +re they identified) 1 +re they defined) 1 +re they prioriti(ed) 1 2ther"3333333333 5o

!ave effective staffing strategies been developed) 1 *o they form a long6term context to guide short6term decisions) 1 *o they address only critical issues) 1 *o they ade-uately or fully address each issue) 1 +re they long6term) 1 +re they directional) 1 *o they define how issues will be addressed) 1 2ther"3333333333

4es 5o

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Suggested Step/Component +re appropriate staffing plans/models developed) 1 *o they define appropriate model parameters) 1 *o they tailor the process to each issue not assume that one si(e fits all) 1 *o they include only relevant ,obs) 1 *o they keep models separate and distinct not consolidated) 1 2ther"3333333333 +re good action plans defined) 1 +re actions well defined) 1 *o actions fully support strategy implementation) 1 +re responsibilities defined) 1 Is implementation monitored) 1 +re results measured) 1 2ther"3333333333 Our Current Practice Is Current Practice Adequate 4es 5o Opportunities !or Impro"ement

4es 5o

+re the plans realistic) 1 8an the plans be implemented) 1 *o the plans actually drive staffing decisions)

4es 5o