Skip to Content

Action and Implementation

Once an agency determines risk and workforce gaps, it needs to develop an action plan to minimize workforce risk and fill gaps.  There are many strategies that can be used, in some cases more than one may be needed to address workforce challenges.  Therefore the action plan may include a variety of strategies such as developing internal talent, recruiting external talent, reclassifying jobs, using a contingent workforce, and retaining high potential talent.


Action Strategy Chart

 
Strategy Possible Action Steps

Staff Development

Strategies to prepare staff or specific positions within the organization:

  • Utilize the development programs offered through Enterprise Learning and Development (ELD)
  • Provide stretch projects
  • Promote high potential staff
  • Use performance management strategies to coach and mentor staff
  • Cross-train high potential staff
  • Create succession Planning 

Recruitment and Selection

Strategies to bring external talent into the organization:

  • Strengthen recruitment strategies
  • Design position descriptions based on competencies
  • Conduct behavioral interviewing strategies
  • Provide strong onboarding training

Restructuring/Reclassifying

Strategies to crate new classifications that address gaps within the organization's talent pool:

  • Re-organize units or positions
  • Eliminate unnecessary positions
  • Re-deploy staff into new roles

Retention

Strategies used to keep high potential staff engaged within the organization:

  • Assess workforce to know who high potentials are
  • Provide high potentials with challenging work opportunities
  • Recognize the achievements of high potential staff
  • Conduct "stay" interviews to assess engagement levels
  • Consider these staff for candidates in succession planning

Borrow

Strategies to use a contingent workforce to complete short-term projects or to bring new knowledge into the existing workforce:

  • Develop a network of partners to borrow talent from
  • Use consultants and short-term employees to complete projects
  • Utilize contingent staff to train existing staff on skill development needed for new projects

Succession Planning

Strategies used to prepare internal staff for high risk positions within the organization:

  • Identify high risk positions
  • Determine qualified candidates interested in these positions
  • Begin to prepare and develop candidates for these roles

Knowledge Transfer

Strategies to collect transfer and retain important workforce knowledge:

  • Create a system for capturing explicit procedural knowledge
  • Utilize experienced talent as mentors to high potential staff
  • Create opportunities for knowledge sharing within the organization
  • Determine a written or electronic system to capture and share knowledge

Implementation and Action Assignments


With the support of upper leadership, efforts to implement the action plan can be sustained by managers and supervisors.  Here are some key actions that help bring the organization’s workforce plan to life: 
  • Ensure that upper leadership is on board with the plan
  • Identify and allocate necessary resources to implement the plan
  • Clarify roles, assign tasks to staff who will be undertaking each action step
  • Clearly state timelines and milestones for each phase of the model and ensure accountability for action on each phase
  • Determine performance measures and expectations for supervisors and managers
  • Communicate the plan to all of those involved, develop a change strategy.  Be transparent about why this plan is important to the overall organization and what action will be taken to overcome workforce challenges

For a basic understanding of how to organize this information, review the Workforce Planning Action Worksheet (Word version) or (PDF version) for this step of the process .