Restrictions in most cities are being reduced, and businesses are considering how best to operate, it is now time to take into account some longer term plans. This must be done in not only the context of the next few months (which will be tough), but also plan for later in the year.
Traditionally human resource planning is considered as 4 step process – 1. Analyse your business needs. 2. Analyse current HR capacity and determine shortfalls. 3. Establish strategies to engage workforce and fill gaps 4. Review and evaluate
While uncertainty reigns at the moment, and it is only now we start to see some of the ramifications of the pandemic, it is however time to start human resource planning.
Some questions to keep in mind with each of these activities ;
- Business needs:
- During next 3 months – how will the business operate ?
- In 6 months where could the business be at ? Build in some sensitivity including quick recovery and slow recovery.
- What will the business model be going forward – short, medium and long term – incorporate factors around operations, production, delivery and services that might be developed.
- What policy and procedures, WHS compliance and controls are needed, did we identify any shortfalls.
- Post job-keeper supplements – will we need to retain the existing team structure ?
- Current human resource situation:
- What is the skill and capacity of our workforce at the moment ?
- How does that fit in with the business modelling for the next 3 – 6 months ?
- What are the skill and competence shortfalls within management and operations areas.
- What new requirements for training exist to work in the new ‘normal’ ?
- Will we need to make more redundancy to meet the business structure going forward ?
- Approaches to address shortfalls:
- Establish a time frame now to address the various matters – do not leave it for later.
- If you have down sized – keep in touch with ex-employees to see if you can reengage later.
- Consider outsourced solutions where you need specialist skills either short term or on a part time basis.
- For specific skills or competencies (where you don’t have existing capacity) establish a recruitment plan for the next 3 – 9 months – stagger the recruitment to line up with when you think you will need staff.
- Training and Development – identify the various areas that require skill or knowledge upgrades, and look at available options, industry groups, local government etc. all have some low cost offerings.
- Review policy and procedures against industry best practice to see how you can up-grade your current operations. With WHS requirements in the pandemic times new policies on work from home, sick leave, workplace cleanliness, hygiene, social distancing, equipment and desk sharing will be necessary.
- Workforce planning – with reference to rostering, limited work hours might be necessary.
- Consider new business continuity plans with pandemic re-infection possibility.
- Plan on-going redundancy / restructure post JobKeeper payments to ensure the business is sustainable. Establish plans to execute the redundancy without incurring workplace issues.
- Review / Evaluate
- Establish review cycle – while this could usually be at longer intervals, the nature of the changing economy would suggest more frequent reviews are necessary.
- Establish HR contingency plans to address the various possibilities going forward.
Contact E.L Blue if you need some help with HR planning for the next few months.