V Skill HF-D4.7-001 cross-sector 9 umiejętności
Workforce planning and strategic workforce planning
Determining current and future staffing needs in numbers and qualifications, comparing them with the present workforce and deriving actions for hiring and development.
W jaki sposób serwis hrmforce to mierzy
- Metoda oceny
- Work sample test · rho 0.33 (SD 0.09)
- hrmforce narzędzie
- Knowledge test (client-specific), Work sample test
- Możliwość szkolenia
- high
- Prognoza popytu na lata 2026–2030
- rising
The candidate performs a representative work sample under standardised conditions.
Kotwice behawioralne
| Poziom | Zachowanie na tym poziomie |
|---|---|
| N1 Guided | Supplies data on staffing and turnover and checks the personnel list for errors and duplicates. works under supervision and follows instruction · routine, one variable at a time · own task |
| N3 Proficient | Draws up a staffing forecast for the own team including turnover and retirement and names the vacancies to fill. sets own approach and seeks input proactively · several variables, some ambiguity · own team or process |
| N5 Leading | Builds strategic workforce planning for the whole organisation, links it to strategy and labour market and puts the risks on the executive agenda. sets the standard and the policy · strategic, under high uncertainty · organisation, value chain or profession |
N2 i N4 celowo nie zostały przypisane do konkretnych punktów odniesienia. Oceniający umieszczają je pomiędzy punktami odniesienia, zgodnie z konwencją O*NET.
Podstawowe umiejętności
Umiejętności te dziedziczą ścieżkę oceny oraz punkty odniesienia behawioralne tej konstrukcji.
| T | Umiejętności | Definicja | Prognoza popytu na lata 2026–2030 |
|---|---|---|---|
| V | Making a strategic workforce plan Strategic workforce planning | Compares the staffing need over three to five years with expected supply and names the actions. | rising |
| V | Comparing establishment and actual staffing Establishment analysis | Sets the approved establishment against actual staffing per role and names over and under staffing. | stable |
| V | Forecasting turnover and outflow Turnover forecasting | Forecasts from history and age distribution how many employees will leave each year. | rising |
| V | Determining qualitative staffing needs Skills need analysis | Determines which knowledge and skills will be needed in future, separate from headcount numbers. | rising |
| V | Building workforce scenarios Workforce scenarios | Works out how many and which employees are needed under growth, decline and stable volume. | rising |
| V | Mapping retirement outflow Retirement forecasting | Maps per team and role who retires in coming years and which knowledge will leave with them. | stable |
| T | Analysing workforce data HR analytics | Analyses inflow, turnover, absence and staffing from HR systems and turns it into steering information. | rising |
| V | Analysing labour market tightness Labour market analysis | Determines how scarce the required occupations are and what that means for recruitment and reward. | rising |
| V | Drawing up an inflow and development plan Workforce action plan | Sets per job group how many people are recruited, trained or reskilled to close the gap. | rising |