BS ISO 30409-2016 Human resource management Workforce planning《人力资源管理 人力规划》.pdf

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1、BS ISO 30409:2016Human resource management Workforce planningBSI Standards PublicationWB11885_BSI_StandardCovs_2013_AW.indd 1 15/05/2013 15:06BS ISO 30409:2016 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of ISO 30409:2016.The UK participation in its preparation wa

2、s entrusted to TechnicalCommittee HCS/1, Human Capital.A list of organizations represented on this committee can beobtained on request to its secretary.This publication does not purport to include all the necessaryprovisions of a contract. Users are responsible for its correctapplication. The Britis

3、h Standards Institution 2016.Published by BSI Standards Limited 2016ISBN 978 0 580 90683 1ICS 03.100.30Compliance with a British Standard cannot confer immunity fromlegal obligations.This British Standard was published under the authority of theStandards Policy and Strategy Committee on 30 September

4、 2016.Amendments/corrigenda issued since publicationDate T e x t a f f e c t e dBS ISO 30409:2016 ISO 2016Human resource management Workforce planningManagement des ressources humaines Gestion prvisionnelle de la main doeuvreINTERNATIONAL STANDARDISO30409First edition2016-09-01Reference numberISO 30

5、409:2016(E)BS ISO 30409:2016ISO 30409:2016(E)ii ISO 2016 All rights reservedCOPYRIGHT PROTECTED DOCUMENT ISO 2016, Published in SwitzerlandAll rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form or by any means, electronic or m

6、echanical, including photocopying, or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below or ISOs member body in the country of the requester.ISO copyright officeCh. de Blandonnet 8 CP 401CH-1214 Vernier, Geneva,

7、SwitzerlandTel. +41 22 749 01 11Fax +41 22 749 09 47copyrightiso.orgwww.iso.orgBS ISO 30409:2016ISO 30409:2016(E)Foreword vIntroduction vi1 Scope . 12 Normative references 13 Terms and definitions . 14 Value of workforce planning 24.1 General . 24.2 Relevance of workforce planning to different stake

8、holders 24.3 Value to organizations 24.4 Value to industries or sectors . 34.5 Value to regions 34.6 Value to the public sector . 34.7 Value to people 34.8 External and internal influences 45 Structure of workforce planning . 45.1 General . 45.2 Structure of workforce planning . 45.3 Process of work

9、force planning 46 Key components of workforce planning 46.1 General . 46.2 Workforce planning checklist. 56.3 Phase 1: Getting started 66.3.1 General 66.3.2 Phase 1 a): Establish the team and define the justification 66.3.3 Phase 1 b): Align strategy/business/workforce plans . 76.3.4 Phase 1 c): Dev

10、elop and implement a communications plan to engage stakeholders . 76.3.5 Phase 1 d): Segment the workforce . 86.3.6 Workforce segmentation approaches 86.3.7 Job and competency segmentation hierarchy 96.3.8 Job profiling .106.3.9 Workforce segmentation principles .106.3.10 Employee segmentation . 116

11、.3.11 Review and analyse existing workforce demand and supply data 116.3.12 Current workforce demand . 126.3.13 Aggregate demand .126.3.14 Demand by job families or job roles.126.3.15 Demand by competency . 136.3.16 Unapproved demand .136.3.17 Current workforce supply . 136.3.18 Aggregate supply 146

12、.3.19 Supply by job families or job roles 146.3.20 Supply by competency .146.3.21 Data analysis: Current state 156.3.22 Presenting the report on workforce data 166.3.23 Workforce demand and supply trends.176.3.24 Phase 1 e): Conduct environmental or labour market scan 186.3.25 Workforce profiling/su

13、rvey 196.3.26 Phase 1 f): Identify information gaps .206.3.27 Phase 1 g): Identify future focused business scenarios 206.4 Phase 2: Analyse the data . 216.4.1 Phase 2 a): Undertake demand and supply gap calculations .21 ISO 2016 All rights reserved iiiContents PageBS ISO 30409:2016ISO 30409:2016(E)6

14、.4.2 Phase 2 b): Describe the workforce supply risk 217 Planning process Phase 3: Risk Management .237.1 Phase 3 a): Identify risk management strategies, action plan and report 237.2 Secure the resources: Financial and personnel .237.3 Develop and implement an action plan 238 Planning checklist Phas

15、e 4: Implementation 248.1 Phase 4 a): Establish mechanism for monitoring and measuring workforce planning outcomes . 248.2 Phase 4 b): Integrate strategic workforce planning into normal business planning process 25Annex A (informative) Example of workforce planning for a small organization 26Bibliog

16、raphy .27iv ISO 2016 All rights reservedBS ISO 30409:2016ISO 30409:2016(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO tec

17、hnical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closel

18、y with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria nee

19、ded for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).Attention is drawn to the possibility that some of the elements of this document may be the subject of patent

20、rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www.iso.org/patents).Any trade name used in

21、this document is information given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISOs adherence to the World Trade Organization (WTO) principle

22、s in the Technical Barriers to Trade (TBT) see the following URL: www.iso.org/iso/foreword.html.The committee responsible for this document is Technical Committee ISO/TC 260, Human resource management. ISO 2016 All rights reserved vBS ISO 30409:2016ISO 30409:2016(E)IntroductionThis document has been

23、 developed in response to worldwide demand for workforce planning advice and support to enable industry, organizations and businesses of all sizes to advance their workforce planning capabilities and to respond more effectively to the current and projected demands of the labour market, the dynamic i

24、nternational business environment and its increasing complexity.vi ISO 2016 All rights reservedBS ISO 30409:2016Human resource management Workforce planning1 ScopeThis document provides guidelines and a framework for workforce planning that are scalable to the needs of any organization regardless of

25、 size, industry or sector.2 Normative referencesThere are no normative references in this document.3 Terms and definitionsFor the purposes of this document, the terms and definitions given in ISO 30400 and the following apply.ISO and IEC maintain terminological databases for use in standardization a

26、t the following addresses: ISO Online browsing platform: available at http:/www.iso.org/obp IEC Electropedia: available at http:/www.electropedia.org/3.1workforcepeople who provide a service or labour to contribute to business or organizational outcomes3.2planningprocess of thinking about and organi

27、zing the activities required to achieve a desired outcome3.3workforce planningsystematic identification, analysis and planning (3.2) of organizational needs in terms of peopleNote 1 to entry: It is a process used to generate business intelligence to inform business of the current and future impact o

28、f the external and internal environment on the business, enabling the business to be resilient to structural and cultural changes to better position itself for the future.3.4strategic workforce planningworkforce planning (3.3) which usually covers a defined period of time, aligned to organizational

29、strategyNote 1 to entry: The scope of planning can include identifying the workforce (3.1) assessments and benchmarking, human resource policy frameworks and associated processes on current and future organizational strategic objectives.3.5operational workforce planningworkforce planning (3.3) which

30、 covers a defined period of time, aligned with the organizations planning (3.2) cycle, and which focuses on gathering, analysing and reporting on workforce planning strategyNote 1 to entry: The shorter-term planning activities of staffing or scheduling can be excluded.INTERNATIONAL STANDARD ISO 3040

31、9:2016(E) ISO 2016 All rights reserved 1BS ISO 30409:2016ISO 30409:2016(E)4 Value of workforce planning4.1 GeneralWorkforce planning identifies current, transitional and future workforce demand and supply and, in doing so, makes explicit the human resource requirements of an organization. It enables

32、 management to anticipate and respond to identified needs to strengthen organizational performance outcomes.Strategic workforce planning is relevant because we live and work in a global knowledge economy that is highly connected and interrelated. Furthermore, the environment within which it operates

33、 is uncertain and constantly changing. To operate effectively in this environment, organizational leaders and organizations are required to plan and predict for future growth. This requires flexibility, adaptability and resilience.Organizations can be perceived as a collection of capabilities. The v

34、alue of strategic workforce planning is that it enables organizational growth and success by connecting human resource strategy and practices to business strategy and financial plans.Workforce planning also plays a critical role in managing change, including growth, restructure, merger and acquisiti

35、on, divestment and closure.4.2 Relevance of workforce planning to different stakeholdersThere are many influences involved with workforce planning. It is used by organizations of all sizes, industries or sectors to enable them to respond more effectively to the current and projected demands of the l

36、abour market.Stakeholders in workforce planning can include employers, leaders, the workforce, governments, labour unions, potential talent and academic institutions. This knowledge can be gained from a comprehensive management process to advise leaders and to ensure that the human capital, and ther

37、efore organizational capabilities, required to create and execute the business strategy are present within the organization.4.3 Value to organizationsWorkforce planning applies to organizations of all sizes, industries or sectors. Though the objectives and outcomes of each plan are often consistent,

38、 the complexity varies with the nature and size of an organization.Workforce planning strengthens the capacity to: retain existing staff, skillsets, and attract high-performing staff; manage the workforce to avoid skill shortages or oversupply with regard to: economic cycle (growth, no change and de

39、cline); uneven or cyclical market demand; under-utilized labour market; adopt new business models and new technology; maintain the best skill mix and to identify, monitor and manage workforce risk; plan the human resource function; remain competitive with regard to the workforce: at regional level;2

40、 ISO 2016 All rights reservedBS ISO 30409:2016ISO 30409:2016(E) across industry sector; globally.4.4 Value to industries or sectorsIndustry representative groups engage in workforce planning for their industry sectors to: identify the required skills and ensure the industry has access to a pool of a

41、ppropriately skilled people; lobby governments and the education industry to ensure that they are training enough people to fill future skills needed within the industrial sector; protect the reputation of the industry sector by ensuring that it has the skilled workforce required to deliver; create

42、and maintain flexibility of labour by accommodating workers who swap jobs by keeping their skills in the sector and/or in the region.4.5 Value to regionsRegions can undertake regional workforce planning themselves and encourage and support local businesses to undertake this to: ensure that local emp

43、loyment opportunities are a good match for the skills of the residents of the region and vice versa; encourage local businesses to utilize the skills that exist in the community; create a planning base for attracting and supporting new industries/employers to the region; manage the impact of demogra

44、phic changes and other economic factors on the region, including: helping to maintain regional workforces to support essential community services like elder care, medical and community development; telecommunications, transport and infrastructure; targeting programmes to attract new residents with t

45、he right skills to complement existing workforce needs; supporting longevity and sustainability of local industries and increase the productivity of local enterprises to increase job opportunities and promote regional growth; encouraging regional growth through better employability of workers and wo

46、rkforce mobility.4.6 Value to the public sectorThe public sector is a key external stakeholder of an organization and can support and undertake a range of workforce planning initiatives at the economy wide, regional, industry, individual enterprise, country and global level.It can promote greater pr

47、oductivity and economic prosperity, by helping to regulate the labour market and tackle inequalities, and can contribute by building resilience and agility in the economy to enable it to prosper, absorb shocks, adapt and respond to the impact of global factors, including periods of rapid structural

48、change brought on by changing global demand and competition.4.7 Value to peopleWorkforce planning enables people to know the current and future talent requirements of the organization. ISO 2016 All rights reserved 3BS ISO 30409:2016ISO 30409:2016(E)4.8 External and internal influencesWorkforce plann

49、ing generates business intelligence to inform business of the current and future impact of the external and internal environment on the organization, enabling the organization to be resilient to structural and cultural change to better position itself for the future. These influences can be complex and comprehensive, and include the following: external influences: local, regional, national and international economic, political, social and demographic labour market environment, industry and government regulation, compl