Planning and allocating workers in your organisation can be hard. It’s even harder if the segmentation of workers and work into relevant groups is ambiguous, or the purpose is not understood.
Organisations can consist of one or more workforces. Workforces can consist of one of more workforce segments. All work and workers must belong to a single workforce segment based on the characteristics that they have in common. A typical segmentation is by role and location, both being characteristics common to workers and work.
Figure 1: Pools In Workforces In An Organisation
Workforce planning and allocation processes are applied at the segment level. Workforce planning and allocation processes should be defined at the workforce level i.e., each workforce has its own processes.
Organisations with work and worker characteristics that are the same have just a single segment, in a single workforce, with one set of planning and allocation processes. For example, a local taxi service with drivers using the same type of vehicle. On the other hand, organisations with diverse worker and work characteristics can have many segments, in multiple workforces, each with their own processes. For example, a global engineering business with workforces in design, software, manufacturing, and distribution, each with many roles.
Figure 2: Single Segment Workforce Organisation
On the other hand, organisations with diverse worker and work characteristics can have many segments, in multiple workforces, each with their own processes. For example, a global engineering business with workforces in design, software, manufacturing, and distribution, each with many roles..
Figure 3: Multi Segment and Workforce Organisation
Despite the above figures showing segments populated by workers, segments have both work and workers. It is only then that analysis is possible to check outcomes for delivery, utilisation and workloads that achieve a suitable tolerance.
Figure 4: Work and Workers in Segments (from a pool)
The process of initial segmentation is the domain of workforce planning which include characteristics such like organisation structure, location, job family and criticality. Refer to ’Human Resource Management - Workforce Planning. ISO 30409’. Allocation processes may require different segmentation depending on the necessary granularity.
Despite the above figure showing segments populated by workers, segments have both work and workers. It is only then that analysis is possible to check outcomes for deliver, utilisation and workloads will achieve a suitable tolerance.
First Published 19 Sept 2021 Updated 26 Oct 21 © Copyright - Alex James
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