WORKFORCE FORECAST
for future requirements is about having the right people, in the right place, at the right time. Tis involves understanding the demand for specific skills, determining when and where they will be needed, iden- tifying skill gaps and managing employee training, recruitment and retention. All of these elements should factor into an agen- cy’s overall strategic plan.
Tere are a variety of methods and steps that an organization can implement into a workforce forecasting plan. However, a successful plan starts with identifying the organization’s goals and initiatives and establishing priorities. Tis is step one of the Office of Personnel Management's five-step workforce planning model. Once goals and initiatives have been identified, an organization can begin working on the next steps of the plan to effectively
achieve those goals. The next step is conducting an analysis of the workforce. Tis often entails analyzing the current workforce and how it is likely to evolve. It also includes analyzing employee turn- over, anticipating and preparing to backfill retirement-eligible employees, identifying current and future skill gaps, and supply and demand. Step three is developing a workforce action plan. Tis is a plan that is created to address these potential situ- ations—closing gaps in the workforce, reorganizing the workforce, recruiting new employees, providing training for current employees, etc. Te fourth step is executing the workforce action plan and monitoring it throughout its life cycle. Te improvement measures that were put in place should be monitored to ensure that milestones are being met. Step five is eval- uating and revising the workforce action
plan, identifying areas of improvement and adjusting accordingly.
SETTING GOALS Te Army Director of Acquisition Career Management (DACM) Office requires accurate workforce forecasting to ensure mission needs are met. Tese forecasting capabilities need to include understand- ing the skills and abilities of current employees, identifying what skill gaps are present, identifying deficiencies in the hiring process and predicting employee migration.
Te DACM Office established four goals under the Army Acquisition Workforce Human Capital Strategic Plan (HCSP); each goal serving a significant role in workforce development and forecasting. Te first goal is workforce planning— devising a “comprehensive workforce plan that focuses on a strategic approach to talent acquisition to conduct compe- tency identification and identify skill gaps to drive alignment, recruitment and reten- tion of a diverse acquisition workforce.” Te second goal is professional develop- ment, followed by leadership development and employee engagement.
Professional development aims to grow an experienced workforce that is prepared to adapt to a rapidly changing work envi- ronment. Leadership development seeks to build an acquisition leadership that can shape and guide expert teams. And employee engagement fosters initiatives that will enhance the Army Acquisition Workforce sense of purpose, dedication and commitment to the mission.
ALL IN THE PLAN
The Office of Personnel Management's five-step workforce planning model. (Graphic by OPM and USAASC)
DIGGING DEEPER WITH MACHINE LEARNING While some organizations’ workforce forecasting standards may focus most on having enough knowledgeable manpower, the DACM office would like to dig
34 Army AL&T Magazine Winter 2024
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