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Workforce Planning in A Media Company

Workforce planning in a media company involves 5 key steps: 1. Setting strategic direction by defining goals and identifying workforce needs. 2. Analyzing current and future supply/demand to identify gaps between today's and tomorrow's workforce. 3. Developing an action plan to address gaps through strategies like recruiting, incentives, and retention. 4. Implementing the action plan with management commitment and accountability. 5. Monitoring, evaluating, and revising the plan as needed to adapt to changing needs.

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172 views21 pages

Workforce Planning in A Media Company

Workforce planning in a media company involves 5 key steps: 1. Setting strategic direction by defining goals and identifying workforce needs. 2. Analyzing current and future supply/demand to identify gaps between today's and tomorrow's workforce. 3. Developing an action plan to address gaps through strategies like recruiting, incentives, and retention. 4. Implementing the action plan with management commitment and accountability. 5. Monitoring, evaluating, and revising the plan as needed to adapt to changing needs.

Uploaded by

Archit Goel
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Workforce planning in a

media company

PRESENTED BY:-
AASHI GUPTA BM-018002
AATISH RANJAN BM-018003
PRESENTED TO :- ADITI DIXIT BM-018016
AKSHAY NAIR BM-018028
Dr. RICHA N. AGARWAL
ABDUL BASIT BM-018037
ARCHIT GOEL BM-018052
What is Workforce Planning?

Workforce planning is, simply


stated, the
 Right number of people with the
 Right competencies in the
 Right jobs at the
 Right time
to accomplish the agency’s goals
and mission.
What is Workforce Planning?

 Workforce Planning is a
systematic process for
identifying and addressing the
gaps between the workforce of
today and the workforce of
tomorrow.

3
Why Is Workforce Planning
Important?
 Provides management with a strategic basis for making
human resource decisions.

 Allows management to be proactive rather than


reactive in anticipating workforce needs.

Maximizes organizational effectiveness by integrating


the organization's mission, strategic plan, budget
resources, technology, and human resource needs.

4
Our primary targets here will be editors, reporters, correspondents, staff writers and
photographers. They are the people we will be most likely to meet routinely. We have
to follow a procedure to recruit them, that is,
a) Clearly define the role
b) Look for these skills and experience
c) Ask the right questions
d) Do some extra digging
e) Offer the right compensation
Various steps involved in
Workforce Planning in Media
Step 1 -Set strategic direction
Define Vision for the Future

 Explore the internal and external factors that impact the organization.
 Define the vision and future goals of the organization.
 Determining major planning issues, external influences, trends and
anticipated changes in budgets.
 Begin with a set of assumptions that establishes the initial scope of WFP
within your organization.
 Maintain a manageable scope that can be accomplished within a
reasonable time period.
Organize and Mobilize Strategic Partners

a) Strategic Planning
b) Budget and Financial Management
c) Human Resource Programs (including Equal Employment Opportunity)
d) Management Analysis
Step 2 – Supply, Demand &
Discrepancies
Analyze Supply

Identify baseline Assess the total workforce


human resources and mix including permanent
financial data, as well and/or temporary
as annual and projected employees, contractors,
budgets that will be volunteers, etc. Look for
used for the analysis.
organizational de-layering
and/or restructuring
opportunities.
Analyze Demand

In this stage, we will consider the workforce that will be needed to accomplish
future functional requirements and carry out the mission of the organization.
This examination of the data will allow us to determine the future needs of the
organization. We will answer the following three groups of questions using
the information we have collected in estimating supply.
Analyze Gap (discrepancies)

There are various methods to analyze gaps between the current state
(supply) and future state (demand) of the workforce. The two main
approaches to analysis are quantitative and qualitative. The quantitative
approach looks at supply and demand data, while other the qualitative
approach examines the workforce and discrepancies from a more
strategic approach. Both are important approaches to use in achieving a
comprehensive strategic workforce plan.
The example below describes a method to analyze gaps in occupational
series from a quantitative perspective.

A B C D E F G H
Occupational Current Short Current Short Term Short Term Long Term 5 Year
Series or Workforc Term Workforce Expected Future Workforce Future
Series Groups e Expected Less Short Hires (0-3 Workforce Needs (4-5 Workforce
Losses Term years) (3 years years) Gap or
(0-3 Expected out) Surplus
years) Losses (D+E) (F-G)
(B-C)
XYZ Media 40 8 32 3 35 48 (13)
company
ABC Media 60 10 50 6 56 50 6
company
The example below describes a method to analyze gaps
in occupational series from a qualitative perspective.

Skill Needed Covered by Current Importance Future Importance Action Needed


Current Importance Scale: Importance Scale: Options could
Employees 1-Low; 1-Low; include mentoring,
Yes or NO 2-Moderate; 2-Moderate; job rotations,
3-High 3-High classroom training,
certification

a keen interest in news,


current affairs, business
and people
an ability to grasp
complex issues quickly
and explain them in
simple, concise
language

communication skills
Step 3 – Develop Action Plan

In the prior step, the gap analysis identified areas where the organization may
either have a workforce or skills shortage (gap) or over supply (surplus). In this
step, the organization develops an action plan by prioritizing the most critical
gaps and determining strategies and specific action items to address gaps.
Examples of strategies to consider for addressing gaps include:
a) Address surplus positions
b) Use a variety of incentives/mechanisms to recruit new skills and
retain needed employees.
c) Implement Retention Strategies.
Step 4 – Implement Action Plan

Management, Leadership and Support


Successful workforce planning requires the commitment and leadership of top
management. Senior managers must not only lead the planning process, they
must assure that workforce plans are aligned with strategic direction, and must
hold subordinate managers accountable for carrying out the workforce planning
strategies identified in Step 3
Step 5 – Monitor, Evaluate, Revise
Work Force Planning is a “living” process, which requires proactive monitoring
and adjustments as environmental factors change. The outcomes should be
continuously evaluated to determine progress in addressing the gaps and,
specifically, where adjustments to the strategies and action items are needed.
Managers are encouraged to schedule formal workforce planning sessions as
necessary, at least annually, to ensure progress with project plan action items
and avoid delays in accomplishing objectives.

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