Strategic Personnel Planning – Closed

The City currently employs some 14,000 people who perform a wide variety of tasks. We want this work to be performed properly and efficiently. We want to do the right things, and to do them at the right time and in the right way. To do so, as an organization we must ensure that we have the right person in the right position at the right time. We can do so by actively and deliberately managing our personnel and by continually asking questions like, “Who or what is required to be able to perform the tasks in the future?” and “What should we do to ensure that employees have the right knowledge and skills and are assigned to the right position?” This process is termed Strategic Personnel Planning, or SPP.

SPP is a cyclical process. After all, the municipality’s array of tasks is not something static; the world is continually changing, employees come and go, and so on. If we wish to ensure that the work is and will continue to be done well and efficiently, then we need to manage our workforce actively wherever necessary.

The SPP process consists roughly of three steps:

  1. Looking ahead: in this step we examine the administrative and organizational tasks and targets of an organization unit, and what this means for the deployment of personnel. Which tasks, competencies and know-how does this entail? And what does this mean for the size of the workforce/the organization unit? What is the desired situation?
  2. Obtain insight: in this step we map out what the current workforce looks like and how this relates to tomorrow’s world and demands. We take both a purely quantitative perspective (how is the current workforce composed?) and a qualitative perspective (what should employees know and be capable of, now and in the medium term? In SPP terms, this concerns professional knowledge and competencies).
  3. Gap analysis and interventions: compare/analyze the current situation (result of step 2) and the desired situation (result of step 1) and identify actions to bridge the differences (the ‘gap’).
    We are currently conducting SPP where the organization deems this necessary. This can be an individual organization unit, for instance the Amsterdam City Archives or a ’stadsdeel ’ (a district), but it can also cut across the whole organization, for example a particular professional group (such as, all BOAs – municipal special investigating officers).

We presently lack an instrument to support the three steps in the process. There is a mismatch between the size of the organization and the tools for SPP currently at our disposal.

For one part of step 2 of the SPP cycle, we use Excel. In this step we ask managers to review the workforce of his or her department as a way to map out the team and its potential with regard to, for example, knowledge and abilities (professional knowledge and competencies). In Dutch, this is termed ‘schouwen’ (in English: review). With our current tools, we can review and analyze the current and future situation for a single team. Things become more complex when we want to review and analyze on a scope that exceeds that of a single team; at present, this requires a lot of maneuvering. We also lack the means to perform organization -wide analyses based on the results of different reviews. Preparing a review and processing the results is often done manually, which is an error-prone process.
Excel is also used to create reports that show the composition of the current workforce (also part of step 2). The other steps of the cycle are currently not supported by an application, which is another deficiency.

The issue
Develop a solution that supports the three steps in the SPP process as described above.

Additional information:
We are seeking a solution that allows us to record, retrieve, report, collect, group and link key data, ‘new’ data and estimates (review) of personnel and managers (including historical data and estimates), which we will use to then execute analyses (such as those in step 3) and identify activities to help us move from the current situation to the future.

  • Examples of key data: name of employee, date of birth, gender, employee number, organizational department, start date at municipality, generic position. Much of this is in the personnel system.
  • Examples of estimates: required workforce capacity for the performance of tasks, a review that should be filled in by a manager and/or employee (a review for each of several competences now and in the future, a review for professional knowledge now and in the future, a review for potential and an review for de- or employability).
  • Examples of ‘new’ data: the competencies, professional knowledge (know-how) and size of the workforce that emerges from step 1 and the identified activities/interventions in step 3.

Specific criteria that the startup should take into account in devising its bid:

  • The solution uses existing applications and systems or can be fitted into the existing configuration of systems as an extension;
  • It is connectable to current and future systems;
  • The history is saved automatically (every time an employee is reviewed, the data are saved and the outcomes can be retrieved and compared with a more recent review);
  • Managers as well as employees should be able to fill in estimates/reviews;
  • It should be possible to enter ‘new’ data at the level of individual organization units (this can be a department, but also a much larger part of the organization);
  • It should be possible to make various analyses, create reports and combine data from different angles. The person making the analysis selects which key data and/or estimates should be incorporated as input. Examples of an angle include per team, per organization, per employee, per position group, per scale, per age, per competence, per generic position, in a matrix of an average number of x competencies with know-how, HR3P-matrix, etc.;
  • The system must comply with municipal security requirements and current laws and regulations;
  • Managers must have access to the reviews and/or results of their own group;
  • Employees must have access to their own scores.

Specific supplementary (suitability) criteria/competencies to be met by employee(s) of the startup in order to bid on this issue, evidenced in the bid by means of a reference:

  • Command of the Dutch language is a requirement.

Issued by: Personeel en Organisatie

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