The overarching aim of this project was:
In order to develop a valid and realistic picture of the future design and talent requirements this project applied a unique methodology. A high level of engagement and participation of all staff, ownership of unit heads in determining the priorities of their functions to reflect the strategic change, comprehensive analyses of the contextual factors and consideration of conflicting variables affecting the organisation formed part of the methodology.
In determining the workforce plan the notion of applying ‘optimal’ and ‘core minimum’ staffing was considered as a practical way forward. ‘Optimal size’ denoted availability of sufficient funding for programmes enabling the organisation to have in place an adequate complement of staff to carry out the planned activities. ‘Core minimum’ denoted a decreased/uncertain funding situation requiring the organisation to exercise caution in hiring new staff and/or sustaining current staffing levels. A seminal part of this project was determining the staffing numbers under the two conditions taking into account the inherent ambiguities of the external climate.
Two key outcomes of the project were as follows:
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